臺灣博碩士論文加值系統

　　餐飲業是零和賽局，一方的收益必然意味著另一方的損失，因此餐飲消費成長與經濟成長接近。而近年來台灣經濟成長趨緩，但餐飲業主要成本卻不斷增加，投入者有增無減，造成餐飲業經營困難。
　　餐飲業是高度競爭市場，容易模仿與進入，不論是餐點或是服務都容易被模仿。當競爭者推出有競爭力的餐點或是顧客對服務的期望改變後，原有的競爭優勢就會消失。
　　餐廳的店租應與餐廳業績互為函數，也就是說，當店家生意或市場景氣不好，租金往往會下滑，但在台灣卻不然，租金卻常與零售景氣脫鉤。不管生意好不好，租金還是一直漲上去。甚至許多店家，常遭房東以各種型式漲價租金，苦不堪言。另外員工低薪、流動率高，也侵蝕原本競爭激烈、獲利不易的餐飲業。
　　歸納台灣餐飲業面臨的最主要問題
一、價格競爭。
二、店租高且未效率使用。
三、員工低薪，流動率高。
　　若要將資源做最有效率的運用，避開餐飲業的紅海，商業模式的設計上就必須提升營業效率，進而降低主要成本所佔營收的比例來提高獲利，以及提升產品及服務品質增加價格。
　　發掘消費者需要，以用途理論滿足消費者的需求，並兼具功能、情感與社會這三方面的體驗。先決定商業模式，再設計出符合消費者需要的產品與服務，強化產品跟服務品質，提高餐廳翻桌率增加收益，解決員工低薪及流動率高的問題。最後再將內部管理流程搭配用途，製造進入障礙，讓對手難以模仿。

　The restaurant industry is a zero-sum game, where gains on one side necessarily mean losses on the other, so food consumption growth is close to economic growth. In recent years, Taiwan's economic growth has slowed down, but the main cost of the catering industry has been increasing, the number of investors has increased, causing difficulties in the catering industry.
　Catering industry is a highly competitive market, easy to imitate and enter, no matter the food or service is easy to be imitated. When competitors offer competitive meals or customers change their expectations of service, the competitive advantage disappears.
　Restaurant rent should be a function of restaurant performance. That is to say, when the business is bad or the market is bad, the rent tends to decline. No matter how good the business is, rents keep going up. Even a lot of inn owner, often suffer unspeakably by landlord to raise rent with all sorts of form. In addition, low wages and high turnover rate also erode the restaurant industry, which is highly competitive and difficult to make profits.

　To summarize the problems faced by the catering industry in Taiwan:
1. Price competition.
2. The store rent high and inefficient use.
3. Low salary and high turnover rate.

　In order to make the most efficient use of resources and avoid the red sea of catering industry, the design of business model must improve operating efficiency, thus reducing the proportion of main cost in revenue to increase profits, and improve the quality of products and services to increase prices.
　Discover consumer needs, satisfy consumer needs with the theory of Jobs To Be Done, and combine functional, emotional and social experience. First, it decides the business model, and then designs the products and services that meet the needs of consumers, so as to strengthen the quality of products and services, improve the table turning rate of the restaurant, increase the income, and solve the problems of low salary and high turnover rate of employees. Finally, the internal management process can be used to create barriers to entry, making it difficult for opponents to imitate.

目 次

謝誌…………….....................................................................................................................I

中文摘要……………...........................................................................................................II

英文摘要……………..........................................................................................................III

目次……………..................................................................................................................V

表次……………..................................................................................................................Ⅶ

圖次……………..................................................................................................................Ⅷ

第一章 緒論……………................................................................................................01

第一節 研究動機.............................................................................................01

第二節 研究目的.............................................................................................04

第三節 研究架構.............................................................................................05

第二章 文獻探討……………..................................................................................06

第一節 用途理論.......................................................................................................06

第二節 白地策略........................................................................................................11

第三節 有關餐飲業國內碩士論文............................................................................15

第三章　傳統餐飲商業模式容易失敗的關鍵因素............................................................16

第一節 台灣餐飲產業特性......................................................................................16

第二節 餐飲業成本結構與使用效率.......................................................................21

第三節 餐飲業顧客價值主張...................................................................................23

第四章　餐飲業關鍵成功因素之探討......................................... ......................................26

第一節 從用途理論的功能面，突破傳統餐飲失敗的關鍵因素...........................26

第二節 從用途理論的情感面與社會面去提高價格增加利潤..............................28

第三節 餐廳氛圍的營造……....................................................................................31

第四節 連鎖餐飲經營................. .............................................................................32

第五章 結論………...........................................................................................................36

第一節 結論...............................................................................................................36

第二節 建議...............................................................................................................37


參考文獻............................................................................................................................38

一、中文文獻............................................................................................................38

二、英文文獻............................................................................................................38

三、網路文獻............................................................................................................39

表 次

表 1-1 創業最多的行業..................................................................................................01

表 1-2 創業最多人陣亡的行業...................................................................................02

表 1-3 創業平均最短命行業........................................................................................02

表 2-1 用途理論意涵分析表........................................................................................08

表 2-2 用途理論的元素.......................................................................................................09

表 2-3 發覺用途理論的方法..................................... .......................................................10

表 2-4 白地市場定義表.................................................................................................11

表 3-1 台灣經濟成長率..................................................................................................19

表 3-2 餐飲營業額年增率……....................................................................................19

表 3-3 觀光客來台人數年增率............................................................................................20

表 3-4 連鎖餐飲店數統計.....................................................................................................20

表 3-5 全台餐飲店數統計............................................................................................21

表 3-2 餐飲營業額年增率……........................…............................................................19

表 4-1 行業薪資統計.....................................................................................................29

一、中文文獻

書籍部分

1.王大東 (2016). 以實務觀點談：連鎖與授權加盟　. 台北 : 華都文化.
2.林嘉翔 (2013). 行家這樣開餐廳 . 台北 :時報文化 .
3.林麗冠 (譯) (2010). Johnson, M (著) . 白地策略 (Seizing The White Space) . 台 北 : 遠見天下文化.
4.洪慧芳(譯) (2016).Clayton M.Christensen , Karen Dillon , Taddy Hall , David S. Duncan.(註). 創新的用途理論 (Competing Against Luck). 台 北 : 天下雜誌

碩士論文

1.葉錦榮（2014）。台灣小型建築師事務所經營策略之探討。東海大學研究所，台中市。
2.高炎輝（2014) ：行銷策略中的食物品質、服務品質、認知價值對顧客滿意度及顧客忠誠度的影響－以鼎泰豐為例。成功大學，台南市。
3.張宥嫻 (2016)：探討精實服務對顧客滿意度與顧客忠誠度之研究－以瓦城泰統集團為例。中國科技大學，台北市。
4.謝智宇（2016）：我國餐飲業經營模式之探討－以瓦城和王品為例。義守大學，高雄市。


二、英文文獻

1.Alan Klement（2018）When Coffee and Kale Compete: Become great at making products people will buy.
2.Clayton M.Christensen(1997)The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail.
3.Clayton M.Christensen&MichaelE.Raynor(2004). The Innovator's Solution.
4.Clayton M.Christensen , Karen Dillon , Taddy Hall , David S. Duncan （2016）Competing Against Luck: The Story of Innovation and Customer Choice.
5.Mark W. Johnson(2010) , Seizing the White Space: Business Model Innovation for Growth and Renewal.

三、網站部份

1.經濟部統計處 (2018)。批發零售及餐飲業動態統計。台北：經濟部統計處。
https://www.moea.gov.tw/Mns/dos/content/SubMenu.aspx?menu_id=21041
2.經濟部統計處 (2018)。商業經營實況調查報告。台北：經濟部統計處。
https://dmz26.moea.gov.tw/GMWeb/common/CommonQuery.aspx
3.TTR 台灣趨勢研究。產業分析：餐飲業發展趨勢（2018年）
https://www.twtrend.com/share_cont.php?id=63
4.青年創業意向調查 https://www.1111.com.tw/news/surveyns/113410/
5.餐廳永遠在徵人？ 一次幫你搞懂人事問題https://www.esunbank.com.tw/event/sb/tip4/index.html