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題名 餐飲業O2O營運模式之研究-以G餐廳為例
The study of O2O business model in restaurant industry-a case of G restaurant作者 陳力榮
Chen, Li-Lung貢獻者 季延平
陳力榮
Chen, Li-Lung關鍵詞 餐飲業
O2O 營運模式
O2O business model
Restaurant industry日期 2019 上傳時間 6-Mar-2019 12:27:15 (UTC+8) 摘要 在華人社會，餐飲業是門檻最低的創業活動之一，但是在競爭白熱化下，餐飲業已經愈來愈難經營。只要看到消費者有什麼樣的新喜好，一堆餐飲業馬上搶著做同樣的餐飲生意，於是市場高度同質化，也造成「三高一低」的困境- 商店店租高、食材價錢高、人工薪資高，而一低是指利潤愈來愈低的困境。面對這樣的困境，業者開始思考店租、食材都是省不掉的固定成本，若能善用資訊科技，從食材訂購到客人訂位、點餐到結帳等作業，省下中間作業的人力支出。在此觀念運作下，業者追求資訊化的腳步，除了全部流程自動化，並運用資訊系統分析記錄，讓業者更了解消費者的需求做為行銷工作的參考依據，進而更創造更多的商機。餐飲業鑑於如上述的「三高一低」困境，而須追求資訊化以利存續發展，則成為當前餐飲業的重要議題，亦形成本研究的背景之一。隨著網路時代的到來，餐飲的經營顯然已和過去大大不同。一是顧客接收訊息方式的改變-過去吸引顧客的方式是口碑和地點，現在主要依據網路口碑。二是顧客消費行為的改變-過去餐飲消費是純線下行為（Offline）現場點購或外帶，現在已是O2O（Online to Offline），從訂位、點餐到付款都在線上完成。三是顧客總合需求的改變-過去只需提供餐飲服務，現在顧客對餐廳要求如折扣和點數等加值服務。雖然O2O概念火熱，但大多數線下商家目前只能依靠優惠打折、線上上賣團購券進行初步探索，然而不停地打折也讓商家不堪重負。如何改變線下商家單一依靠優惠經營O2O生意的局面？顯然在網路時代下，餐飲業O2O也面臨重大改變的挑戰。餐飲業鑑於如上所述，顧客需求已經大幅改變，則顯然餐飲業如何進行O2O的改變，已成為當前餐飲業的主力方向，亦形成本研究的背景之二。 參考文獻 參考文獻1.Barney, Jay. Firm resources and sustained competitive advantage, Journal of Management, 1991, Vol.17,No.1,p99-120.2.Chesbrough, Henry. Open Innovation: The New Imperative for Creating and Profiting from Technology, Boston: Harvard Business School Press,2003.3.Chesbrough, Henry & Rosenbloom, Richard S.The role of the business model in capturing value froem innovation experience from Xerox, Industrial and corporate change, 2002, vol.11, No.3 pp529-555.4.Magretta, Joan. Why business model matters, Harvard Business Review, May 2002,pp3-8.5.Mahadevan, B., A framework for business model innovation, In: IMRC 2004 Conference, December 16-18,2004.Bangalore, INDIA.6.Mahadevan, B., Business models for Internet-based E-commerce: An anatomy, California Management Review, Summer 2000,Vol.42,No.4,pp55-69.7.Mitchell, Donald W & Coles, Carol Bruckner. Business Model Innovation Breakthrough Moves, Journal of Business Strategy,2004,Vol.25,No.1, ppl6-26.8.Mitchell, Donald W & Coles, Carol Bruckner. Establishing a continuing business model innovation process, Journal of Business Strategy, 2004, Vol.25, No.3, pp39-49.9.Normann, Richard & Ramirez, Rafael. From value chain to value constellation Designing interactive strategy, Harvard Business Review, Jul-Aug 1993, pp.65-78.10.Osterwalder, A. & Pigneur, Y. & Tucci, C.L. Clarifying business models Origins, present, and future of the concept, Communications of AIS, Volume 15, Article, May 2005.11.Osterwalder, Alexander. The Business Model Ontology: a Proposition in a Design Science Approach, Universite de Lausanne, Ecole des Hautes Etudes Commercials, 2004.12.Osterwalder, A. & Pigneur, Y. & Tucci, C.L. Clarifying business models Origins, present, and future of the concept, Communications of AIS, Volume 15, Article, May 2005.13.Porter, Michael E. Competitive strategy: techniques for analyzing industries and competitors, New York: the free press, 1980.14.Porter, Michael E. Towards a Dynamic Theory of Strategy, Strategic Management Journal, Vol.12, Winter, 1991, p95-117.15.Rappa, M. Business Models on Web, 2004,http://digitalenterprise.org16.Rayport, Jeffrey E & Sviokla, John J. Exploiting the virtual value chain, Harvard Business Review, Nov-Dec 1995, pp75.85.17.Shapiro, C & Varian, HR. Information rules: a strategic guide to the network economy, Boston: Hazard Business Sch001 Press, 1999.18.Shapiro, C & Varian, HR. Information rules: a strategic guide to the network economy, Boston: Hazard Business Sch001 Press, 1999.19.Schweizer, Lars. Concept and evolution of business model, Journal of General management,Vol.3 1,No.2,winter 2005,pp37-56.20.Teece, David J. Pisano, Gary & Shuen, Amy. Dynamic capabilities and strategic management, Strategic Management Journal, Vol.1 8,No.7, Aug., 1997, PP.509-533.21.Teece, David J. Capturing value from knowledge assets: The new economy, markets for know-how, and intangible assets, California Management Review, Spring 1998; vol.40, No.3, pp55-79.22.Timmers, P-Business Models for Electronic Markets, Journal of Electronic Markets, 1998, 8(2):pp3-8.23.Wemeffelt, Birger. A Resource. Based View of the Firm, Strategic Management Journal, Vol.5, No.2(Apr-Jun, 1984),PP.171-180.24.沙水，口碑：餐飲O2O讓你重新獲得顧客，清華大學出版社，2017。25.劉丹，餐飲新模式，湖北科學技術出版社, 20l6。26.式、餐飲行業O2O商業模式等領域。以下分別探討之。 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
106932421資料來源 http://thesis.lib.nccu.edu.tw/record/#G0106932421 資料類型 thesis dc.contributor.advisor 季延平 zh_TW dc.contributor.author (Authors) 陳力榮 zh_TW dc.contributor.author (Authors) Chen, Li-Lung en_US dc.creator (作者) 陳力榮 zh_TW dc.creator (作者) Chen, Li-Lung en_US dc.date (日期) 2019 en_US dc.date.accessioned 6-Mar-2019 12:27:15 (UTC+8) - dc.date.available 6-Mar-2019 12:27:15 (UTC+8) - dc.date.issued (上傳時間) 6-Mar-2019 12:27:15 (UTC+8) - dc.identifier (Other Identifiers) G0106932421 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/122433 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 106932421 zh_TW dc.description.abstract (摘要) 在華人社會，餐飲業是門檻最低的創業活動之一，但是在競爭白熱化下，餐飲業已經愈來愈難經營。只要看到消費者有什麼樣的新喜好，一堆餐飲業馬上搶著做同樣的餐飲生意，於是市場高度同質化，也造成「三高一低」的困境- 商店店租高、食材價錢高、人工薪資高，而一低是指利潤愈來愈低的困境。面對這樣的困境，業者開始思考店租、食材都是省不掉的固定成本，若能善用資訊科技，從食材訂購到客人訂位、點餐到結帳等作業，省下中間作業的人力支出。在此觀念運作下，業者追求資訊化的腳步，除了全部流程自動化，並運用資訊系統分析記錄，讓業者更了解消費者的需求做為行銷工作的參考依據，進而更創造更多的商機。餐飲業鑑於如上述的「三高一低」困境，而須追求資訊化以利存續發展，則成為當前餐飲業的重要議題，亦形成本研究的背景之一。隨著網路時代的到來，餐飲的經營顯然已和過去大大不同。一是顧客接收訊息方式的改變-過去吸引顧客的方式是口碑和地點，現在主要依據網路口碑。二是顧客消費行為的改變-過去餐飲消費是純線下行為（Offline）現場點購或外帶，現在已是O2O（Online to Offline），從訂位、點餐到付款都在線上完成。三是顧客總合需求的改變-過去只需提供餐飲服務，現在顧客對餐廳要求如折扣和點數等加值服務。雖然O2O概念火熱，但大多數線下商家目前只能依靠優惠打折、線上上賣團購券進行初步探索，然而不停地打折也讓商家不堪重負。如何改變線下商家單一依靠優惠經營O2O生意的局面？顯然在網路時代下，餐飲業O2O也面臨重大改變的挑戰。餐飲業鑑於如上所述，顧客需求已經大幅改變，則顯然餐飲業如何進行O2O的改變，已成為當前餐飲業的主力方向，亦形成本研究的背景之二。 zh_TW dc.description.tableofcontents 目次圖次 III第一章 研究緒論 1第一節 背景動機 1第二節 方向目的 3第三節 預期貢獻 4第四節 論文架構 4第五節 研究限制 5第二章 文獻探討 6第一節 商業模式相關文獻 6第二節 餐飲企業的商業模式 18第三節 餐飲O2O模式 26第三章 研究方法與程序 38第一節 研究架構 38第二節 研究方法 39第四章 個案分析 45第一節 台灣餐飲與冷凍食品市場分析 45第二節 個案發展與現況 51第三節 個案未來發展 54第五章 結論與建議 67第一節 結論 67第二節 建議 68參考文獻 71 zh_TW dc.format.extent 3139274 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0106932421 en_US dc.subject (關鍵詞) 餐飲業 zh_TW dc.subject (關鍵詞) O2O 營運模式 zh_TW dc.subject (關鍵詞) O2O business model en_US dc.subject (關鍵詞) Restaurant industry en_US dc.title (題名) 餐飲業O2O營運模式之研究-以G餐廳為例 zh_TW dc.title (題名) The study of O2O business model in restaurant industry-a case of G restaurant en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 參考文獻1.Barney, Jay. Firm resources and sustained competitive advantage, Journal of Management, 1991, Vol.17,No.1,p99-120.2.Chesbrough, Henry. Open Innovation: The New Imperative for Creating and Profiting from Technology, Boston: Harvard Business School Press,2003.3.Chesbrough, Henry & Rosenbloom, Richard S.The role of the business model in capturing value froem innovation experience from Xerox, Industrial and corporate change, 2002, vol.11, No.3 pp529-555.4.Magretta, Joan. Why business model matters, Harvard Business Review, May 2002,pp3-8.5.Mahadevan, B., A framework for business model innovation, In: IMRC 2004 Conference, December 16-18,2004.Bangalore, INDIA.6.Mahadevan, B., Business models for Internet-based E-commerce: An anatomy, California Management Review, Summer 2000,Vol.42,No.4,pp55-69.7.Mitchell, Donald W & Coles, Carol Bruckner. Business Model Innovation Breakthrough Moves, Journal of Business Strategy,2004,Vol.25,No.1, ppl6-26.8.Mitchell, Donald W & Coles, Carol Bruckner. Establishing a continuing business model innovation process, Journal of Business Strategy, 2004, Vol.25, No.3, pp39-49.9.Normann, Richard & Ramirez, Rafael. From value chain to value constellation Designing interactive strategy, Harvard Business Review, Jul-Aug 1993, pp.65-78.10.Osterwalder, A. & Pigneur, Y. & Tucci, C.L. Clarifying business models Origins, present, and future of the concept, Communications of AIS, Volume 15, Article, May 2005.11.Osterwalder, Alexander. The Business Model Ontology: a Proposition in a Design Science Approach, Universite de Lausanne, Ecole des Hautes Etudes Commercials, 2004.12.Osterwalder, A. & Pigneur, Y. & Tucci, C.L. Clarifying business models Origins, present, and future of the concept, Communications of AIS, Volume 15, Article, May 2005.13.Porter, Michael E. Competitive strategy: techniques for analyzing industries and competitors, New York: the free press, 1980.14.Porter, Michael E. Towards a Dynamic Theory of Strategy, Strategic Management Journal, Vol.12, Winter, 1991, p95-117.15.Rappa, M. Business Models on Web, 2004,http://digitalenterprise.org16.Rayport, Jeffrey E & Sviokla, John J. Exploiting the virtual value chain, Harvard Business Review, Nov-Dec 1995, pp75.85.17.Shapiro, C & Varian, HR. Information rules: a strategic guide to the network economy, Boston: Hazard Business Sch001 Press, 1999.18.Shapiro, C & Varian, HR. Information rules: a strategic guide to the network economy, Boston: Hazard Business Sch001 Press, 1999.19.Schweizer, Lars. Concept and evolution of business model, Journal of General management,Vol.3 1,No.2,winter 2005,pp37-56.20.Teece, David J. Pisano, Gary & Shuen, Amy. Dynamic capabilities and strategic management, Strategic Management Journal, Vol.1 8,No.7, Aug., 1997, PP.509-533.21.Teece, David J. Capturing value from knowledge assets: The new economy, markets for know-how, and intangible assets, California Management Review, Spring 1998; vol.40, No.3, pp55-79.22.Timmers, P-Business Models for Electronic Markets, Journal of Electronic Markets, 1998, 8(2):pp3-8.23.Wemeffelt, Birger. A Resource. Based View of the Firm, Strategic Management Journal, Vol.5, No.2(Apr-Jun, 1984),PP.171-180.24.沙水，口碑：餐飲O2O讓你重新獲得顧客，清華大學出版社，2017。25.劉丹，餐飲新模式，湖北科學技術出版社, 20l6。26.式、餐飲行業O2O商業模式等領域。以下分別探討之。 zh_TW dc.identifier.doi (DOI) 10.6814/THE.NCCU.EMBA.039.2019.F08 en_US
