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題名 顧客價值主張與商業模式之建立 ─以糕餅業者S公司為例
Building business model based on customer value propositions: the case of Taiwan pastry manufacturer S company作者 張高瑋
Chang, Kao-Wei貢獻者 巫立宇
Wu, Lei-Yu
張高瑋
Chang, Kao-Wei關鍵詞 顧客價值主張
策略行銷分析
商業模式
customer value proposition
strategic marketing analysis
business model canvas日期 2019 上傳時間 7-Aug-2019 16:20:11 (UTC+8) 摘要 台灣糕餅產業歷史悠久，亦爲傳統文化之傳承元素，但如台灣其他傳統產業，正面臨重大的挑戰。隨著科技的進步與經濟全球化之進程，世界各國之糕點產品已紛紛湧入台灣市場，且消費者對於世界美食也有更大的包容與接受，而非執著於傳統古早味。簡言之，消費者需求多變，且市場競爭者衆多，傳統糕餅業者已愈來愈難單純以產品品質為企業競爭優勢，而應以顧客之需求為改善產品之方向，並以此建構新的商業模式，逐步形成企業新的競爭優勢。面對如此劇變的環境，傳產業者該如何發掘顧客價值主張，並建構合理的商業模式，滿足顧客需求並與顧客建立長久關係，是企業需要正視的問題。因此，本研究選擇台灣一家傳統糕餅廠商做為個案研究對象，透過與個案公司的深度訪談，文獻探討與理論分析，分別以策略行銷之4C架構及商業模式九宮格為分析工具，探究台灣糕餅廠商發掘顧客價值主張，並與顧客建構長久關係時所應具備之策略思維，給予他們在進行資源投放時能有更清楚的方向，讓糕餅廠商在面臨外部之激烈競爭及内需市場飽和的狀況下，擺脫低價競爭的泥淖，而從顧客價值主張出發，並由此建構嶄新的商業模式，進而達到永續經營的目的。本論文研究發現，處於不同地理位置之門市，其消費客群之消費習慣及喜好產品不盡相同，故該企業針對不同顧客之屬性（如年齡層、本土居民或國外遊客等），計劃於各門店建構相應的商業模式，即分別從健康養生、台灣糕餅文化傳承等價值主張出發，改良產品、優化產品組合及行銷手法，以展現公司產品與服務之價值，並建立長久的顧客關係，進而形成穩定的收益。
As a history heritage of traditional culture, the Taiwan pastry industry is facing huge challenges as well as other traditional industries. With technology progress and economic globalization, pastries from all over the world have flooded into Taiwan market, and consumers have greater tolerance and acceptance of world cuisine, rather than obsessed with the traditional taste. In short, consumers` needs are changing and there are many market competitors. Traditional pastry makers have become more and more difficult to use product quality as their competitive advantage. Instead, they should improve products based on the exploration of customers’ exact needs, and build new business models to gradually form new competence.In the face of such a drastic environment, how to seize the customer value proposition and build a reasonable business model to meet their needs and establish long-term customer relationships is a problem that enterprises need to face. Therefore, this study selects a traditional pastry manufacturer in Taiwan as a case study object. Through in-depth interviews with case companies and literature review, we use the 4C architecture of strategic marketing and business model canvas as tools to explore specific practices of the Taiwanese pastry manufacturer. The customer value proposition and the strategic thinking that should be possessed when establishing a long-term relationship with customers, which could provide firms with a clearer direction of resource allocation, and win the fierce price/product competition. Thus, starting from the customer value proposition, the pastry manufacturer builds up a brand-new business model to achieve sustainable development. This research finds that the consumer groups in different geographical locations are different, who possess various consumption habits and preferences. Therefore, the company plans to construct corresponding business model in each store for different customers (such as age group, local residents or foreign tourists), which is to demonstrate the value of the company`s products and services, such as the values of health and wellness, and the inheritance of Taiwanese pastry culture, through optimizing product sets and marketing mechanisms, and to establish long-lasting customer relationships and form stable income.參考文獻 一、中文部份1.台灣糕餅產業的成長與蛻變，2019年4月22日，檢自：https://castnet.nctu.edu.tw/castnet/article/5437?issueID=2092.台灣烘焙業的發展趨勢與經營建議，2019年5月2日，檢自：https://mymkc.com/article/content/223223.台灣烘焙產業未來5大發展趨勢，2019年5月21日，檢自：https://kknews.cc/zh-tw/finance/r9naxm4.html4.台灣烘焙業的發展趨勢與經營建議，2019年6月3日，檢自： https://mymkc.com/article/content/223225.李雄慶(2004) ，糕餅業之行銷策略研究─以舊振南餅店為例。6.邱志聖(2014)，策略行銷分析：架構與實務應用第四版，台北：智勝出版社。7.烘焙伴手禮市場近況趨勢分析，2019年5月19日，檢自：https://www.e-sinew.com/showExpertopinion.php?artid=479二、英文部份1.Breur, T. (2006). The importance of focus for generating customer value, Journal of Financial Service Marketing, 11(1), 64-71.2.Drucker, P. F. (1954). The practice of management. New York: Harper Business.3.Eisenhardt, K. M. (1989). Building Theories from Case Study Research, The Academy of Management Review, 14(4), 532-550.4.Kotler, P. (1997). Marketing management: Analysis, planning, implementation, and control (9th ed.), NJ: Prentice Hall.5.Kotler, P. and Levy, S. J. (1969). Broadening the Concept of Marketing, Journal of Marketing, 33(1), 10-15.6.Magretta, J. (2011). Why Business Models Matter, Harvard Business Review, 80(5): 86-92.7.Ojasalo, J. (2001). Key Account Management at Company and Individual Levels in Business-to-business Relationships, The Journal of Business & Industrial Marketing, 16(3), 199-218.8.Osterwalder, A., Pigneru, Y. and Smith, A. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers and Challengers. John Wiley & Sons Inc.9.Parasuraman, A. and Grewal, D. (2000). The impact of technology on the quality-value-loyalty chain: A research agenda, Academy of Marketing Science Journal, 28(1), 168-174.10.Pardo, C., Henneberg, S. C., Mouzas, S. and Naude, P. (2006). Unpicking the meaning of value in key account management, European Journal of Marketing, 40, 1360-1374.11.Patterson, P. G. and Srpeng, R. A. (1997). Modeling the relationship between perceived value, satisfaction and repurchase intentions in a business-business, services context: An empirical examination. International Journal of Service Industry Management, 8(5), 414-434.12.Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press.13.Ravald, A. and Grönroos, C. (1996), The value concept and relationship, European Journal of Marketing, 30(2), 19-30.14.Womack, J. P. and Jones, D. T. (2005). Lean Consumption, Harvard Business Review, 83(3), 58-68.15.Zeithaml, V.A., (1988). Consumer Perceptions of Price, Quality and Value: A Means‐End Model and Synthesis of Evidence.Journal of Marketing, 52(3), 2‐22. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
106932414資料來源 http://thesis.lib.nccu.edu.tw/record/#G0106932414 資料類型 thesis dc.contributor.advisor 巫立宇 zh_TW dc.contributor.advisor Wu, Lei-Yu en_US dc.contributor.author (Authors) 張高瑋 zh_TW dc.contributor.author (Authors) Chang, Kao-Wei en_US dc.creator (作者) 張高瑋 zh_TW dc.creator (作者) Chang, Kao-Wei en_US dc.date (日期) 2019 en_US dc.date.accessioned 7-Aug-2019 16:20:11 (UTC+8) - dc.date.available 7-Aug-2019 16:20:11 (UTC+8) - dc.date.issued (上傳時間) 7-Aug-2019 16:20:11 (UTC+8) - dc.identifier (Other Identifiers) G0106932414 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/124782 - 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) 106932414 zh_TW dc.description.abstract (摘要) 台灣糕餅產業歷史悠久，亦爲傳統文化之傳承元素，但如台灣其他傳統產業，正面臨重大的挑戰。隨著科技的進步與經濟全球化之進程，世界各國之糕點產品已紛紛湧入台灣市場，且消費者對於世界美食也有更大的包容與接受，而非執著於傳統古早味。簡言之，消費者需求多變，且市場競爭者衆多，傳統糕餅業者已愈來愈難單純以產品品質為企業競爭優勢，而應以顧客之需求為改善產品之方向，並以此建構新的商業模式，逐步形成企業新的競爭優勢。面對如此劇變的環境，傳產業者該如何發掘顧客價值主張，並建構合理的商業模式，滿足顧客需求並與顧客建立長久關係，是企業需要正視的問題。因此，本研究選擇台灣一家傳統糕餅廠商做為個案研究對象，透過與個案公司的深度訪談，文獻探討與理論分析，分別以策略行銷之4C架構及商業模式九宮格為分析工具，探究台灣糕餅廠商發掘顧客價值主張，並與顧客建構長久關係時所應具備之策略思維，給予他們在進行資源投放時能有更清楚的方向，讓糕餅廠商在面臨外部之激烈競爭及内需市場飽和的狀況下，擺脫低價競爭的泥淖，而從顧客價值主張出發，並由此建構嶄新的商業模式，進而達到永續經營的目的。本論文研究發現，處於不同地理位置之門市，其消費客群之消費習慣及喜好產品不盡相同，故該企業針對不同顧客之屬性（如年齡層、本土居民或國外遊客等），計劃於各門店建構相應的商業模式，即分別從健康養生、台灣糕餅文化傳承等價值主張出發，改良產品、優化產品組合及行銷手法，以展現公司產品與服務之價值，並建立長久的顧客關係，進而形成穩定的收益。 zh_TW dc.description.abstract (摘要) As a history heritage of traditional culture, the Taiwan pastry industry is facing huge challenges as well as other traditional industries. With technology progress and economic globalization, pastries from all over the world have flooded into Taiwan market, and consumers have greater tolerance and acceptance of world cuisine, rather than obsessed with the traditional taste. In short, consumers` needs are changing and there are many market competitors. Traditional pastry makers have become more and more difficult to use product quality as their competitive advantage. Instead, they should improve products based on the exploration of customers’ exact needs, and build new business models to gradually form new competence.In the face of such a drastic environment, how to seize the customer value proposition and build a reasonable business model to meet their needs and establish long-term customer relationships is a problem that enterprises need to face. Therefore, this study selects a traditional pastry manufacturer in Taiwan as a case study object. Through in-depth interviews with case companies and literature review, we use the 4C architecture of strategic marketing and business model canvas as tools to explore specific practices of the Taiwanese pastry manufacturer. The customer value proposition and the strategic thinking that should be possessed when establishing a long-term relationship with customers, which could provide firms with a clearer direction of resource allocation, and win the fierce price/product competition. Thus, starting from the customer value proposition, the pastry manufacturer builds up a brand-new business model to achieve sustainable development. This research finds that the consumer groups in different geographical locations are different, who possess various consumption habits and preferences. Therefore, the company plans to construct corresponding business model in each store for different customers (such as age group, local residents or foreign tourists), which is to demonstrate the value of the company`s products and services, such as the values of health and wellness, and the inheritance of Taiwanese pastry culture, through optimizing product sets and marketing mechanisms, and to establish long-lasting customer relationships and form stable income. en_US dc.description.tableofcontents 摘要 IAbstract II第一章 緒論 1第一節 研究背景與動機 1第二節 研究目的 2一、研究動機 2二、研究流程 2第三節 論文章節安排 3第二章 文獻探討 4第一節 顧客價值 4一、顧客價值 4二、顧客知覺價值 4三、關鍵顧客價值 5第二節 策略行銷分析架構 7一、外顯單位效益成本(C1) 8二、資訊搜尋成本(C2) 10三、道德危機成本(C3) 12四、專屬資產陷入成本(C4) 14第三節 商業模式及商業模式九宮格 15一、商業模式 15二、商業模式九宮格 16第三章 研究方法 19第一節 個案選擇 19第二節 資料蒐集 19第四章 產業分析 21第一節 台灣糕餅產業分析 21一、台灣糕餅產業之源起 21二、台灣糕餅產業發展現況 22第二節 台灣糕餅產業未來發展趨勢 22一、健康客製化 22二、食材在地化 23三、樂齡全齡化 23四、精品社交化 23第五章 個案分析 25第一節 個案公司及其產品簡介 25一、S公司簡介 25二、S公司產品簡介 25第二節 S公司之門市營運及各門市消費者型態之分析 28一、S公司之門市營運 28二、各門市消費者型態之分析 29第三節 S公司現階段之策略行銷分析 32一、外顯單位效益成本分析(C1) 32二、資訊搜尋成本分析(C2) 32三、道德危機成本分析 (C3) 32四、專屬資產陷入成本分析(C4) 33第四節 S公司未來商業模式及策略行銷分析 33一、S公司未來商業模式分析 33二、S公司未來策略行銷分析 38第六章 結論 40第一節 研究結論 40第二節 後續研究建議 45參考文獻 47一、中文部份 47二、英文部份 47 zh_TW dc.format.extent 1365468 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0106932414 en_US dc.subject (關鍵詞) 顧客價值主張 zh_TW dc.subject (關鍵詞) 策略行銷分析 zh_TW dc.subject (關鍵詞) 商業模式 zh_TW dc.subject (關鍵詞) customer value proposition en_US dc.subject (關鍵詞) strategic marketing analysis en_US dc.subject (關鍵詞) business model canvas en_US dc.title (題名) 顧客價值主張與商業模式之建立 ─以糕餅業者S公司為例 zh_TW dc.title (題名) Building business model based on customer value propositions: the case of Taiwan pastry manufacturer S company en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、中文部份1.台灣糕餅產業的成長與蛻變，2019年4月22日，檢自：https://castnet.nctu.edu.tw/castnet/article/5437?issueID=2092.台灣烘焙業的發展趨勢與經營建議，2019年5月2日，檢自：https://mymkc.com/article/content/223223.台灣烘焙產業未來5大發展趨勢，2019年5月21日，檢自：https://kknews.cc/zh-tw/finance/r9naxm4.html4.台灣烘焙業的發展趨勢與經營建議，2019年6月3日，檢自： https://mymkc.com/article/content/223225.李雄慶(2004) ，糕餅業之行銷策略研究─以舊振南餅店為例。6.邱志聖(2014)，策略行銷分析：架構與實務應用第四版，台北：智勝出版社。7.烘焙伴手禮市場近況趨勢分析，2019年5月19日，檢自：https://www.e-sinew.com/showExpertopinion.php?artid=479二、英文部份1.Breur, T. (2006). The importance of focus for generating customer value, Journal of Financial Service Marketing, 11(1), 64-71.2.Drucker, P. F. (1954). The practice of management. New York: Harper Business.3.Eisenhardt, K. M. (1989). Building Theories from Case Study Research, The Academy of Management Review, 14(4), 532-550.4.Kotler, P. (1997). Marketing management: Analysis, planning, implementation, and control (9th ed.), NJ: Prentice Hall.5.Kotler, P. and Levy, S. J. (1969). Broadening the Concept of Marketing, Journal of Marketing, 33(1), 10-15.6.Magretta, J. (2011). Why Business Models Matter, Harvard Business Review, 80(5): 86-92.7.Ojasalo, J. (2001). Key Account Management at Company and Individual Levels in Business-to-business Relationships, The Journal of Business & Industrial Marketing, 16(3), 199-218.8.Osterwalder, A., Pigneru, Y. and Smith, A. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers and Challengers. John Wiley & Sons Inc.9.Parasuraman, A. and Grewal, D. (2000). The impact of technology on the quality-value-loyalty chain: A research agenda, Academy of Marketing Science Journal, 28(1), 168-174.10.Pardo, C., Henneberg, S. C., Mouzas, S. and Naude, P. (2006). Unpicking the meaning of value in key account management, European Journal of Marketing, 40, 1360-1374.11.Patterson, P. G. and Srpeng, R. A. (1997). Modeling the relationship between perceived value, satisfaction and repurchase intentions in a business-business, services context: An empirical examination. International Journal of Service Industry Management, 8(5), 414-434.12.Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press.13.Ravald, A. and Grönroos, C. (1996), The value concept and relationship, European Journal of Marketing, 30(2), 19-30.14.Womack, J. P. and Jones, D. T. (2005). Lean Consumption, Harvard Business Review, 83(3), 58-68.15.Zeithaml, V.A., (1988). Consumer Perceptions of Price, Quality and Value: A Means‐End Model and Synthesis of Evidence.Journal of Marketing, 52(3), 2‐22. zh_TW dc.identifier.doi (DOI) 10.6814/NCCU201900480 en_US
