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題名 咖啡產業的新零售模式－以瑞幸咖啡為例
The new retail model in coffee industry － A case of Luckin Coffee作者 黃帥程
Huang, Shuai-Cheng貢獻者 傅浚映
Fu, Jun-Ying
黃帥程
Huang, Shuai-Cheng關鍵詞 商業模式
咖啡
新零售
瑞幸咖啡
Luckin Coffee
New retail
Business canvas
Business model
Coffee日期 2019 上傳時間 5-Feb-2020 18:32:49 (UTC+8) 摘要 隨著資訊科技的發展和互聯網的普及，行動支付在中國已是一般民眾主要的消費方式之一。互聯網經濟的興起也逐漸為各行各業帶來巨大的改變。而瑞幸咖啡把握到了這個契機，將新零售概念套用到傳統的咖啡產業，並運用科技改造傳統零售業形態。瑞幸咖啡以極快的擴張速度打入中國咖啡市場，一年多的時間就開了兩千多家分店。打著顛覆性商業模式的瑞幸咖啡在快速崛起後也引起許多質疑的聲浪，人們懷疑瑞幸咖啡的商業模式是否真的可行？如此非傳統的迅速擴張和大量的互聯網科技運用，瑞幸咖啡未來若可以成功獲利，將會永遠改變傳統零售業的競爭型態。本研究以瑞幸咖啡為個案，首先了解公司背景，並從創辦人背景和投資人背景去了解瑞幸咖啡有能力短時間設立大量店面的因素。並利用商業模式畫布去分析其商業模式，最後歸納出瑞幸目前能成功且在美國上市的關鍵因素分別為價格，大量店面，以及用戶裂變行銷。此外為了探討瑞幸咖啡的新零售模式是否適用於台灣，和新零售模式在台灣可能的挑戰，本研究也訪問了台灣咖啡連鎖業者，側面來了解台灣咖啡業者目前在互聯網科技的應用和挑戰。
When it comes to online payments, China leads the world in terms of mobile payment usage rate. People using mobile payment to purchase goods and services has become indispensable in people’s everyday life in China. Driven by technology, an innovative business model called New Retail has emerged, it features offering a new shopping experience without boundaries: merging online and offline commerce. The ultimate purpose of New Retail is to bring customers a highly personalized, interactive, convenient and satisfying retail experience by utilizing the power of technologies and big data. In less than two years, Luckin Coffee has grown to China`s second largest and fastest-growing coffee chain. They vowed to bring technology driven New Retail model into China’s coffee industry, and are aimed to provide coffee with high quality, high affordability and high convenience to customers. However, such rapid expansion also incurred a lot of losses in Luckin Coffee’s financial statement. It has also spurred lots of debates on whether Luckin Coffee’s innovative business model is even sustainable. With the research of Luckin Coffee’s background information, we hope to gain insight into the founders’ backgrounds and its funding mechanism. We then use Business Model Canvas to analyze Luckin Coffee’s business model. To better understand if New Retail model would also work in Taiwan’s market, we also conduct an interview with a branch manager of a Taiwan coffee chain, and try to explain what are the challenges of implementing New Retail model in Taiwan, and what are the necessary conditions for the local coffee chain to adopt the new model.參考文獻 大眾點評。2019年12月9號，檢自：http://www.dianping.com/尤傳莉 (2012)。獲利世代：自己動手，畫出你的商業模式 (Alexander Osterwalder, Yves Pigneur)。台北市：早安財經文化。李文瑤 (2018)。瑞幸咖啡CEO銭治亞：從“鐵娘子”到“阿凡達”，環球網。2019年8月11號，檢自：https://www.tech.huanqiu.com/per/2018-05/12026221.html艾媒咨詢(iiMedia Research) (2019)。2018-2019中國線下零售交易現金與網絡支付行為狀況調查。2019年12月9號，檢自：https://www.iimedia.cn/阿里研究院 (2017)。新零售研究報告，未出版。普華永道 (2019) Global Consumer Insight Survey 2019，未出版。億歐智庫 (2018)。瑞幸：一場“模式與資本”的咖啡革命，2019年7月24號，檢自： https://www.iyiou.com/p/87843.html。Bettis, R. A., & Prahalad, C. K. (1995). The dominant logic: Retrospective and extension.Strategic Management Journal, 16(1), 5-14.Casadesus-Masanell, R., & Ricart, J. E. (2010). From Strategy to Business Models and onto Tactics. Long Range Planning, 43(2-3), 195–215. doi: 10.1016/j.lrp.2010.01.004Chesbrough, H. W., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox Corporations technology spin-off companies. Industrial and Corporate Change, 11(3), 529–555. doi: 10.1093/icc/11.3.529Daniel Workman (2018). Coffee Imports by Country, World’s Top Exports. Retrieved from: http://www.worldstopexports.com/coffee-imports-by-country/Delmar, F., & Shane, S. (2004). Legitimating first: organizing activities and the survival of new ventures. Journal of Business Venturing, 19(3), 385–410. doi: 10.1016/s0883-9026(03)00037-5International Coffee Organization (2018), Emerging coffee markets: South and East Asia.http://www.ico.org/new_historical.asp?section=StatisticsLuckin Coffee Inc,. Q2 2019 Earnings Call (2019), Capital IQ.Luckin Coffee Inc. Second Quarter 2019 Earnings Release (2019). Retrieved from: http://investor.luckincoffee.com/Massa, L., Tucci, C., & Afuah, A. (2014). A Critical Assessment of Business Model Research. Academy of Management Annals.Martins, L. L., Rindova, V. P., & Greenbaum, B. E. (2015). Unlocking the Hidden Value of Concepts: A Cognitive Approach to Business Model Innovation. Strategic Entrepreneurship Journal, 9(1), 99–117. doi: 10.1002/sej.1191Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying Business Models: Origins, Present, and Future of the Concept. Communications of the Association for Information Systems, 16. doi: 10.17705/1cais.01601Prospectus of Initial Public Offering of American depositary shares, Representing Class A Ordinary Shares of Luckin Coffee Inc. (2019), Capital IQ.Sort, J. C., & Nielsen, C. (2018). Using the business model canvas to improve investment processes. Journal of Research in Marketing and Entrepreneurship, 20(1), 10–33. doi: 10.1108/jrme-11-2016-0048Velu, C., & Stiles, P. (2013). Managing Decision-Making and Cannibalization for Parallel Business Models. Long Range Planning, 46(6), 443–458. doi: 10.1016/j.lrp.2013.08.003 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
105363068資料來源 http://thesis.lib.nccu.edu.tw/record/#G0105363068 資料類型 thesis dc.contributor.advisor 傅浚映 zh_TW dc.contributor.advisor Fu, Jun-Ying en_US dc.contributor.author (Authors) 黃帥程 zh_TW dc.contributor.author (Authors) Huang, Shuai-Cheng en_US dc.creator (作者) 黃帥程 zh_TW dc.creator (作者) Huang, Shuai-Cheng en_US dc.date (日期) 2019 en_US dc.date.accessioned 5-Feb-2020 18:32:49 (UTC+8) - dc.date.available 5-Feb-2020 18:32:49 (UTC+8) - dc.date.issued (上傳時間) 5-Feb-2020 18:32:49 (UTC+8) - dc.identifier (Other Identifiers) G0105363068 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/128653 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所(MBA學位學程) zh_TW dc.description (描述) 105363068 zh_TW dc.description.abstract (摘要) 隨著資訊科技的發展和互聯網的普及，行動支付在中國已是一般民眾主要的消費方式之一。互聯網經濟的興起也逐漸為各行各業帶來巨大的改變。而瑞幸咖啡把握到了這個契機，將新零售概念套用到傳統的咖啡產業，並運用科技改造傳統零售業形態。瑞幸咖啡以極快的擴張速度打入中國咖啡市場，一年多的時間就開了兩千多家分店。打著顛覆性商業模式的瑞幸咖啡在快速崛起後也引起許多質疑的聲浪，人們懷疑瑞幸咖啡的商業模式是否真的可行？如此非傳統的迅速擴張和大量的互聯網科技運用，瑞幸咖啡未來若可以成功獲利，將會永遠改變傳統零售業的競爭型態。本研究以瑞幸咖啡為個案，首先了解公司背景，並從創辦人背景和投資人背景去了解瑞幸咖啡有能力短時間設立大量店面的因素。並利用商業模式畫布去分析其商業模式，最後歸納出瑞幸目前能成功且在美國上市的關鍵因素分別為價格，大量店面，以及用戶裂變行銷。此外為了探討瑞幸咖啡的新零售模式是否適用於台灣，和新零售模式在台灣可能的挑戰，本研究也訪問了台灣咖啡連鎖業者，側面來了解台灣咖啡業者目前在互聯網科技的應用和挑戰。 zh_TW dc.description.abstract (摘要) When it comes to online payments, China leads the world in terms of mobile payment usage rate. People using mobile payment to purchase goods and services has become indispensable in people’s everyday life in China. Driven by technology, an innovative business model called New Retail has emerged, it features offering a new shopping experience without boundaries: merging online and offline commerce. The ultimate purpose of New Retail is to bring customers a highly personalized, interactive, convenient and satisfying retail experience by utilizing the power of technologies and big data. In less than two years, Luckin Coffee has grown to China`s second largest and fastest-growing coffee chain. They vowed to bring technology driven New Retail model into China’s coffee industry, and are aimed to provide coffee with high quality, high affordability and high convenience to customers. However, such rapid expansion also incurred a lot of losses in Luckin Coffee’s financial statement. It has also spurred lots of debates on whether Luckin Coffee’s innovative business model is even sustainable. With the research of Luckin Coffee’s background information, we hope to gain insight into the founders’ backgrounds and its funding mechanism. We then use Business Model Canvas to analyze Luckin Coffee’s business model. To better understand if New Retail model would also work in Taiwan’s market, we also conduct an interview with a branch manager of a Taiwan coffee chain, and try to explain what are the challenges of implementing New Retail model in Taiwan, and what are the necessary conditions for the local coffee chain to adopt the new model. en_US dc.description.tableofcontents 第一章 緒論 1第一節 研究背景與動機 1第二節 研究目的 3第三節 研究架構 4第二章 文獻探討 5第一節 商業模式（Business Model） 5一、商業模式作為真實企業的特性 5二、商業模式作為認知/語言基模 6三、商業模式作為正式的概念表示/描述 6第二節 創業畫布（Business Model Canvas） 8一、商業模式畫布的商業模式定義 8二、九個構成要素 9第三章 中國咖啡市場 14第一節 咖啡市場概況 14一、 咖啡銷售量及銷售額 14二、 咖啡進口額 16第四章 瑞幸咖啡個案介紹 17第一節 瑞幸咖啡簡介 17一、 創辦人背景 18第二節 瑞幸咖啡策略 19一、服務更多客戶，刺激消費頻率 19二、拓展店面網路 19三、外送服務 22四、持續投入互聯網科技運用 23第三節 董事會和管理團隊 25一. 董事會成員 25二. 管理團隊 28第四節 私募和股權結構 30一、 私募 30二、股權結構 33第五節、財務狀況 36一、收益 37二、營運成本 38第五章 瑞幸咖啡商業模式分析 42一. 目標客層 42二. 價值主張 42三. 通路 45四. 顧客關係 46五. 收益流 47六. 關鍵資源 47七. 關鍵活動 48八. 關鍵合作夥伴 48九. 成本結構 49第六章 結論 51第一節 研究總結 51一、 瑞幸咖啡為何能挑戰星巴克？ 51二、 瑞幸咖啡成功關鍵因素 52三、 咖啡新零售模式在台灣的挑戰 55第二節 研究限制 57參考文獻 58附錄 61 zh_TW dc.format.extent 2076951 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0105363068 en_US dc.subject (關鍵詞) 商業模式 zh_TW dc.subject (關鍵詞) 咖啡 zh_TW dc.subject (關鍵詞) 新零售 zh_TW dc.subject (關鍵詞) 瑞幸咖啡 zh_TW dc.subject (關鍵詞) Luckin Coffee en_US dc.subject (關鍵詞) New retail en_US dc.subject (關鍵詞) Business canvas en_US dc.subject (關鍵詞) Business model en_US dc.subject (關鍵詞) Coffee en_US dc.title (題名) 咖啡產業的新零售模式－以瑞幸咖啡為例 zh_TW dc.title (題名) The new retail model in coffee industry － A case of Luckin Coffee en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 大眾點評。2019年12月9號，檢自：http://www.dianping.com/尤傳莉 (2012)。獲利世代：自己動手，畫出你的商業模式 (Alexander Osterwalder, Yves Pigneur)。台北市：早安財經文化。李文瑤 (2018)。瑞幸咖啡CEO銭治亞：從“鐵娘子”到“阿凡達”，環球網。2019年8月11號，檢自：https://www.tech.huanqiu.com/per/2018-05/12026221.html艾媒咨詢(iiMedia Research) (2019)。2018-2019中國線下零售交易現金與網絡支付行為狀況調查。2019年12月9號，檢自：https://www.iimedia.cn/阿里研究院 (2017)。新零售研究報告，未出版。普華永道 (2019) Global Consumer Insight Survey 2019，未出版。億歐智庫 (2018)。瑞幸：一場“模式與資本”的咖啡革命，2019年7月24號，檢自： https://www.iyiou.com/p/87843.html。Bettis, R. A., & Prahalad, C. K. (1995). The dominant logic: Retrospective and extension.Strategic Management Journal, 16(1), 5-14.Casadesus-Masanell, R., & Ricart, J. E. (2010). From Strategy to Business Models and onto Tactics. Long Range Planning, 43(2-3), 195–215. doi: 10.1016/j.lrp.2010.01.004Chesbrough, H. W., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox Corporations technology spin-off companies. Industrial and Corporate Change, 11(3), 529–555. doi: 10.1093/icc/11.3.529Daniel Workman (2018). Coffee Imports by Country, World’s Top Exports. Retrieved from: http://www.worldstopexports.com/coffee-imports-by-country/Delmar, F., & Shane, S. (2004). Legitimating first: organizing activities and the survival of new ventures. Journal of Business Venturing, 19(3), 385–410. doi: 10.1016/s0883-9026(03)00037-5International Coffee Organization (2018), Emerging coffee markets: South and East Asia.http://www.ico.org/new_historical.asp?section=StatisticsLuckin Coffee Inc,. Q2 2019 Earnings Call (2019), Capital IQ.Luckin Coffee Inc. Second Quarter 2019 Earnings Release (2019). Retrieved from: http://investor.luckincoffee.com/Massa, L., Tucci, C., & Afuah, A. (2014). A Critical Assessment of Business Model Research. Academy of Management Annals.Martins, L. L., Rindova, V. P., & Greenbaum, B. E. (2015). Unlocking the Hidden Value of Concepts: A Cognitive Approach to Business Model Innovation. Strategic Entrepreneurship Journal, 9(1), 99–117. doi: 10.1002/sej.1191Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying Business Models: Origins, Present, and Future of the Concept. Communications of the Association for Information Systems, 16. doi: 10.17705/1cais.01601Prospectus of Initial Public Offering of American depositary shares, Representing Class A Ordinary Shares of Luckin Coffee Inc. (2019), Capital IQ.Sort, J. C., & Nielsen, C. (2018). Using the business model canvas to improve investment processes. Journal of Research in Marketing and Entrepreneurship, 20(1), 10–33. doi: 10.1108/jrme-11-2016-0048Velu, C., & Stiles, P. (2013). Managing Decision-Making and Cannibalization for Parallel Business Models. Long Range Planning, 46(6), 443–458. doi: 10.1016/j.lrp.2013.08.003 zh_TW dc.identifier.doi (DOI) 10.6814/NCCU202000026 en_US
