| dc.contributor.advisor | 巫立宇<br>張元晨 | zh_TW |
| dc.contributor.advisor | Wu, Lei-Yu<br>Chang, Yuan-Chen | en_US |
| dc.contributor.author (Authors) | 王敏卉 | zh_TW |
| dc.contributor.author (Authors) | Wang, Min-Hui | en_US |
| dc.creator (作者) | 王敏卉 | zh_TW |
| dc.creator (作者) | Wang, Min-Hui | en_US |
| dc.date (日期) | 2021 | en_US |
| dc.date.accessioned | 1-Feb-2021 14:32:25 (UTC+8) | - |
| dc.date.available | 1-Feb-2021 14:32:25 (UTC+8) | - |
| dc.date.issued (上傳時間) | 1-Feb-2021 14:32:25 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0108363010 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/133989 | - |
| 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) | 108363010 | zh_TW |
| dc.description.abstract (摘要) | 台灣自2015年起美食外送市場逐年快速成長，消費者線上購物、線下取貨的習慣被建立，從以往訂購一般生活用品到現今的美食與生鮮外送，消費者購買的商品類別需求擴大，同時，對線上平台的接受度亦被打開。外送產業處於快速成長期，至2020年因新型冠狀病毒疫情影響，導致消費者對外送服務的需求激增，餐廳也開始意識到轉型的重要，多元通路的佈局與整合成為零售餐飲業存活的關鍵，但礙於資源與能力有限，因此仰賴外送平台進行O2O營銷，平台的經營也開始出現各種新樣貌。本研究探討的個案外送平台「卡個位」，針對特別的市場區隔與目標客群創造、提供、傳遞價值主張。本研究利用商業模式圖 (BMC, Business Model Canvas) 解構卡個位的商業模式要素，並以策略行銷4C架構分析卡個位處理四類阻礙對供應商與對顧客交易成本的做法，最後結合BMC模型與4C架構，探討卡個位成功經營的關鍵因素，以求進一步優化商業模式、降低顧客交易成本。本研究發現，卡個位建立明確的價值主張，並透過BMC模型裡的內外部價值活動、資源與對象，能直接影響目標顧客感受到的獲益，降低成本、提升效益；強大的客服團隊與數位社群能發揮顧客關係與通路的優勢，將使消費者更容易發現卡個位，同時，降低顧客的疑慮，建立與平台間的信任關係，進而產生口碑效應與長期回購，搭配會員經營活動，提升消費者對卡個位的專屬陷入資產；供應商店家、系統與內勤團隊是卡個位經營的關鍵資源與夥伴，在滿足消費者需求與提升服務品質的同時，成為卡個位傳播的利器。而卡個位的關鍵活動，不僅是提供基本的營運與優質配餐服務，還積極規劃新商品定位、開發企業客戶與供應商、進行檔期活動與再行銷，更重要的是持續優化系統功能、擴大商品類別與內容，以提供完善的平台、獨特的商品與服務，以創造價值、提升不可取代性。 | zh_TW |
| dc.description.abstract (摘要) | Since 2015, the food delivery market in Taiwan has grown rapidly year by year. Because the consumers have established the habit of shopping online and picking up goods offline and extended the categories of orders from general daily necessities in the past to food and fresh ingredients today. At the same time, the acceptance of shopping on EC platforms has also expanded. The food delivery industry in Industry’s Life Cycle is in a period of “Growth” in Taiwan. The penetration of target market grew in rapid way. During Growth, the food delivery platforms try to make their products more appealing to market majority, in order to capture bigger slices of the demand the new industry is creating. Therefore, the level of competition in this industry is high.By 2020, due to the impact of the new coronavirus (COVID-19), consumers demand for delivery services has surged. Restaurants have begun to realize the importance of digital transformation. The development and integration of multiple channels has become the key to the survival of the retail catering industry. But owing to limited resources and capabilities, most of the restaurants relied on the food delivery platform for O2O marketing, and the business model of different services that platforms provide have varied in various ways.The case for this study is the food delivery platform called "Cutaway". It creates, offers and delivers value propositions for specific market segments and target customer groups. The case study use the Business Model Canvas (BMC) to deconstruct nine business model elements of Cutaway, and analyze with the 4C framework of strategic marketing to understand how Cutaway deal with four types of transaction costs to suppliers and customers. And finally, I combine the BMC model in conjunction with the 4C framework to discuss the key factors for the successful operation of Cutaway, so as to further optimize the business model and reduce customer transaction costs.This study found that the establishment of clear value proposition for Cutaway, and through the internal and external value activities, resources and partners in the BMC model, can directly affect the total experience to target customers by reducing transaction costs and providing additional benefits. A strong customer service team and other searching engine and digital platforms can give full play to the advantages of customer relationships and channels of Cutaway, which will make it easier for consumers to know Cutaway. At the same time, it can reduce customers` doubts, establish a trust relationship with Cutaway, and then create word-of-mouth effects and long-term repurchasing. With activities of membership management, it’s important to enhance consumers’ exclusive assets for Cutaway to decrease the possibility of transforming to other food delivery platform.Suppliers and restaurants, orders and inventory systems and back-office teams are the key resources and partners for Cutaways operations. While meeting consumer needs and improving quality of the service, they become Cutaway`s communications representatives. The key activities of Cutaway are not only to provide basic operations and high-quality catering services, but also to actively plan new product positioning, develop corporate customers and suppliers, conduct scheduled marketing and remarketing, and more importantly, continue to optimize system functions and expand categories of commodities and varieties of content. Cutaway devotes its efforts to provide a complete food delivery platform, unique commodities and excellent services to create value and enhance irreplaceability. | en_US |
| dc.description.tableofcontents | 摘要 IAbstract II目次 IV圖目錄 VI表目錄 VII第一章、緒論 1第一節、研究背景與動機 1第二節、研究目的 4第三節、研究流程 4第二章、文獻探討 6第一節、共享經濟 6第二節、商業模式畫布圖 (Business Model Canvas, BMC) 8第三節、交易成本立論 (Transaction Cost Theory) 11第四節、策略行銷4C架構 (4C Framework Aspect) 12第三章、研究方法 19第一節、研究對象 19第二節、研究方法 19第三節、資料蒐集方法與分析工具 20第四章、個案研究分析結果 23第一節、外送產業概況 23第二節、賽米資訊有限公司介紹 28第三節、卡個位之商業模式 32第四節、卡個位之策略行銷4C架構 46第五節、卡個位之未來展望與經營課題 61第五章、結論與建議 67第一節、研究結論 67第二節、後續研究建議 73第三節、研究限制 74參考文獻 76 | zh_TW |
| dc.format.extent | 2962143 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0108363010 | en_US |
| dc.subject (關鍵詞) | 商業模式 | zh_TW |
| dc.subject (關鍵詞) | 策略行銷4C | zh_TW |
| dc.subject (關鍵詞) | 卡個位 | zh_TW |
| dc.subject (關鍵詞) | 外送平台產業 | zh_TW |
| dc.subject (關鍵詞) | Business model canvas | en_US |
| dc.subject (關鍵詞) | 4C framework of strategic marketing | en_US |
| dc.subject (關鍵詞) | Cutaway | en_US |
| dc.subject (關鍵詞) | Food delivery platform industry | en_US |
| dc.title (題名) | O2O外送平台之策略行銷4C分析：以卡個位為例 | zh_TW |
| dc.title (題名) | Strategic marketing analysis of O2O delivery platform: a case study of Cutaway | en_US |
| dc.type (資料類型) | thesis | en_US |
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| dc.identifier.doi (DOI) | 10.6814/NCCU202100123 | en_US |
