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題名 外送平台產業之後進入者障礙與策略-以GoFoodie美食快一點為例
Barrier to Entry and Strategy of the Late Mover in the Food Delivery Platform Industry: A Case Study of GoFoodie
作者 李翰華
Li, Han-Hua
貢獻者 郭曉玲
Guo, Shiao-Ling
李翰華
Li, Han-Hua
關鍵詞 進入障礙
平台策略
外送平台產業
先進者優勢
Barrier to Entry
Platform Strategy
Delivery Platform Industry
First- Mover Advantage
日期 2021
上傳時間 4-八月-2021 16:33:42 (UTC+8)
摘要 自2019年12月新冠疫情爆發，國人減少外出消費頻次，對於外送平台需求激增，店家對於數位服務接受度升高，外送服務串接成為首要選擇。外送平台產業裡原先已有兩大先進者（Foodpanda空腹熊貓、Ubereats優食），市場占有率高，市場競爭亦十分激烈，但外送產業處於快速成長期，仍十分吸引後進者，包含在2021年3月宣布併購foodomo的台灣零售業龍頭-統一企業。
本研究探討的個案外送平台「GoFoodie美食快一點」，針對其在進入外送產業所面臨之進入障礙形成及策略建議。本研究針對個案公司、辦公商圈已有簽訂外送平台店家及辦公商圈會使用外送平台的消費者三方訪談調查，從「第一次使用」、「持續使用」、「對於新外送平台認知」了解雙邊用戶對於外送平台的需求及使用上在意的因素為何，歸納出GoFoodie與外送平台產業的其他後進者面臨之進入障礙，亦探討GoFoodie面對後進者障礙可做的策略建議。
本研究發現外送平台產業存有的進入障礙有三：（一）市場存有跨邊網路效應（二）空間搶占資源（三）後進者資本不足，難以敵先進者，而除了以上進入障礙，GoFoodie還面臨兩個進入障礙：（一）利基市場開發速度不及先進者（二）消費者對於先進者系統學習成本。GoFoodie面對以上進入障礙，所做的可行策略：（一）以補貼消費者為主，調整店家開發成本及相關費用（二）行銷佈局，整合快一點餐飲平台資源（三）強化物流、金流、用戶服務完整度。不管為店家端及消費者端，皆以團體戰方式，打入鎖定的利基市場。
Since the outbreak of Covid-19 in December 2019, the consumers’ demand for delivery platforms has surged. Stores have higher acceptance of digital services, including of delivery services. In the food delivery platform industry, there are first movers , including of Foodpanda and Ubereats. They have high market share. Although fierce market competition in the delivery platform industry, it is in a period of rapid growth and also attractive to late movers. In March 2021, Uni announced about acquisition of foodomo.
The study aims at the case “ GoFoodie,” and explores that the formation of barriers to entry and strategic recommendations for entering the delivery industry. This study focuses on the interview surveys of GoFoodie, shopkeepers who have signed with food delivery platforms and consumers who often use the delivery platform. From "First use", "Continuouly use", and "Awareness of using new delivery, " the study understands the needs of bilateral users for the delivery platform and the factors that they care about. Then, the study can summarize the entry barriers faced by GoFoodie and other late movers in the food delivery platform industry. The last, the study also explores the strategies and suggestions for GoFoodie, and also can be the role model for other late movers .
This study found that three reasons of barriers to entry in the food delivery platform industry: (1) Cross-side network effect exists in the market (2) Space seizure of resources (3) Late movers have insufficient capital to rival first movers. In addition to the above entry barriers, GoFoodie also faces two barriers to entry the food delivery platform: (1) The speed of niche market development is not as fast as first movers. (2) The cost for consumers to learn the system of first movers. The study has some strategic recommendations for GoFoodie: (1) Convince existing stores to use delivery services (2) Educate consumers with the help of the shopkeepers (3) Integrate marketing resources and achieve high-volume exposure. Regardless of whether it is the store side or the consumer side, the strategy for late movers will enter the locked niche market by means of group battles.
參考文獻 一、中文文獻
1. Thomas Eisenmann ,Geoffrey Parker , Marshall W. Van Alstynen（2016），羅耀宗譯，打造雙邊市場策略，哈佛商業評論，2021年5月10日，檢自
https://www.hbrtaiwan.com/article_content_AR0003412.html
2. 江雅綺（2017）平台經濟的法律挑戰，新社會政策雙月刊，54期，頁11-14。
3. 林佳誼（2020），獨家專訪疫情助攻外送產業，市場老二UberEats怎麼贏熊貓？，天下雜誌，2021年3月15日檢自https://www.cw.com.tw/article/5101791?template=transformers
4. 莊春發（1998）競爭概念的發展、演變與反托拉斯政策，公平交易委員會，第六卷，第一期：頁29-62。
5. 曾令懷（2021），不用再排隊點餐！點點全球協助餐飲數位轉型，用Line就可以點餐，Meet創業小聚，2021年01月27日，檢自https://meet.bnext.com.tw/articles/view/47244
6. 陳威如、余卓軒（2013）。平台革命：席捲全球社交、購物、遊戲、媒體的商業模式創新。臺北：商周出版。
7. 黃彥鈞（2019），2019 年外送市場爆發，foodpanda 訂單量成長 25 倍，科技新報， 2021年04月10日，檢自
https://technews.tw/2019/09/10/foodpanda-in-taiwan-7-years-anniversary/
8. 資策會MIC（2020），11%臺灣網友 疫情期間首度使用美食外送服務，2021年04月08日，檢自https://mic.iii.org.tw/news.aspx?id=573
9. 經濟部統計處（2020），109年批發、零售及餐飲業經營實況調查報告。
10. 鄭凱富（2019），誠實蜜蜂暫停營運》滿百送百免運費...抓到新客卻燒掉毛利，「外送服務」為何很難賺錢？，今周刊，2021年05月02日，檢自
https://www.businesstoday.com.tw/article/category/80392/post/201907010010/
 

二、英文文獻
1. Alstyne, M. W. V., Parker, G. G., and Choudary, S. P. (2016). Pipelines, Platforms, and the New Rules of Strategy: Harvard Business Review.
2. Arthur, W.B. (1996).“Increasing Returens and the New World of Business, ” Harvard Business Review, July-August:100-109.
3. Armstrong, Mark(2006). Competition in two-sided markets. Journal of Economics Vol. 37, No. 3, Autumn 2006 pp. 668–691.
4. Bain, J. (1956). Barriers to New Competition. Cambridge, Mass: Harvard University-Press.
5. Bork, R. H. (1978). The Antitrust Paradox: A Policy At War with Itself. New York: Basic Book, Inc. , Publicshers.
6. Brozen, Y. (1982). Concerntration, Mergers and Public Policy. New York: Macmillan
7. Demstz, H. (1973). “Barriery to Entry, ” American Economic Review,72, p.47-57.
8. Eaton, B. C. and Lipsey, R. (1979). ‘The theory of market pre-emption: the persistence of excess capacity and monopoly in growing spatial markets’, Economica, 46, pp. 149-158.
9. Fundenberg, D. and Tirole, J. (1983). ‘Capital as a commitment: strategic investment to deter mobility’. Journal of Economic Theory, 31, pp. 227-250.
10. Gilbert, R. J. (1986). ‘Pre-emptive competition’. In J. E. Stiglitz and G. F. Mathewson (eds), New Developments in the Analysis of Market Structure. MIT Press, Cambridge, MA.
11. Klemperer, P. (1986). ‘Markets with consumer switching costs’. PhD thesis, Graduate School of Business, Stanford University.
12. Lieberman, Marvin B. and Montgomery, David B. (1988). First-Mover Advantages. Strategic Management Journal, Vol. 9, pp. 41-58.
13. Liebowitz, S. J. and Margolis, Stephen E. (1994). Network Externality: An Uncommon Tragedy. Journal of Economic Perspectives --Volume 8, Number 2, Spring 1994, Pages133-150.
14. Parker, G., Alstyne, M., and Choudary, S. (2016). Platform Revolution, New York: W. W. Norton & Company.
15. Porter, Michael E. (1985). Competitive Advantage. New York: The Free Press.
16. Prescott, E. and Visscher, M. (1977).‘Sequential location among firms with foresight’, Bell Journal of Economics, 8, 1977, pp. 378-393.
17. Rao, R. and Rutenberg, D. (1979) . ‘Pre-empting an alert rival: strategic timing of the first plant by analysis of sophisticated rivalry’, Bell Journal of Economics, 10, 1979, pp. 412-428.
18. Robinson, W. T. and Fornell, C. (1985). ‘The sources of market pioneer advantages in consumer goods industries’, Journal of Marketing Research, 22, August 1985, pp. 297-304.
19. Rochet, Jean-Charles and Tirole, J (2003). Platform Competition in Two-Sided Markets. Journal of the European Economic Association , June 2003 1(4):990-1029.
20. Schmalensee, R. (1978). ‘Entry deterrence in the ready to eat breakfast cereal industry’, Bell Journal of Economics, 9, Autumn 1978, pp. 305-327.
21. Spence, M. (1979). ‘Investment strategy and growth in a new market’, Bell Journal of Economics, ‘10, 1979, pp. 1-19.
22. Stigler, G. (1988). The Organization of Industry. New York: Homewood.
23. Wernerfelt, B. (1988). ‘General equilibrium with real time search in labor and product markets’, Journal of Political Economy, 96, forthcoming June 1988.
描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
108363003
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0108363003
資料類型 thesis
dc.contributor.advisor 郭曉玲zh_TW
dc.contributor.advisor Guo, Shiao-Lingen_US
dc.contributor.author (作者) 李翰華zh_TW
dc.contributor.author (作者) Li, Han-Huaen_US
dc.creator (作者) 李翰華zh_TW
dc.creator (作者) Li, Han-Huaen_US
dc.date (日期) 2021en_US
dc.date.accessioned 4-八月-2021 16:33:42 (UTC+8)-
dc.date.available 4-八月-2021 16:33:42 (UTC+8)-
dc.date.issued (上傳時間) 4-八月-2021 16:33:42 (UTC+8)-
dc.identifier (其他 識別碼) G0108363003en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/136710-
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) 108363003zh_TW
dc.description.abstract (摘要) 自2019年12月新冠疫情爆發，國人減少外出消費頻次，對於外送平台需求激增，店家對於數位服務接受度升高，外送服務串接成為首要選擇。外送平台產業裡原先已有兩大先進者（Foodpanda空腹熊貓、Ubereats優食），市場占有率高，市場競爭亦十分激烈，但外送產業處於快速成長期，仍十分吸引後進者，包含在2021年3月宣布併購foodomo的台灣零售業龍頭-統一企業。
本研究探討的個案外送平台「GoFoodie美食快一點」，針對其在進入外送產業所面臨之進入障礙形成及策略建議。本研究針對個案公司、辦公商圈已有簽訂外送平台店家及辦公商圈會使用外送平台的消費者三方訪談調查，從「第一次使用」、「持續使用」、「對於新外送平台認知」了解雙邊用戶對於外送平台的需求及使用上在意的因素為何，歸納出GoFoodie與外送平台產業的其他後進者面臨之進入障礙，亦探討GoFoodie面對後進者障礙可做的策略建議。
本研究發現外送平台產業存有的進入障礙有三：（一）市場存有跨邊網路效應（二）空間搶占資源（三）後進者資本不足，難以敵先進者，而除了以上進入障礙，GoFoodie還面臨兩個進入障礙：（一）利基市場開發速度不及先進者（二）消費者對於先進者系統學習成本。GoFoodie面對以上進入障礙，所做的可行策略：（一）以補貼消費者為主，調整店家開發成本及相關費用（二）行銷佈局，整合快一點餐飲平台資源（三）強化物流、金流、用戶服務完整度。不管為店家端及消費者端，皆以團體戰方式，打入鎖定的利基市場。		zh_TW
dc.description.abstract (摘要) Since the outbreak of Covid-19 in December 2019, the consumers’ demand for delivery platforms has surged. Stores have higher acceptance of digital services, including of delivery services. In the food delivery platform industry, there are first movers , including of Foodpanda and Ubereats. They have high market share. Although fierce market competition in the delivery platform industry, it is in a period of rapid growth and also attractive to late movers. In March 2021, Uni announced about acquisition of foodomo.
The study aims at the case “ GoFoodie,” and explores that the formation of barriers to entry and strategic recommendations for entering the delivery industry. This study focuses on the interview surveys of GoFoodie, shopkeepers who have signed with food delivery platforms and consumers who often use the delivery platform. From "First use", "Continuouly use", and "Awareness of using new delivery, " the study understands the needs of bilateral users for the delivery platform and the factors that they care about. Then, the study can summarize the entry barriers faced by GoFoodie and other late movers in the food delivery platform industry. The last, the study also explores the strategies and suggestions for GoFoodie, and also can be the role model for other late movers .
This study found that three reasons of barriers to entry in the food delivery platform industry: (1) Cross-side network effect exists in the market (2) Space seizure of resources (3) Late movers have insufficient capital to rival first movers. In addition to the above entry barriers, GoFoodie also faces two barriers to entry the food delivery platform: (1) The speed of niche market development is not as fast as first movers. (2) The cost for consumers to learn the system of first movers. The study has some strategic recommendations for GoFoodie: (1) Convince existing stores to use delivery services (2) Educate consumers with the help of the shopkeepers (3) Integrate marketing resources and achieve high-volume exposure. Regardless of whether it is the store side or the consumer side, the strategy for late movers will enter the locked niche market by means of group battles.		en_US
dc.description.tableofcontents 目次
摘要 I
Abstract III
目次 V
圖次 V
表次 IX
第一章　緒論 1
第一節、研究背景與動機 1
第二節、研究問題與目的 2
第三節、研究流程 4

第二章　文獻探討 5
第一節、市場進入障礙 5
第二節、先進者與後進者優勢 7
第三節、平台策略 13

第三章、研究方法 19
第一節、 研究方法 19
第二節、資料蒐集工具與方法 20
第三節、 研究對象 20

第四章　個案介紹 28
第一節、外送平台產業介紹 28
第二節、點點全球股份有限公司 32
第三節、新外送事業-GoFoodie 美食快一點 34
第四節、GoFoodie的現有策略推展及未來展望 35

第五章、個案研究分析 44
第一節、訪談分析結果 44
第二節、外送平台產業之先進者優勢 50
第三節、外送平台產業之後進入者障礙 54

第六章　結論與建議 56
第一節 研究結論 56
第二節、研究限制 63
第三節、後續研究建議 64

參考文獻 66		zh_TW
dc.format.extent 2322738 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0108363003en_US
dc.subject (關鍵詞) 進入障礙zh_TW
dc.subject (關鍵詞) 平台策略zh_TW
dc.subject (關鍵詞) 外送平台產業zh_TW
dc.subject (關鍵詞) 先進者優勢zh_TW
dc.subject (關鍵詞) Barrier to Entryen_US
dc.subject (關鍵詞) Platform Strategyen_US
dc.subject (關鍵詞) Delivery Platform Industryen_US
dc.subject (關鍵詞) First- Mover Advantageen_US
dc.title (題名) 外送平台產業之後進入者障礙與策略-以GoFoodie美食快一點為例zh_TW
dc.title (題名) Barrier to Entry and Strategy of the Late Mover in the Food Delivery Platform Industry: A Case Study of GoFoodieen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 一、中文文獻
1. Thomas Eisenmann ,Geoffrey Parker , Marshall W. Van Alstynen（2016），羅耀宗譯，打造雙邊市場策略，哈佛商業評論，2021年5月10日，檢自
https://www.hbrtaiwan.com/article_content_AR0003412.html
2. 江雅綺（2017）平台經濟的法律挑戰，新社會政策雙月刊，54期，頁11-14。
3. 林佳誼（2020），獨家專訪疫情助攻外送產業，市場老二UberEats怎麼贏熊貓？，天下雜誌，2021年3月15日檢自https://www.cw.com.tw/article/5101791?template=transformers
4. 莊春發（1998）競爭概念的發展、演變與反托拉斯政策，公平交易委員會，第六卷，第一期：頁29-62。
5. 曾令懷（2021），不用再排隊點餐！點點全球協助餐飲數位轉型，用Line就可以點餐，Meet創業小聚，2021年01月27日，檢自https://meet.bnext.com.tw/articles/view/47244
6. 陳威如、余卓軒（2013）。平台革命：席捲全球社交、購物、遊戲、媒體的商業模式創新。臺北：商周出版。
7. 黃彥鈞（2019），2019 年外送市場爆發，foodpanda 訂單量成長 25 倍，科技新報， 2021年04月10日，檢自
https://technews.tw/2019/09/10/foodpanda-in-taiwan-7-years-anniversary/
8. 資策會MIC（2020），11%臺灣網友 疫情期間首度使用美食外送服務，2021年04月08日，檢自https://mic.iii.org.tw/news.aspx?id=573
9. 經濟部統計處（2020），109年批發、零售及餐飲業經營實況調查報告。
10. 鄭凱富（2019），誠實蜜蜂暫停營運》滿百送百免運費...抓到新客卻燒掉毛利，「外送服務」為何很難賺錢？，今周刊，2021年05月02日，檢自
https://www.businesstoday.com.tw/article/category/80392/post/201907010010/
 

二、英文文獻
1. Alstyne, M. W. V., Parker, G. G., and Choudary, S. P. (2016). Pipelines, Platforms, and the New Rules of Strategy: Harvard Business Review.
2. Arthur, W.B. (1996).“Increasing Returens and the New World of Business, ” Harvard Business Review, July-August:100-109.
3. Armstrong, Mark(2006). Competition in two-sided markets. Journal of Economics Vol. 37, No. 3, Autumn 2006 pp. 668–691.
4. Bain, J. (1956). Barriers to New Competition. Cambridge, Mass: Harvard University-Press.
5. Bork, R. H. (1978). The Antitrust Paradox: A Policy At War with Itself. New York: Basic Book, Inc. , Publicshers.
6. Brozen, Y. (1982). Concerntration, Mergers and Public Policy. New York: Macmillan
7. Demstz, H. (1973). “Barriery to Entry, ” American Economic Review,72, p.47-57.
8. Eaton, B. C. and Lipsey, R. (1979). ‘The theory of market pre-emption: the persistence of excess capacity and monopoly in growing spatial markets’, Economica, 46, pp. 149-158.
9. Fundenberg, D. and Tirole, J. (1983). ‘Capital as a commitment: strategic investment to deter mobility’. Journal of Economic Theory, 31, pp. 227-250.
10. Gilbert, R. J. (1986). ‘Pre-emptive competition’. In J. E. Stiglitz and G. F. Mathewson (eds), New Developments in the Analysis of Market Structure. MIT Press, Cambridge, MA.
11. Klemperer, P. (1986). ‘Markets with consumer switching costs’. PhD thesis, Graduate School of Business, Stanford University.
12. Lieberman, Marvin B. and Montgomery, David B. (1988). First-Mover Advantages. Strategic Management Journal, Vol. 9, pp. 41-58.
13. Liebowitz, S. J. and Margolis, Stephen E. (1994). Network Externality: An Uncommon Tragedy. Journal of Economic Perspectives --Volume 8, Number 2, Spring 1994, Pages133-150.
14. Parker, G., Alstyne, M., and Choudary, S. (2016). Platform Revolution, New York: W. W. Norton & Company.
15. Porter, Michael E. (1985). Competitive Advantage. New York: The Free Press.
16. Prescott, E. and Visscher, M. (1977).‘Sequential location among firms with foresight’, Bell Journal of Economics, 8, 1977, pp. 378-393.
17. Rao, R. and Rutenberg, D. (1979) . ‘Pre-empting an alert rival: strategic timing of the first plant by analysis of sophisticated rivalry’, Bell Journal of Economics, 10, 1979, pp. 412-428.
18. Robinson, W. T. and Fornell, C. (1985). ‘The sources of market pioneer advantages in consumer goods industries’, Journal of Marketing Research, 22, August 1985, pp. 297-304.
19. Rochet, Jean-Charles and Tirole, J (2003). Platform Competition in Two-Sided Markets. Journal of the European Economic Association , June 2003 1(4):990-1029.
20. Schmalensee, R. (1978). ‘Entry deterrence in the ready to eat breakfast cereal industry’, Bell Journal of Economics, 9, Autumn 1978, pp. 305-327.
21. Spence, M. (1979). ‘Investment strategy and growth in a new market’, Bell Journal of Economics, ‘10, 1979, pp. 1-19.
22. Stigler, G. (1988). The Organization of Industry. New York: Homewood.
23. Wernerfelt, B. (1988). ‘General equilibrium with real time search in labor and product markets’, Journal of Political Economy, 96, forthcoming June 1988.		zh_TW
dc.identifier.doi (DOI) 10.6814/NCCU202100846en_US