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標題: | 餐飲業多品牌持續創新之研究 On Repetitive Innovation of Multi-Branding Restaurant's Long-term Expansion |
作者: | Sheno-I Day 戴勝益 |
指導教授: | 游張松 |
關鍵字: | 王品集團,持續創新,多品牌,VCC,VPS, Wowprime Corp,continued innovation,multi-branding,VCC,VPS, |
出版年 : | 2015 |
學位: | 碩士 |
摘要: | 台灣餐飲業競爭激烈,在經營形態上已呈現「大者恆大」的集團與連鎖化模式。業者只以餐點口味為唯一訴求,必定無法擴大經營層面和無力面對不斷投入的競爭。因此,要在餐飲市場中存活並持續成長,創新已是普遍且必要的選擇,必須透過系統化的創新經營方式,才能保有競爭力,以維持長久不墜之利基。本文之研究目的,就是為餐飲業尋找長久擴張並且持續創新的系統化方法。
本文推導餐飲業與其他產業不同的特質,並分析餐飲業在台灣的發展現況和營運。親身體驗、感受與品牌定位所呈現的整體情境氛圍,是消費者再度光臨與否的重要因素。我們根據「王品」集團的願景與情境規範,參照價值創造循環-VCC (Value Creation Cycle) 架構,探討「王品」牛排吸引客戶一再回流的價值循環理論。然後,我們再從創新循環理論-VPS (Vision Positioning Scenario) 的概念出發,探究王品集團持續不斷、創造出多品牌的系統化創新原理。 本研究歸納出三項結論為:(1) 餐飲業的特質為品牌定位、食物設計、情境氛圍和企業經營形態。競爭激烈的餐飲業,創新只是基本要件,若要長久不墜的經營,還需要系統化改善以及持續創新的能力。(2) 「王品」牛排在VCC的價值創造模式中得到印證:「王品」以全熟牛排的創新特質,在VCC的創新模式中經由研發、SOP與氛圍設計、訓練,系統化地改善與循環,做到其他業者難以執行的貼心服務,持續的精進與展店擴張,建立了品牌的卓越差異性。(3)王品集團之多品牌經營與VPS創新循環模式吻合:王品集團在VPS創新循環之下,鎖定已成熟的大市場,輔以獨特的定位和品牌氛圍,系統化地複製、創造出15個不同定位/差異化的餐飲品牌,並且持續創新、長久擴張。此外,王品集團與其他餐飲業者多品牌的差異也幾項不同:1.每一品牌都有不同的總經理。2.無中央廚房。3.沒有總主廚。4.各品牌有自己所屬的設計師。5.所有品牌皆不用集團名稱。6.各品牌菜色、服務和裝潢都刻意加以區隔。7.各品牌皆有不同性質的公益活動。目的在強調各品牌的創新與差異性,因此能將多品牌做到更勝出於同業。 Competition in Taiwan’s catering sector is fierce and dominated by big corporations and chains. If a company relies solely on the flavor of the fare it offers it is unlikely to be able to expand or fend off the continuous influx of competitors. Consequently, if it wants to not only survive but continue to grow in the restaurant business, innovation has already become a universal and necessary option. A company will only be able to maintain its competitiveness if it employs a business model of systematic innovation, which will enable it to develop a sustainable market niche. The goal of this paper is to identify a systematic approach enabling long-term expansion and continuous innovation. In this paper I shall explore the differences between the catering sector and other industries, and analyze how the restaurant business has developed in Taiwan and which business models have been used. The overall scenario of a brand, encompassing personal experience, perceptions and brand positioning, is a major factor in determining whether or not customers will return. We will focus on the vision and scenario of the Wang Steak brand, with reference to the Value Creation Cycle (VCC) framework, to explore how Wang Steak has been able to attract repeat business. We will then investigate, using the Vision Positioning Scenario (VPS) concept as a starting point, the principle of systematic innovation that has enabled Wowprime Corp to continuously expand and create many different brands. This paper comes to three conclusions. Firstly, the catering industry consists of brand positioning, food concepts, scenarios and the enterprise business model. In this fiercely competitive sector innovation is essential, and if a company is to survive over the long term it will also need to have the ability to improve systematically and to constantly innovate. Secondly, Wang Steak is a testament to the effectiveness of the VCC model: Through its innovative provision of steak under the VCC model of innovation came the research and conception of the food, the SOP, the conception of the scenario, as well as the special training of the staff. With these, the brand underwent systematic, cyclical improvements, and was able to provide friendly service other companies were hard-pressed to match. This, together with its ability to continuously improve and expand, established the brand and differentiated it from all the others. Thirdly, by combining its multi-branding business model and the VPS innovation cycle, Wowprime Corp set its sights on an already mature market and, through unique positioning and brand scenarios, managed to systematically create and innovate 15 restaurant brands, each with their own positioning and brand differentiation. It has been able to maintain innovation and long-term expansion. In addition, Wowprime Corp’ approach differed in seven ways compared to the multi-branding approach of other companies within the catering sector. These seven ways were: 1) Each and every brand has a different director; 2) There is no central kitchen; 3) There is no head chef overseeing all brands; 4) Each brand has its own designers; 5) No brands use the Wowprime name; 6) There is intentional and careful differentiation of food, service and décor from brand to brand; and, 7) Each brand holds a different kind of public interest activity. The objective is to differentiate one brand from another as much as possible, and to allow optimum innovation. This approach enabled the group to be more successful in its multi-branding compared to competitors in the industry. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/4644 |
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