技術創新與商業模式設計之研究： 以連鎖速食餐廳空調系統為例

Abstract

近幾年兩岸在服務產業的發展上呈現高速成長，餐飲業的發展更逐漸由區域性個體經濟衍變為集團連鎖模式。由於西式速食餐廳的能源消耗大，空調系統佔比約三成，而西式速食餐廳的用餐人潮在尖峰和離峰時間差距甚大，若可透過技術創新和應用，可以有效節省在離峰時間人潮稀少時的空調能源，但此項技術卻尚未被速食餐廳所運用，究其原因有二：速食餐廳業者沒有足夠能力研發空調節能控制產品，以及單一速食餐廳的節能價值被忽視。 本研究提出智慧型節能控制器的開發，利用離峰時間可以減少90%的新鮮空氣引入，而有效地產生節能效果；在節能技術創新的應用上，顧客價值之創造空調廠商之利益必須同時滿足，並據以發展有效的商業模式。 本研究因此提出以免費為連鎖餐廳客戶安裝智慧型節能控制器來獲得市場佔有率，此商業模式的改變，是建構在不增加顧客的任何成本基礎下，同時將節能價值完全由客戶分配，廠商因創造顧客價值而提高市場佔有率，其增加的訂單所產生的利益可以滿足其投入研發之費用、同時提高廠商的產業競爭優勢，以作為能夠創造客戶價值和提高供應商價值的商業模式。

The service industry across the Greater China Region has been growing rapidly in recent years. The restaurant and food service industry has gradually evolved from local independent stores to group chain brands. The Heating, Ventilation, and Air-Conditioning (HVAC) system consumes about 30% of total energy consumption in a western fast-food restaurant. Furthermore, the numbers of dine-in customers between peak and off-peak hours are significantly different. Through the implementation of innovative technology and applications, restaurants could effectively lower the energy consumption of the HVAC system during off-peak hours. However, this technology has not been implemented by the fast-food restaurants because: A) the restaurants owners do not have the ability to develop an intelligent energy saving controller system; B) the value of energy saving in a single restaurant has been ignored. This research proposes the development of the intelligent energy saving controller to reduce 90% of fresh air imported by the HVAC system in off-peak hours, thus effectively save the energy consumption. To successfully apply innovative energy saving technology, customer value and HVAC contractor’s profit must be mutually fulfilled in order to create a sustainable business model. According to the findings, the research proposes installing the intelligent energy saving controllers for free to gain market share. The change of the business model is based on the value proposition that the client has the power of allocating the value created by the system with zero cost. The contractor in return gains market share for the ability to provide value-added service to the client. The increasing orders from the satisfied client could cover the contractor’s investment on R&D and generate its competitive advantage in the industry. This is a business model which could create value to both the client and the contractor.