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  1. NTU Theses and Dissertations Repository
  2. 管理學院
  3. 臺大-復旦EMBA境外專班
請用此 Handle URI 來引用此文件: http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/19480
完整後設資料紀錄
DC 欄位值語言
dc.contributor.advisor謝明慧
dc.contributor.authorWei-Jen Dingen
dc.contributor.author丁威仁zh_TW
dc.date.accessioned2021-06-08T02:01:11Z-
dc.date.copyright2016-07-06
dc.date.issued2016
dc.date.submitted2016-06-13
dc.identifier.citation一、中文部份
1.中華民國連鎖店協會,2005,連鎖店經營管理實務,台北:中華民國連鎖店協會。
2.李超群,1998,蛻變中的咖啡專賣店─國際化、企業化經營新趨勢,台北:商業現代化。
3.李文龍,2003,如何開一家輕鬆又賺錢的咖啡店,台北:資本家,p47&104-116。
4.李芳齡譯,2008,創新者的成長指南,台北:天下雜誌出版。Johnson, M. W. & Anthony, S. D. & Sinfield, J. D. & Altman, E. J.,2008,The Innovator’s Guide to Growth: How to Put Disruptive Innovation to Work, Boston, MA: Harvard Business School Press.
5.李宗勳,2010,組織信任與知知分享對商業模式創新影響之研究:組織學習的中介效果,台灣:高雄應用科技大學商務經營研究所碩士論文。
6.余朝權,2001現代行銷管理,台北:五南圖書出版公司
7.林建煌,2002,消費者行為,台北:智勝。
8.徐光宇,1999,打造咖啡新王國,台北:動腦,p74-79&283。
9.高登第譯、Philip Kotler 著,2000,科特勒談行銷,台北:遠流出版社。.
10.邱順應譯、Marty Neumeier 著,2005,品牌魔力丸,台北:藍鯨出版。
11.許英傑,2004,零售創新 7-ELEVEN 成功之秘,台北:中國生產力中心。
12.楊昭景,2005,餐飲概論,台北:儒林圖書。
13.楊婉歆,2003,都會咖啡館情境空間的體驗-女性的經驗剖析,台灣:逢甲大學建築及都市計畫碩士班碩士論文。
14.楊慕華,2003,個性咖啡店顧客之商店印象、綜合態度與忠誠度關係研究,台灣:中原大學碩士論文。
15.蔡政安、蔡家鳳,2013,商業模式初探:餐飲服務業之個案研究,創業管理研究,第八卷第四期,p1-26。
16.潘中道、胡龍騰,2010,研究方法:步驟化學習指南(第二版),台北:學富文化。


二、英文部分
1. Aaker, D. A. ,1984, Strategic Market Management. New York, John Wiley & Sons Inc.
2. Abbott, L. ,1995, Quality and Competition. New York, Columbia University Press.
3. Anderson, Erin and Coughlan, A. T. 1987, International entry expansion via independent or integrated channel of distribution. Journal of Marketing, 14(6), 71-82.
4. Alderson W., ,1958, The Analytical Framework for Marketing., in Proceedings-Conference of Marketing Teachers from Far Western States, Berkeley, CA: University of California Press.
5. Armstrong, G. & Kotler, P. ,2000, Marketing: An Introduction. 5th ed., New Jersey, Pentice Hall.
6. Anthony, S. D., Berstell, G.., Christensen, C. M.,& Nitterhouse, D.,2007, Finding the right job for your product. MIT Sloan Management Review, 48(3), 38-47
7. Bagozzi, Richard P. 1980, Causal models in marketing. New York: Wiley.
8. Bowersox, Donald J., and M. Bixby Cooper. 1992, Strategic marketing channel management. New York:McGraw-Hill,
9. Bucklin, Louis P., 1996. A Theory of Distribution Channel Structure, Berkeley: Institute of Business and Economic Research, University of California.
10. Chesbrough, H. W. 2011, Bring open innovation to services. Sloan Management Review, 52(2):85-90
11. DaSilva, C. M. and Trkman, P., 2014, Business Model: What It Is and What It Is Not, Long Range Planning, 47(6), 379-389.
12. Desmet, P. M. A. & Hekkert, P. 2007, Framework of product experience. International Journal of Design , 1 (1), 57-66.
13. Guirdham, Maureen. 1972, 'Marketing: the management of distribution channels.'
14. Eisendhardt, K.M. and Galunic, D.C. 2000. Coevolving: At last a way to make synergies work, Harvard Business Review, January-February, 91-101
15.Frazier, Gary L.; GILL, James D.; Kale, Sudhir H. 1989, 'Dealer dependence levels and reciprocal actions in a channel of distribution in a developing country. ' The Journal of Marketing, 50-69.
16. Heskett, J. L., Sasser, Jr. W. E. & Hart, C. W. ,1989, Service Breakthrough. New York: The Free Press.
17. Hutt, Michael D., and Thomas W. Speh. 1984, 'The marketing strategy center: diagnosing the industrial marketer's interdisciplinary role.' The Journal of Marketing, 53-61.
18. Kotler, P. ,1992, Marketing’s New Paradigm: What’s really happening out there planning review. 20(Sep-Oct), 51-52.
19. Lavidge, R. J. ,1996, The Cotton Candy Concept: Intra-Individual Variability. in Lee Adler and Irving Crespi, Attitude Research at Sea, Chicago : American Marketing Association, pp. 39-50.
20. Magretta, J., 2002. Why Business Models Matter. Harvard Business Review, 80(5): 86-92
21. Markides, C. and Charitou, C. D., 2004, Competing with dual business models: A contingency approach. Academy of Management Executive, Vol. 18, No. 3, 22-36.
22. Osterwalder, Alexander and Pigneur, Yves. 2005. Comparing Two Business Model Ontologies for Designing e-Business Models and Value Constellations. Bled Slovenia, June, p. 6-8
23. Sorescu, A.、Frambach, R. T.、Singh, J.、Rangaswamy, A.、Bridges, C.,2011, Innovations in retail business models. Journal of Retailing,87, Supplement 1(0),S3-S16。
24. Stern, L. W., E1-Ansary A.I. & Couhglan A.T., 1996, Marketing Channel, 5th ed., New Jersey,
Prentice Hall.
25. Teece, D. (2010), Business models, business strategy and innovation, Long Range Planning, 43:172-194
 
dc.identifier.urihttp://tdr.lib.ntu.edu.tw/jspui/handle/123456789/19480-
dc.description.abstract企業經營的主要目的是為股東創造價值,為了維持企業永續經營,為股東創造價值,企業必須持續維持其成長的動能,因此如何建立企業持久性的競爭優勢來源,已成為當今零售業競爭策略的主要研究範疇,本研究以創新商業模式作為公司長期策略基礎與策略性思考重點,以創造穩健獲利的企業績效。CW個案公司係從事進口家庭器具及用品之經銷及零售,因為台灣零售業在目前接近飽和的競爭市場之下,CW公司運用其所經銷及零售《Alessi》之產品特色,經由消費者的視覺、味覺、觸覺、嗅覺的感官與《Alessi》產品之美學元素結合而成的整體性「美感生活體驗」產生獨具個人特色的生活美學,以創新商業模式成立《Alessi Café》跨足台灣餐飲市場,以找尋企業新的成長途徑。
本研究為探索性研究,依據台灣零售業的現況與未來之發展、台灣複合式餐飲的產業現況、Alessi公司背景沿革及產品之特質及案例分析,針對零售業態之市場創新概念等重要研究發現,以創新商業模式之《Alessi Café》複合式咖啡餐飲為研究對象。本研究採用Johnson, Christensen and Kagermann(2008)的商業模式架構來探討《Alessi Café》複合式餐飲業的真實商業面紗。創新商業模式中歸納出以『夢想工廠』、『形隨機能』的生活美學饗宴概念傳遞顧客的價值主張,這些的關鍵服務過程、關鍵活動展現出生活美學產業獨特的價值主張,讓消費不再只有需求,而是滿滿的心靈慰藉。
生活美學產業的創新商業模式以獨特的創意想法將生活中的文化價值融入產業之中,利用品牌與行銷包裝,個案企業以兼具故事性來企圖使「市場美學化」,營造對消費者推銷美好的幸福和質感生活,並以產品的差異性來建構產業的特色,而美學則為消費的策略性工具,將市場區隔開來,造就獨具特色的生活美學行業,並開展出生活美學產業的具體商機。因此,創新商業模式可作為公司長期策略基礎與策略性思考重點,以創造穩健獲利的企業績效成長。同時,據此研究結果,提出研究發現及相關的管理意涵,以供後續學術界及實務界參考。
zh_TW
dc.description.abstractThe main purpose of business is to create value for shareholders, in order to maintain business keep continuity operating performance, create value for shareholders, companies must continue to maintain its growth momentum. Therefore, How to build enterprise persistent source of competitive advantage has become a major field of study in today's retail industry. This study impress on innovation business module had to be used as the basis of long-term strategic thinking and strategic focus in order to create stable profit growth of business. CW case company is engaged in the import of household appliances and goods distribution and retail, because Taiwan's retail industry under the current competitive market nearly saturated, CW company use its distribution and retail company 《Alessi》 of product characteristics. The combination of the sense of beauty and other four sense-sight, taste, touch and smell-create by consumer and the experience of aesthetic life style which brings out the unique aesthetic life style with personal characteristics on《Alessi》products. With innovative business model established《Alessi Café》food and beverage restaurant out into the Taiwan market, to find new avenues of growth enterprises.
This research is explorative, which in accordance with respective of Taiwan's current situation and future development of retailing、Taiwan food and beverage restaurant market situation、Characteristics Alessi Company Background and History of the product and case analysis, the innovation of the market for retail formats important research concepts found innovation business model in 《Alessi Café》 food and beverage restaurant complex as objects. Accomplishing by applying Johnson, Christensen and Kagermann’s (2008) business model framework and based, we are going to reveal the authentic commercial veil of 《Alessi Café》 complex food and drink industry. The innovation business model concludes that using “The Wonder Shop” and “Shaped Random Energy Function” life aesthetics feast to express the customers value proposition; those key resources and key process show the unique belief of Life Aesthetic Industry, and make consumers have not only demand but fully mental comfort.
The innovation business model of Life Aesthetics Industry uses unique creativity to blend cultural values with industry. By brand and effective sales, The case enterprise intend to use stories to make the marketing “aesthetic”. Life Aesthetic Industry sells wonderful and high quality life toward consumers and builds its features with the differences of products. Aesthetics is a consuming tactic in marketing which creates extraordinary life aesthetics business and makes Life Aesthetics Industry has opportunities to expand their fields. Therefore, innovation business module had to be used as the basis of long-term strategic thinking and strategic focus in order to create stable profit growth of business. Meanwhile This study proposes findings and associated managerial implications from within to serve as a reference for future studies in academia and business.
en
dc.description.provenanceMade available in DSpace on 2021-06-08T02:01:11Z (GMT). No. of bitstreams: 1
ntu-105-P01750026-1.pdf: 5825426 bytes, checksum: 3d553f84084407f4f0f710360af7e3b4 (MD5)
Previous issue date: 2016
en
dc.description.tableofcontents目錄
誌謝 iii
中文摘要 iv
THESIS ABSTRACT v
目錄 vii
圖目錄 ix
表目錄 x
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 研究流程與架構 6
第四節 研究方法 8
第二章 文獻探討 12
第一節 商業模式 12
第二節 通路 18
第三節 創新零售商業模式 21
第三章 案例描述 25
第一節 產業描述及分析 25
第二節 案例簡介及發展歷程 31
第三節 小結 44
第四章 案例分析 45
第一節 零售商的轉型 45
第二節 創新商業模式分析及挑戰 50
第三節 小結 66
第五章 結論與建議 68
第一節 研究發現 68
第二節 理論與管理意涵 72
第三節 研究建議 76
參考文獻 78
附錄 81


圖目錄
圖1-1 論文架構 7
圖1-2 研究步驟 8
圖1-3研究的類型 10
圖2 1商業模式 16
圖2-2 創新顧客價值主張設計模型 22
圖3-1樂鍋(Logostina)產品 32
圖4-1 cubee PLUS咖啡 47
圖4-2 Alessi Café 店舖 52
圖4-3 Alessi安娜二十周歲展1 55
圖4-4 Alessi安娜二十周歲展2 55
圖4-5 Alessi安娜二十周歲展3 56
圖4-6 Alessi安娜二十周歲展4 56
圖4-7 Alessi Facebook 58
圖4-8 Alessi Café開放式廚房 60
圖4-9 Alessi Café創新商業模式 67
 
表目錄
表 1-1 商業模式定義 14
表 2-1 零售商特性 23
表 3-1 零售業之營業額 26
表 3-2 綜合商品零售業之營業額 27
表 3-3 台灣GNP成長與零售業態發展的關連 28
dc.language.isozh-TW
dc.title零售商之創新商業模式—以Alessi Café為例zh_TW
dc.titleA Research on the innovation Business Model of Retailers
—A Case Study of Alessi Café
en
dc.typeThesis
dc.date.schoolyear104-2
dc.description.degree碩士
dc.contributor.oralexamcommittee孔愛國,凌鴻,陳俊忠
dc.subject.keyword零售業,創新,商業模式,zh_TW
dc.subject.keywordRetailing,Innovation,Business Model,en
dc.relation.page87
dc.identifier.doi10.6342/NTU201600340
dc.rights.note未授權
dc.date.accepted2016-06-14
dc.contributor.author-college管理學院zh_TW
dc.contributor.author-dept臺大-復旦EMBA境外專班zh_TW
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