價值主張商業模式之探討 以Z購物中心個案研究

Abstract

在產業新陳代謝，越來越快的時代，變才能生存，變更強才有未來，企業追求變化就是創新﹐企業要不斷求變才能應變，往昔以低成本考量，大陸人工貴就往東南亞移，現需要轉變﹐以價值主張為思考，非從價格面考量，台灣中小企業是如此，一級服務業的百貨公司，更需以顧客同理心為出發點﹐以創造顧客消費的價值為思考點﹐這就是企業不變的DNA。 面對快速變化的市場，消費者偏好的改變、市場競爭加劇、新品牌的加入、競爭品牌的定位重疊等﹐企業無視這些變化或無法快速應對，只想靠著過往的成就來保證未來的成功，在創新動力不足又缺乏品牌經營的意識，品牌少了活力﹐則更難以產生吸引力，可能導致品牌老化，很容易在市場上日漸凋零，有營運績效下滑之危機。故企業的經營﹐需要進行商業模式的調整及創新。 經由本個案研究讓Z購物中心品牌再活化，進行品牌再造策略，Z購物中心初期以休閒娛樂佔50%、餐飲佔20%、零售佔30%的商品業種組合，強調娛樂帶動零售的競爭策略﹐現網路世紀即新零售世代的誕生，價值主張才是吸引顧客常駐再留之途徑，讓消費分享變的有社群認同價值，從中台灣休閒娛樂新地標，塑造成為大台中地區一體驗服務，第三地消費空間。

Under the age of industry replace faster and faster today, changing could be to survive. Changing for stronger is for the future. Industry seeking change is innovation. Industry can solve the outside changing only when the industry used to be changing. Base on the concern of lower cost in the past, Industry always move to Southeast when labor cost increased in Mainland China. The concern should be changed to value instead of price. Taiwan small business often stress on cost down. The class A- department store needs to concern on what they want by a viewpoint of customer in order to create customer value. The changing is DNA of industry. In this changing quickly market, such as changing consumer preference, marketing competition intensify, new brand join in and competition brand overlap. The industry used to ignore these changes from the market or do nothing to response. But the industry likes to rely on the experience of past success to ensure the success of the future. Under the less of power in innovation and lack of willpower in brand operation, the brand energy and attractiveness goes down which might make the brand becoming old. The brand easily fades in the market and crisis of sales sliding down accordingly. Therefore the industry needs to adjust and innovating the business model in operation. By the way of this case study is for reactivation Z shopping mall and proceed to reforming tactics. In the beginning period of Z shopping mall, the combination of format were leisure and entertainment was 50%, food and drink was 20% and retail was 30%. To emphasize competition tactics is leisure and entertainment to drive retail power. New retail is born when the network is everywhere. The value of consume is the only way in attracting customer to stay and come back. The sharing of consume turns to social grouping acknowledgement. From the central Taiwan landmark of leisure and entertainment will change to be a place of experience services and consume in big Taichung Area.