雲端廚房商業模式與食材廠商進入策略之個案研究

Abstract

隨著外在大環境動盪變化、原物料價格波動與營運成本提高，整個臺灣地區餐飲市場環境日漸嚴峻，並且連帶影響整個供應鏈，加上近幾年來疫情的肆虐，也導致一般民眾的消費習慣開始改變，而餐飲業者為了因應大環境與消費者的變化，雲端廚房的新運營模式開始在臺灣地區逐漸興起。本研究旨在針對雲端廚房商業模式進行分析，並透過冷凍水產業的Y公司為個案，來探討食材流通業者進入雲端廚房產業的可行性與策略。 綜觀過去的研究，多數是以餐飲供應鏈最下游的餐廳業者為基礎，探討是否與如何轉型成雲端廚房的商業模式，本研究則希望透過上游廠商的視角來解析雲端廚房的商業模式。本研究採用波特的五力分析、價值鏈分析、競爭策略分析，以及商業模式設計流程，來檢視雲端廚房與食材流通產業的競合，並藉此提出食材流通業者進入雲端廚房產業的機會與挑戰，以及可行策略與商業模式。 本研究發現，食品流通業者可在同一價值鏈上垂直整合創造更多額外的獲利空間，透過廠商擠身條件的分析，可透過場域出租的雲端廚房商業模式，設定策略並確保權益，同時，補強網路行銷能力，進而運用整合自身資源，取得競爭優勢、創造進入餐飲通路的邊際效益，而避免與客戶產生競爭衝突。

Cloud kitchen is a new operating model that has emerged in the catering industry during recent years. With the turbulence and changes in the external environment, the fluctuation of raw material prices and the increase of operating costs, the entire catering market environment has become increasingly severe and affected the entire supply chain. Furthermore, the epidemic has also led to changes in the consumption habits of the general public in recent years. In order to cope with changes in the general environment and consumers, the new operation model of cloud kitchen has gradually emerged in the Taiwan region. This study focuses on analyzing the essence and competitiveness of cloud kitchen business model. In addition, we conduct a case-based research on Frozen Aquatic Products Company Y and explore the economic feasibility and strategy for the case companu to enter into this emerging industry of cloud kitchen. Different from previous study on cloud kitchen, which mainly focus on how the downstream restaurants react and transform to the emerging competition, the present study takes the view of upstream food supplier in order to enhance the diversity of research on the competitiveness and development og cloud kitchen. Our study adopts Porter's five-force analysis, value chain analysis, competitive strategy analysis, and business model design process to compare the capability and resources of cloud kitchen and a food distributor, and analyze the strategies, business models, opportunities and challenges that food distribution companies can adopt to enter the cloud kitchen industry. Our research has shown that food distributors can vertically integrate and enter into downstream value chain to enhance their profit margin. Depending up the extent of capability and resources, the food distributor can adopt a cloud kitchen business through venue-rental model and establish core strategies to ensure the necessary safeguards. Strengthening online marketing capabilities and utilizing resource integration strategies enable them to gain competitive advantages and achieve additional benefits in entering the foodservice channel, while avoiding competition with their own customers.