都會型農會門市部消費者購買行為區隔之研究－以士林區農會為例

Abstract

台灣早期經濟發展過程中，農業部門扮演著相當重要的角色，尤其基層農會更是擔負起農民與政府的橋樑，不過由於社會變遷與都市發展，都會型的農會，也由早期輔導農產品以生產為導向的功能，轉型為以銷售為導向的任務，都市型的農會門市部，因為規模不大，如何在連鎖超市的競爭下生存，為了解士林農會門市部(生活館)的客戶結構及其消費偏好，藉以找出黃金級客戶，做為門市部(生活館)銷售與進貨的策略考量，便成為本研究所要探討的議題。 本研究係以士林農會生活館在2018年1月至2022年12月五年間，每日實際交易資料為研究標的，在總數658,570筆資料中，剔除非會員的交易，選定會員每年平均48,445筆之交易為研究對象，採用Python程式語言來進行大數據資料分析。首先將所有會員交易，歸戶為5065位會員，再依最近購買日期(R構面，權重0.2)、購買頻率(F構面，權重0.3)、購買總金額(M構面，權重0.5)計算分數，區分為頂級客戶、高價值客戶、中等價值客戶、低價值客戶、流失客戶五類，以探討各類別的特徵。 研究結果顯示，消費最高的前20%會員，累計交易金額佔了總交易金額的79.56%，此結果與柏拉圖法則所揭示的完全符合。頂級客戶與高價值客戶相較，在F、M構面的中位數指標，均有兩倍以上的差異，R構面中位數甚至是4:16，四倍之多，其他各級客戶，亦存在類似差距。因此都會型農會在經營方面，應針對不同的區隔客戶，給予不同的優惠條件，同時採取能讓客戶降低交易期間、提升交易次數、提高交易金額之經營策略，以提高營業額及利潤。

During Taiwan’s early economic development, the agricultural sector played a significant role, with grassroots farmers’ associations acting as a crucial link between farmers and the government. However, due to social changes and urban development, urban farmers’ associations have transitioned from their original role of guiding agricultural production towards a sales-oriented mission. Given their modest scale, urban farmers’ association retail stores face challenges competing with chain supermarkets for survival. This study aims to explore the customer structure and consumption preferences of the Shilin Farmers’ Association retail store (Life Pavilion) to identify top-tier customers. These findings will inform strategic considerations for sales and procurement at the retail store (Life Pavilion). The research focuses on transactional data from the Shilin Farmers’ Association Life Pavilion between January 2018 and December 2022, totaling 658,570 records. Non-member transactions were excluded, focusing on an average of 48,445 transactions per year by members. Data analysis was conducted using the Python programming language for big data analysis. Member transactions were categorized into five segments—Platinum, High-Value, Medium-Value, Low-Value, and Churn—based on scores computed from recent purchase date (R factor, weight 0.2), purchase frequency (F factor, weight 0.3), and total purchase amount (M factor, weight 0.5), to explore the characteristics of each segment. Results indicate that the top 20% highest-spending members accounted for 79.56% of the total transaction amount, aligning with the Pareto principle. Comparison between Platinum and High-Value customers shows more than a two-times difference in median values for F and M factors, with the R factor median values showing a disparity of 4:16, four times greater. Similar gaps were observed across other customer segments. Therefore, urban farmers’ associations should tailor different discount conditions for segmented customers and adopt strategies to reduce transaction interval, increase transaction frequency, and enhance transaction amounts to boost sales and profits.