從產品本位到使用者情境本位：B 品牌耐力運動補給品的商業模式重塑

Abstract

本研究以 T 集團旗下之內部創業專案 Betery（以下簡稱 B 品牌）為個案，聚焦於台灣耐力運動補給品市場之商業模式設計與品牌再出發策略。B 品牌於品牌啟動初期，雖具備母集團於健康食品零售（A 通路品牌）與運動產業（X 運動事業）所提供之資源優勢，惟因目標族群定位過於分散、價值主張未能緊扣使用者實際痛點，且過度依賴內部既有通路與資源，導致首次進入市場時群眾募資與正式銷售皆未達預期。 本研究以此一商業困境為起點，運用商業模式九宮格（Business Model Canvas, BMC）、價值主張地圖（Value Proposition Canvas, VPC）、波特五力分析（Porter's Five Forces Analysis）與 SWOT 分析等理論工具，系統性檢視台灣耐力運動補給品市場之產業結構、競爭環境與目標族群輪廓，並完整呈現品牌初版商業模式之設計與其結構性問題。研究發現，台灣耐力運動補給品市場呈現「進入門檻不高、但建立信任困難」之結構特徵，品牌成敗之關鍵並非產品本身之製造能力，而在於能否於目標族群（嚴肅耐力運動者，serious endurance athletes）之訓練與賽事情境中累積專業信任與社群黏著度。基於上述分析，本研究主張 B 品牌應以聚焦化定位、賽事可信賴度與社群滲透為核心軸線，重新設計新版價值主張與商業模式，並於後續章節透過目標受眾問卷分析提煉具體洞察，逐步推導出修正版商業計畫書。本研究預期成果除可作為 B 品牌後續品牌營運之策略依據外，亦提供台灣機能性食品新創品牌於市場進入與商業模式設計上之實務參考。

This study examines Betery (hereafter Brand B), an internal venture under Group T (the parent group), as a focal case to investigate business model design and brand-relaunch strategy in Taiwan's endurance sports nutrition market. Although Brand B was launched with notable structural advantages — including retail access through its health-food retail affiliate (Retail Brand A) and sports-industry connectivity through its sports affiliate (Sports Affiliate X) — its initial market entry underperformed expectations in both crowdfunding and official sales. The underlying causes were a diffused target-audience definition, a value proposition built on stacked product features rather than user pain points, and an over-reliance on internal channels and resources. Drawing on the Business Model Canvas (BMC), the Value Proposition Canvas (VPC), Porter's Five Forces Analysis, and SWOT analysis as the theoretical scaffolding, this research systematically maps the industry structure, competitive dynamics, and target-audience profile of Taiwan's endurance sports nutrition market, and identifies the implicit assumptions and blind spots embedded in Brand B's initial business model. The findings indicate that Taiwan's endurance sports nutrition market is characterized by relatively low entry barriers but high barriers to trust formation, where competitive success depends not on manufacturing capability but on the brand's ability to accumulate race-day credibility and community embeddedness among serious endurance athletes. Based on this diagnosis, the study argues that Brand B should reposition itself around a focused audience definition, race-trusted product credibility, and deep community penetration, and proposes a revised value proposition and business model in subsequent chapters, supported by target-audience survey insights. Beyond informing Brand B's strategic next steps, this research offers practical reference for functional-food startups in Taiwan navigating market entry and business-model design.