外送平台商業模式創新與價值創造循環

Abstract

隨著宅經濟熱潮持續延燒，許多民眾飲食習慣不在僅依賴傳統實體消費，當傳統商業模式正面臨轉型之際，美食平台便於O2O(Online-to-Offline)模式之中崛起。其中，平台打破既有的營運規則，透過線上與線下的跨界整合，拓展公司營運服務的範圍。本研究將深入分析美食平台的系統活動流程、解剖整個價值創造的循環流程，探討建構一個完善的平台經濟所需具備核心能力以及關鍵的生產要素。 首先，本研究進行共享經濟的文獻探討，分析共享經濟商業模式演化之變遷，並以價值創造循環(Value Creation Cycle, VCC)及價值創新循環理論(Vision-Positioning-Scenario, VPS)為研究架構的主軸，解構產業價值鏈每一個重要環節之理論基礎。接著針對目前全球外送平台市場環境進行產業分析，並聚焦臺灣外送平台目前發展的現況及其所面臨議題與挑戰。 為了解決當前外送平台營運的挑戰，本文重新定義服務需求者、提供者及平台三方角色的關係。同時間，從系統活動的起點，檢視每項支撐價值創造環節之背後關鍵要素。價值創造循環可以分為兩個環節：交易循環及策略循環。當在交易循環中產生負項動能之因子時，本研究提出參與者管制，以降低因子破壞活動鏈的反面影響；此外，為了讓循環系統能夠不斷重複運作，亦提出行銷策略於策略循環之中，以刺激服務需求者尚未被滿足的需求。 綜合上述，本文建造一個完整模型，使價值傳遞從交易循環至策略循環流程中，能夠持續累積市場動能。最後，經由價值創新循環理論，將前述系統活動流程建立於企業營運情境之下，並基於其軟硬體設備與知識資本的累積，能夠成功複製到不同產業的平台經濟，以達到企業永續經營的願景。

Due to the growth of the stay-at-home economy, diet preferences and habits of customers have been altered dramatically. When a traditional business pattern faces structural transformation, food delivery platform abruptly springs up via online-to-offline business model. Platform not only disrupts original operational rules, but it successfully aggregates its business scope where more customers are accessible. This research aims to dig into the system activity process of food delivery industry as well as to deconstruction on value creation flow, so that we are able to figure out core factors which a well-established food delivery platform is required. First of all, this research began with literature reviews on sharing economy in order to analyze evolutionary process. After the literature reviews, we focus on the application of VCC (Value Creation Cycle) and VPS(Vision-Positioning-Scenario) models. Besides the application, we make an analysis on global food delivery platform, and therefore narrow down to significant issues and challenges in Taiwan. For the purpose of dealing with the above difficulties, this research redefines the relationship among the providers, the users and the platform. Meanwhile, we examine the key factors to success from a system activity to a value creation cycle. In the value creation cycle, it can divide into the trading cycle and the strategic cycle. When there are negative factors in trading cycle, regulations on involvers can isolate the negative momentum. Furthermore, we propose the marketing strategy which can recycle the VCC model as well as fulfill unsatisfied needs of customers in the strategic cycle. In conclusion, this research builds a model which maintains the momentum from the trading cycle to the strategic cycle. Based on this integral model, we leverage the business pattern to VPS model’s scenario section. With the accumulation on knowledge capital and capital investment, the business model is able to replicate its success to distinctive industry; therefore, the enterprise receives the sustainable development vision.