便利商店創新經營模式

Abstract

便利商店密度居於世界第二的台灣其產業內競爭激烈，既有便利商店企業為提升競爭力與擴展市占率進行了多次的變革，陸續推出大店格、虛擬商店、特色店、複合店、無人商店與科技概念店等，往商店規格變大及用科技取代人力的方向發展，但是否有其他商業模式能結合科技在便利商店產業上走出一條不同的路？ 本研究改變既有便利商店採用人工進行管理決策的方式，提出之便利商店創新商業模式是由電腦系統自動分析雲端資料庫數據資料做出決策，減少對管理者之需求的同時降低個人誤差造成的供需不平衡之損失；會員制、網際網路即時上傳資訊，以及虛實整合雲端資料庫則為貼心服務的核心，讓本研究提出之便利商店創新商業模式能掌握顧客消費習慣預先配送商品至實體商店並通知顧客，主動滿足顧客之需求，而顧客亦能掌握實體商店即時訊息，使其更快速找到並取得所需商品。最後本研究提出之便利商店創新商業模式藉由「外拓式店中店」結合雲端系統直效管理的方式打破既有便利商店對於商店規格的要求，從而能進入商圈規模較小之市場，達成展店提升便利性之願景。 歸納整理後發現本研究所使用之邏輯和方法與價值創新循環(VPS)之邏輯架構一致：找出便利商店之願景，再根據願景鎖定目標客戶與目標市場，最後描述實現該願景的使用情境。

The density of convenience stores in Taiwan ranks second in the world, and the competition in convenience store industry is intense, so existing convenience store companies have made several changes to increase competitiveness and expand market share. Large size store, virtual store, characteristic store, compound store, unmanned store and technology concept store have opened one after the other. It seems that convenience stores’ development toward increasing size of stores and replacing manpower with technology. However, are there other business models that can combine technology to create a different path in the convenience store industry? To change that most of the decisions are made by people, the innovative business model proposes using computer systems to automatically analyze the data in cloud database and then make decisions. Thus, we can reduce the need for managers and the loss from disequilibrium of supply and demand due to personal errors at the same time. Membership system, instant upload information over the Internet, and integrated cloud database are the core of intimate services. They help us understand consumer buying behavior, so we can pre-delivery products to the store and then inform customer in order to meet customer needs actively. Customers can also grasp the real-time information of the store, so they can find what they need more easily and quickly. The innovative business model of convenience stores, proposed in this study, changes the requirements of store size for convenience stores through the “Outward Expanded Store-within-a-store” and cloud system which can directly manage the stores. Therefore, we can access to smaller markets, and expand the number of stores to achieve the goal of improving convenience. At the end, we find that the logic and methods used in the study are consistent with the VPS model. First, find the convenience store’s vision. Second, find target customers and target markets according to the vision. Finally, describe the scenarios that realize the vision.