後疫情時代預包裝即食產品 創新服務模式以「阿廣菜市場」為個案

Abstract

在後疫情時代，人們的消費渠道是循環型，也就是一到三級的循環。消費者已養成居家習慣並儲存糧食，著重冷凍即食調理包的品質與冷凍原型食材的儲存，造就剪刀經濟。就業婦女、單身貴族雙薪小家庭，疫情前的外食人口的痛點仍存在，造就後疫情時代的冷凍即食調理包的大量需求。 冷凍預包裝食品在現今的大分類有冷凍原型食材、冷凍半成品食品、冷凍即食全成品食品，相對應的上游製造食品廠也就不同。 在疫情前，業界一間食品廠負責研發打樣的技術人員，通常只有一到兩位，必需了解原型食材的特性到調味以及冷凍過程中的熟化，包括冷凍包材到市場面的行銷，造就專業的食品研發人員薪資極高，而後疫情時代為了滿足市場需開發新品，食品廠的研發能力就顯得嚴重不足。 透過在臺大管理學院創業創新研究所的學習，了解到如何利用設計思考去理解消費者真正的需求，無論是上游製造與終端消費者甚至銷售的渠道，都要去挖掘到深層痛點。針對假設之痛點與解決方案，不斷檢討修正價值主張與商業模式，才有機會達到產品市場媒合度，創新創業就是一個不斷在假設並驗證的公式。 本篇案個研究論文將著重在藉由臺大管理學院創業創新研究所學，再次回顧將先前假設的價值主張以及商業模式圖，透過面對面的訪談冷凍即食調理包的上游業者與終端目標消費者，收集訪談者對於先前解決方案的真實意見。

In the post-epidemic era, the consumption channel is circular, which means a cycle of one to three levels. Consumers have developed the habit of staying at home and storing food, focusing on the quality of frozen ready-to-eat food packages and the storage of frozen raw ingredients, creating a scissor economy. The pain points of the population eating out before the epidemic still exist for employed women, singles and double-income small families, creating a large demand for frozen ready-to-eat food packages in the post-epidemic era. Nowadays, the grand divisions of frozen prepackaged foods are frozen raw ingredients, frozen semi-finished foods, and frozen ready-to-eat finished foods, and the corresponding upstream manufacturing food factories are different. Before the epidemic, there were usually only one or two technicians in charge of R&D and sampling in a food factory in the industry, and they had to understand the characteristics of the raw ingredients, flavoring and maturation during the freezing process, including the marketing of frozen packages to the market, so the salaries of professional food R&D personnel were extremely high. While in the post-epidemic era, the development of new products to meet the market needs has created a serious shortage of R&D capabilities in food factories. Through the study in the Institute of Entrepreneurship and Innovation in the School of Management at Taiwan University, it is important to understand how to use design thinking to understand the real needs of consumers, both in upstream manufacturing and end consumers and even sales channels, to explore the deep pain points. In order to achieve the market fit of the product, it is necessary to constantly review and revise the value proposition and business model in response to the hypothetical pain points and solutions. Innovation and entrepreneurship is a formula that is constantly being hypothesized and verified. This business plan paper will focus on reviewing the previously assumed value proposition and business model map with the knowledge learned in the Institute of Entrepreneurship and Innovation in the School of Management at Taiwan University, and collecting the real opinions of the interviewees on the previous solutions through face-to-face interviews with upstream operators and end target consumers of frozen ready-to-eat packages.