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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 郭瑞祥 | zh_TW |
| dc.contributor.advisor | Ruey-Shan Guo | en |
| dc.contributor.author | 黃武琦 | zh_TW |
| dc.contributor.author | Wu-Chi Huang | en |
| dc.date.accessioned | 2025-07-11T16:15:52Z | - |
| dc.date.available | 2025-07-12 | - |
| dc.date.copyright | 2025-07-11 | - |
| dc.date.issued | 2025 | - |
| dc.date.submitted | 2025-05-14 | - |
| dc.identifier.citation | 一、中文部份
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(2023). “Vending Machine Statistics in 2023.” Vending Locator. 1. https://www.vendinglocator.com/blog/vending-machine-statistics 2.BIS Research (2024). “Unmanned Stores: The Future of Retail in a Post-Pandemic World.” Market Research Blog. https://blog.marketresearch.com/unmanned-stores-the-future-of-retail-in-a-post-pandemic-world 3.Carino, A.A., Larcia, E.R.P.D., Valderama, V.D., Joy, T., Gayacan, M., Garces, M.J.I., Badillo, J.P.M., Panaligan, L.P., & Buenviaje, M.G. (2014). “Viability of Coffee Vending Machine: An Assessment.” Quarterly Journal of Business Studies, 1(3), 119-129. 4.Chand, S. V. (2023). “Relevance of Porter’s Five Forces: A Case Study of RB Patel in Fiji.” Open Journal of Business and Management, 11(5), 2135-2143. 4. https://doi.org/10.4236/ojbm.2023.115117 5.Denuwara, N., Maijala, J., & Hakovirta, M. 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Current Applied Science and Technology, e0258442, vol.24 No.2. 9. https://doi.org/10.55003/cast.2023.258442 10.Karthika, P., Narayanaswamy, T., & Karthikeyan, P. (2020). “A Growth for Vending Machine Market in India–Consumer Perception Analysis with Special Reference to BB Instant 24/7 Smart Grocery Store in Bangalore City.” Gedrag & Organisatie Review, 33(2), 2662-2670. https://doi.org/10.37896/GOR33.02/268 11.Kisteneva, N. S., Ralyk, D. V., Loginova, E. V., & Gorgodze, T. E. (2020). “Digital Ecosystem: Trends in the Retail Segment.” In Digital Transformation of the Economy: Challenges, Trends and New Opportunities (pp. 609-621). Springer International Publishing. https://doi.org/10.1007/978-3-030-11367-4_59 12.Liu, K., & Guo, H. (2020). “Digital Innovation and Transformation to Business Ecosystems.” In International Conference on Enterprise Information Systems (pp. 793-803). Cham: Springer International Publishing. https://doi.org/10.1007/978-3-030-75418-136 13.Marchenko, O., & Zharova, L. (2023). “A Commission-Based Business Model for B2B Vending-Machine Businesses: The Least Common Denominator of the Taxation Systems in Japan, Ukraine, and the USA.” Business, Economics, Sustainability, Leadership and Innovation, 11, 23-31. https://doi.org/10.37659/2663-5070-2023-11-23-31 14.Miao, H. (2023). “Walmart's Business Strategy and Financial Analysis Based on Porter's Five Forces Analysis Model and SWOT.” Highlights in Business, Economics and Management, 23, 1156-1163. https://doi.org/10.54097/4k10qb18 15.Moore, J. F. (1993). “Predators and prey: a new ecology of competition.” Harvard Business Review, 71(3), 75-86. 16.O’Brien, J. J. (1962). “A Review of the Vending Industry: A Going Business Since 215 B.C.” Financial Analysts Journal, 18(6), 81–87. https://doi.org/10.2469/faj.v18.n6.81 17.Osterwalder, A. & Pigneur, Y. (2010). “Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers.” Wiley, New Jersey. 18.Pangarkar, T. (2025). “Vending Machine Statistics 2025 By Types, Technology, Service.” Market.US. https://www.news.market.us/vending-machine-statistics/ 19.Pereira, Á., Villanueva-Rey, P., Vence, X., Moreira, M. T., & Feijóo, G. (2018). “Fresh milk supply through vending machines: Consumption patterns and associated environmental impacts.” Sustainable Production and Consumption, 15, 119-130. 19. https://doi.org/10.1016/j.spc.2018.05.003 20.Porter, M. E. (1979). “How Competitive Forces Shape Strategy.” Harvard Business Review, 57, 137-145. 21.Porter, M. E. (2008). “The Five Competitive Forces That Shape Ttrategy.” Harvard Business Review, January, 25-40. 22.Ratnasri, N., & Sharmilan, T. (2021). “Vending Machine Technologies: A Review Article.” International Journal of Sciences: Basic and Applied Research (IJSBAR), 58(2), 160-166. 23.Rogers, M. (2023). “2022: A year of continued recovery.” Automatic Merchandiser State of the Industry. 24.Shin, J. H., Min, D., Wan, L., & Kim, J. H. (2009). “IT service 2.0: A case study of smart vending machines in Beijing.” Journal of Service Science, 1, 227-243. 24. https://doi.org/10.1007/s12927-009-0011-1 25.Stewart, J. C., Davis, G. A., & Igoche, D. A. (2020). “AI, IoT, and AIoT: Definitions and impacts on the artificial intelligence curriculum.” Issues in Information Systems, 21(4), 135-142. https://doi.org/10.48009/4_iis_2020_135-142 26.Stoyanov, D. (2021). “The role of vending channels in marketing: A systematic review and taxonomy of studies.” Journal of Consumer Affairs, 55(2), 654-679. 26. https://doi.org/10.1111/joca.12362 27.Whitaker, J. (2010). “Before Horn & Hardart: European automats.” Restaurant-ing through history. https://restaurant-ingthroughhistory.com/2013/04/30/before-horn-hardart-european-automats-2/ | - |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/97704 | - |
| dc.description.abstract | 隨著人工智慧(artificial intelligence, AI)和物聯網(Internet of Things, IoT)技術蓬勃發展,AIoT (artificial intelligence of things)驅動的無人零售模式也逐漸興起,其中智能販賣機和無人商店產業受益最深。大資料分析、電腦視覺、多元支付、遠端監控技術實現了高效的無人零售消費體驗,減輕了管理者的負擔,更大幅提升了零售產業的營運績效。
本研究以AIoT智能販賣機業者A公司作為個案研究的物件,透過波特五力分析模型、商業模式地圖、商業生態系等理論架構分析A公司的競爭態勢、商業模式和產業發展,並比較AIoT智能販賣機和傳統自動販賣機的差異,研究結果顯示AIoT智能販賣機確實已對零售產業造成重大衝擊,無人零售將成為產業趨勢。 在AIoT智能販賣機產業中,硬體和軟體技術是產業的關鍵競爭優勢,而資料分析和後勤團隊對於數字經濟商業生態系的建置可發揮重要貢獻,掌握關鍵技術、資料分析能力和後勤團隊的業者將可取得市場的主導地位。 本論文以便利超商的應用案例,驗證AIoT智能販賣機可降低20~30%的補貨成本、15~20%的故障率、10~20%的食品損耗,並可將每台智能販賣機的營業額提升25~35%。AIoT智能販賣機不僅能夠幫助便利商店提升營運效率、降低成本,還能拓展銷售管道並提升消費者體驗。AIoT智能販賣機將逐漸成為便利商店數位化轉型的重要工具,提高市場競爭力。 | zh_TW |
| dc.description.abstract | Advances in technologies associated with artificial intelligence (AI) and Internet of Things (IoT) have driven developments in unmanned retail models powered by AIoT (artificial intelligence of things), particularly in terms of smart vending machines and unmanned stores. Big data analysis, computer vision, diversified payment methods, and remote monitoring technologies have enabled efficient unmanned retail experiences, reduced manager burdens, and significantly improved operational performance in the retail industry.
This study conducted a case study on AIoT smart vending machine operator Company A, using Porter's Five Forces Model, the business model canvas framework, and the business ecosystem model as theoretical frameworks to analyze Company A’s competition, business model, and industry developments while also comparing the differences between AIoT smart vending machines and traditional vending machines. Study results indicate that AIoT smart vending machines have triggered a major impact on the retail industry, and unmanned retail is fast becoming an industry trend. Within the smart vending machine industry, hardware and software technologies are the key competitive advantages, and data analysis capabilities and logistics teams are significant building blocks for digital economy business ecosystems. Therefore, operators who can master key technologies, data analysis capabilities, and logistics teams will be able to gain a dominant position in the market. This study examined an application example in a convenience store and confirmed that AIoT smart vending machines can reduce replenishment costs by 20~30%, failure rates by 15~20%, and food losses by 10~20% while increasing machine sales by 25~35%. AIoT smart vending machines not only help convenience stores improve operational efficiency and reduce costs, but also expand sales channels and enhance consumer experiences. Hence, AIoT smart vending machines will gradually become an important tool for digital transformation of convenience stores and improve their market competitiveness. | en |
| dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2025-07-11T16:15:52Z No. of bitstreams: 0 | en |
| dc.description.provenance | Made available in DSpace on 2025-07-11T16:15:52Z (GMT). No. of bitstreams: 0 | en |
| dc.description.tableofcontents | 目次
口試委員會審定書 i 致謝 ii 中文摘要 iii ABSTRACT iv 目次 v 圖次 vi 表次 vii 第一章、緒論 1 第一節、研究背景 1 第二節、研究目的與問題 2 第三節、研究方法 2 第四節、研究流程 3 第二章、文獻回顧 5 第一節、五力分析 5 第二節、商業模式 8 第三節、商業生態系 12 第三章、產業分析 16 第一節、自動販賣機產業概況 16 第二節、無人零售與AIoT應用 21 第三節、產業五力分析 26 第四章、個案分析 29 第一節、公司簡介 29 第二節、產業分析 35 第三節、便利超商智能販賣機應用案例 45 第五章、結論與建議 49 第一節、研究結論 49 第二節、研究建議 53 參考文獻 54 圖次 圖2-1、五力分析模型 7 圖2-2、商業模式地圖 9 圖3-1、智能販賣機產業五力分析圖 28 圖4-1、A公司商業生態系示意圖 33 圖4-2、A公司PEST分析圖40 表次 表1-1、研究流程 3 表2-1、五力分析模型 6 表2-2、商業模式地圖構面 9 表2-3、商業生態系各階段合作和競爭策略比較 13 表2-4、傳統零售功能在數位生態系下的轉變 15 表3-1、自動販賣機發展大事記 17 表3-2、飲料自動販賣機種類及特徵 17 表3-3、全球2023~2033年自動販賣機市場規模估計值 19 表3-4、中國2017~2027年自動販賣機產業年營收 20 表3-5、物聯網自動販賣機功能和相關效益 23 表3-6、美國2013~2022年自動販賣機和微型商店營收 24 表3-7、自動販賣機和微型商店擺放地點的比較 25 表3-8、自動販賣機和微型商店販售商品的比較 25 表3-9、智能販賣機產業五力分析 27 表4-1、A公司大事記 30 表4-2、A公司智能販賣機設備簡介 31 表4-3、數據分析對於智能販賣機業者的影響 34 表4-4、A公司的五力分析結果 37 表4-5、智能販賣機與傳統自動販賣機商業模式的比較 43 表4-6、A公司商業生態系階段 44 表4-7、AIoT智能販賣機和傳統自動販賣機的比較 46 表4-8、智能販賣機推行初期遇到的困難 47 表4-9、設備選址階段 48 | - |
| dc.language.iso | zh_TW | - |
| dc.subject | 物聯網 | zh_TW |
| dc.subject | 自動販賣機 | zh_TW |
| dc.subject | 智能販賣機 | zh_TW |
| dc.subject | 個案研究 | zh_TW |
| dc.subject | 人工智慧 | zh_TW |
| dc.subject | artificial intelligence | en |
| dc.subject | internet of things | en |
| dc.subject | case study | en |
| dc.subject | automated vending machine | en |
| dc.subject | smart vending machine | en |
| dc.title | AIOT驅動的無人零售解決方案 ─以智能販賣機為例 | zh_TW |
| dc.title | AIoT-Driven Unmanned Retail Solutions ─Using Smart Vending Machines as an Example | en |
| dc.type | Thesis | - |
| dc.date.schoolyear | 113-2 | - |
| dc.description.degree | 碩士 | - |
| dc.contributor.coadvisor | 陸洛 | zh_TW |
| dc.contributor.coadvisor | Luo Lu | en |
| dc.contributor.oralexamcommittee | 洪劍峭;張成洪 | zh_TW |
| dc.contributor.oralexamcommittee | Jian-Qiao Hong ;Chenghong Zhang | en |
| dc.subject.keyword | 自動販賣機,智能販賣機,人工智慧,物聯網,個案研究, | zh_TW |
| dc.subject.keyword | automated vending machine,smart vending machine,artificial intelligence,internet of things,case study, | en |
| dc.relation.page | 57 | - |
| dc.identifier.doi | 10.6342/NTU202500841 | - |
| dc.rights.note | 同意授權(限校園內公開) | - |
| dc.date.accepted | 2025-05-15 | - |
| dc.contributor.author-college | 管理學院 | - |
| dc.contributor.author-dept | 臺大-復旦EMBA境外專班 | - |
| dc.date.embargo-lift | 2026-05-08 | - |
| 顯示於系所單位: | 臺大-復旦EMBA境外專班 | |
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