傳統美髮業數位轉型實踐:：以名留集團自主開發系統Beauty OS為例

Abstract

在全球科技快速發展與消費者行為模式變革的浪潮中，數位轉型已成為各行各業，尤其是服務產業，無法迴避的關鍵趨勢。相較於金融、零售、旅游業等，已經廣泛採納資訊系統化與自動化流程，然而，台灣傳統美髮產業的數位化速度相對緩慢與落後。許多美髮業者仍依賴紙本作業、仰賴人工排程與資深員工的經驗判斷進行日常營運，這不僅導致營運效率下降，更使得顧客數據分散而難以有效整合，進而阻礙了精準行銷與數據化經營決策的制定。這些管理上的痛點，長久以來困擾著美髮店家，具體表現為預約管理混亂、銷售業績結算繁瑣，以及人員流動造成的經驗傳承斷層等問題 。 本研究從名留集團第二代接班人的視角出發，深入分析連鎖企業如何面對營運效率瓶頸與資訊化落差。為了解決上述挑戰，名留集團啟動數化轉型並成功自主開發一套全方位雲端系統「Beauty OS」。此系統獨特地整合了預約管理、銷售管理(POS)、進銷存、客戶關係管理(CRM)、精準行銷推播以及設計師績效管理等多功能模組於單一雲端平台。Beauty OS的開發不僅在改善傳統髮廊現場營運的核心痛點，更策略性地導入數據共享與OMO(Online-Merge-Offline)線上線下整合概念，致力於創建一個可持續發展且具高度擴展性的新型美髮經營模式。 本研究採質性研究取向，並以集團內部營運資料與系統使用數據進行交叉分析，聚焦於五項核心研究問題：Beauty OS是否有效解決傳統美髮業的紙本作業痛點、對於顧客輪廓建立與再行銷策略的實際效益、系統對門市營運績效與客戶黏著度、Beauty OS是否能成功整合線上線下實現OMO模式、系統定價策略的合理性與整體商業模式的可行性。 本研究發現，Beauty OS系統能明顯提升名留集團的營運效率，有效增進顧客滿意度與黏著度，同時為集團累積寶貴的數據資產並構建差異化競爭優勢。推動的數位轉型歷程與所取得的成果，充分展現了二代領導者如何運用內部創新來驅動傳統產業的轉型，對於台灣美髮產業至其他面臨數位化挑戰的美業，均具有高度的實踐參考價值。 本論文共分為六章，內容涵蓋數位轉型理論、美髮產業現況、Beauty OS系統的研發歷程、髮廊店家使用者需求分析、財務預估與營運規劃等面向，並結合價值主張圖與商業模式圖進行深入剖析，期望能為台灣美髮業提供一份具體且可實踐的數位轉型行動藍圖。

This study investigates the digital transformation of Taiwan's traditional hairdressing industry, exemplified by MingLiu Group's proprietary Beauty OS system. Despite global digitalization trends, many local salons remain hindered by inefficient paper-based operations, fragmented data, and limited strategic capabilities. These enduring challenges, including chaotic appointments and complex performance tracking, impede industry advancement. From the unique perspective of a second-generation successor within this family business, this research explores how MingLiu Group addressed these operational bottlenecks by in-house developing Beauty OS. This comprehensive cloud-based platform integrates appointment, POS, inventory, CRM, marketing, and HR management. Beauty OS aims to resolve core salon pain points and strategically embed data sharing and an Online-Merge-Offline (OMO) model, fostering a sustainable and scalable business paradigm. Its “from 0 to 1” development journey and successful implementation in physical stores are central to this study. Employing qualitative methodology, this research involved in-depth interviews with 12 MingLiu Group stylists and store managers, complemented by internal operational data analysis. Eight core questions guided the study: Beauty OS’s effectiveness in resolving traditional pain points; target users’ acceptance; benefits for customer profiling and re-marketing; impact on operational performance, loyalty, and marketing efficacy; OMO integration capability; user-friendliness; pricing strategy feasibility; and contribution to cash flow optimization. Findings indicate that Beauty OS significantly enhances operational efficiency, improves customer satisfaction and engagement, builds valuable data assets, and creates a distinct competitive advantage for MingLiu Group. This digital transformation case offers substantial practical insights for Taiwan's hairdressing and broader beauty service sectors navigating similar digital shifts.