服務創新經營模式之探索研究 W公司E SPA再造店舖活性化之個案分析

An Exploratory Research on Service Business Model Innovation --A Case Study of Company W’s E SPA Re-activation

賴文振(Wen-Chen Lai 賴文振)

指導教授 ： 黃崇興

共同指導教授 ： 吳青松(Ching-Sung Wu)

國立臺灣大學/管理學院/商學組/碩士(2011年)

https://doi.org/10.6342/NTU.2011.10576

摘要

W公司一方面要在百貨公司通路佔有率第一以維持形象，二方面要在美妝店擴展以獲取年輕與新型態的顧客，三方面要幫特約店保住利潤以延續經營意願，前兩者只要在促銷上保持現況即可，但是第三項卻是最困難的，也是今天最大的挑戰。因為W公司之化妝品特約店是其經營之基本核心(約占集團營業額30%)，與主要競爭品牌大不同，從大都會到二、三級商圈都有特約店舖存在，有如蛛網般的分布，用「以心致誠」的精神服務全台灣各地區的顧客，故W公司除了就消費者行為，廣告認知或通路促銷等議題切入研究探討外，更應隨時在不同的階段設定應有不同的服務創新，以利店舖活性化的再造來求得特約店經營的新生命週期。例如：以全台灣各地區特約店的不同背景加入競爭品牌無法做到三合一的臉部/美體/心靈的E SPA服務。

在2011年起，W公司再以服務創新的E Spa再造特約店舖活性化。
考量研究目的與資料來源之獲取，選擇以「質性研究」之「評估研究法」進行「參與觀察」；且更進一步做到「觀察者一如參與者」的方式，來觀察探討2005~2010年超魅店(II)推動失敗的原因。發現上階段只是以芳療技術和商品著墨即輕率的展開運作，忽略了服務創新的四個構面之有效聯結來創造運用，此次失敗誠屬可惜。本研究建議能吸取上階段失敗的經驗，加上運用Bilderbeek(1998年)服務創新的思考：服務創新的「新概念」、「新顧客界面」、「新服務傳遞系統」和「技術選項」四個構面來求得本階段(2011~2015年)推動E SPA再造店舖活性化成功，打造特約店為區域美容服務中心，穩固W公司的整體通路市場佔有率。

關鍵字

服務創新 ； 店舖活性化 ； Spa ； 質性研究 ； 評估研究法 ； 參與觀察 ； 觀察者一如參與者

並列摘要

W's on the one hand to share in the department store channel in order to maintain the image of the first and second terms in the U.S. store expansion to get the young and new types of customers, three special shop to help keep the profit to continue operating will, the first two As long as the status of the promotion can maintain, but the third is the most difficult, is the biggest challenge today. Because W is a special shop cosmetics companies' basic core of their business (about 30% of group turnover), and major competitive brands so different from city to two, three district have special shops there, like a spider web-like distribution, with "a heart honor" the spirit of the service customers in all regions in Taiwan, so the W's in addition to consumer behavior, advertising, promotions and other cognitive or channel cut into the research topics to explore, but also at different stages should be set at any time should different service innovation, in order to facilitate the re-activation of the shop to seek special shop operator new life cycle. For example: the special shops in Taiwan's various regions of different backgrounds to join the competition can not do three in one brand of Face / Body / Mind E SPA services.

In 2011, W's and then to serve innovative E Spa re-activation of specialshops.
Consider the research and data sources for the purpose, select the "qualitative research" and "assessment research method" to "participant observation"; and further to do, "observer as participant" means to observe the study from 2005 to 2010 in super-charm shop (II) to promote the cause of failure. Found on the stage only to Aromatherapy techniques and products to start inking the reckless operation, ignoring the four dimensions of service innovation to create the effective link utilization of the failure is indeed a pity. This study suggests that the failure to learn from the experience on stage, coupled with the use of Bilderbeek (1998 years) thinking about service innovation: service innovation "new concept", the "new customer interface", "new service delivery system" and "technology options" four dimensions to obtain the phase (2011 to 2015) to promote the E SPA successful re-activation of the shop to build special beauty shop as a regional service center, stable W's market share of the overall pathway.

並列關鍵字

service innovation ； shop activation ； Spa ； qualitative research ； evaluation research method ； participant observation ； Observer as participant

參考文獻

8.黃鈺君--台灣蝴蝶蘭競爭優勢與國際行銷策略之研究--國立屏東科技大學農企業管理系碩士論文(98年度)

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●Berry, Leonard L., and Sandra K. Lampo. “Teaching an Old Service New Tricks: The Promise of Service Redesign.” Journal of Service Research 2, no. 3 (February 2000), pp. 265-74.

●Bilderbeek R.7, Hertog P, Marklund G., 1998.Miles I.: Services in Innovation: Knowledge Intensive Business(KIBS)as Co-Producers of Innovation, STEP group, SI4S report NO.3.