便利商店複合經營創新商業模式之研究： 以萊爾富烘焙複合便利商店為例

Research on the Business Model innovation by Complex Operation at Chain Convenience Store： The Hi-life Bakery-CVS Complex Case

楊王家英(Chia-Ying YangWang)

指導教授 ： 郭瑞祥

國立臺灣大學/管理學院/商學組/碩士(2011年)

https://doi.org/10.6342/NTU.2011.02832

摘要

摘要
成熟產業的企業，生命周期難免由盛而衰，除非能透過差異化策略以新方式重組企業活動體系，找出利基市場，創新商業模式，吸引新的消費族群或提供新產品功能或服務，否則難擺脫衰退或被淘汰的命運，便利商店產業亦然。
近五年來，為在飽和市場中維持成長，台灣便利商店業者莫不全力提升「店質」，但效果不彰。在強大競爭壓力下，市場老三萊爾富避開競爭者的規模優勢與強項，大膽採取差異化的競爭策略，把顧客價值主張和營運流程有不少衝突的便利商店與烘焙業複合經營，以延伸經營彊界增加競爭力，營收因此由谷底翻升。
本論文從便利商店業與烘焙業的發展與現況，針對個案公司萊爾富『烘焙麵包複合便利商店』創新商業模式的主題，研究其烘焙複合策略對該公司的經營、產業競爭及產業發展的影響，透過五力分析、價值鏈分析、大量客製化與模組化、創新商業模式等理論的文獻探討與架構，以個案研究法分析推論出萊爾富烘焙複合經營成功關鍵因素與策略價值，並對其與競爭者的未來發展，以及後續研究提出建議。
研究結果顯示：萊爾富向上整合烘焙業以與原有能力互補成第六力，進而把烘焙複合便利商店當做利基市場，以此差異化定位進行策略創新。過程中，萊爾富運用核心優勢與資源重塑價值鏈，並以大量客製化與模組化設計，統整複合化的衝突，以兼顧標準化與彈性化之需，組織能耐和流程也隨之重整再造，因此能產生一加一大於二的效益，這正是策略創新最大的價值。
兼顧獲利與彈性仍是萊爾富的一大挑戰，建議其績效評估與成本管控仍須保持彈性，以因應市場與競爭者的回應修正複合模組。為保持烘焙複合技術領先優勢，不能只考慮成本而忽略相關人才養成，否則複合策略帶來的局部競爭優勢難以持續，惟成本管理須更細膩。萊爾富的策略不一定適用其他便利商店，但複合異業經營是大勢所趨，跨業競爭壓力日增，競爭者須即早找出最有利的創新模式。
萊爾富的案例印證台灣本土零售業有建構知識管理系統及創新複製的能力，後續研究者可收集更多案例探掘該產業知識管理系統的內涵，以協助台灣零售流通業提升體質與競爭力，累積經營智慧資產，技術輸出。

關鍵字

便利商店 ； 差異化 ； 複合經營 ； 價值鏈 ； 大量客製化 ； 創新商業模式

並列摘要

Sooner or later, Matured industry will face the downturn risk. Unless the business can rearrange it’s value chain activities, make new product or new service ,find the niche market, or reinvent business model in order to differentiate from it’s competiters, it will be replaced or out of the game inevitably, so does the chain convenience store(CVS) industry.
That’s why Taiwan top 3 CVS brand all try hard to restructure it’s chainstore quality last five years, nevertheless, they did not gain much. in a saturated and stagnant market. The competition was too tough, so the no.3 convenience chainstore Hi-life decided to take differentiation strategy by shy away from leader’s scale advantage and strength. The local brand try to across the industry border, enlarge it’s market, improve the competence by combine fresh-baking into CVS, which customer value proposition(CVP)and operation system is quite conflict. Surprisingly, after 4 years ,Hi-life really made it, the company’s revenue increased. from the bottom gradually., profits came along.
According to the CVS and bakery industry development and situation, this thesis focus on Hi-life’s bakery-CVS business model innovation, reseach .how this complex strategy influence on it’s. operation､competition with others and the industry landscape. Then use case study method, through the framework analysis of Porter’s five force､value net ､value chain､mass customization and business model innovation, find out the key success factor (KSF)and strategic value. of it. And try to give some suggestions to Hi-life about complex operaion.
The research conclusions are: integrated retailing advantage and knowhow with bakery industry, developed the six force by itself, design a flexible five modul bakery-CVS complex business model, create a niche market, are the KSF of Hi-life’s differentiation strategy. In this innovation process, Hi-life strengthened it’s value chain, used mass customization and modul design concept to compromise and integrate the conflict, found the way to balance between standardizing and flexible, thus the operation process could be restructured, organization competence were upgrated,. that’s the most valuable reward of strategic innovation.
In the future, keep flexible in performance evaluation and cost control, surely will help the company to response to the market quicker and adjust profit model better. In order to keep leading advantage in bakery-CVS complex operation, it has to train more bakery assitants. But how to be profitable and flexible at the sametime, still a big chanllenge for Hi-life. Cost management needs to be improved.
Hi-life’s case may not suitable for other CVS competitors, but since complex business model operation is the trend, cross-border competition getting tough, the key players better find out what kind of strategic innovation is best for itself.
This case study proves that Hi-life has evolved from a traditional family-owned retail business to a knowledge management and innovative organization, hope there will be more reseach focus on exploring Taiwan retail chain store’s knowledge management essence and advantages, accumulate more Taiwan retailing business intelligence, and finally upgrate the industry’s compentence.

並列關鍵字

Chain Convenience Store ； Complex Operation ； Value Chain ； Mass Customization ； Business Model innovation

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