欣林創意料理餐廳的市場定位與在地化發展

就如同與世上所有的有機生命體一般，企業的蘊育、創立到發展也具有其成長型態及階段性發展軌跡。在這樣的發展軌跡下，不僅會帶來組織型態、經營策略等方面的變化，也會進一步地影響公司的治理與績效表現。本研究個案公司-欣林創意料理餐廳於2004年成立，以中式合菜供應料理為特色。公司領導者依據過去在知名飯店的中餐服務管理經驗，於2004年成立麗加園海鮮美饌，開啟餐飲管理經營之路。因緣際會下，於2009年進行規模擴張，改名欣林創意料理餐廳，目標客群以國外旅遊團客為大宗。隨市場環境變化，於2014年重新審視目標客群，朝向在地化策略發展。14年來，本研究個案公司歷經目標顧客的重新審視與在地化深根發展經營，其顯示了該個案公司不同於在地餐飲品牌的成長發展路徑。本研究嘗試透過「企業生命週期」、「行銷STP(Segmentation, Targeting, Positioning)策略」與「在地化策略」的探討，透過個案研究詮釋法的方式，深入探究該個案公司由大宗國外旅客接待，逐漸轉往以在地客群與在地化發展的市場策略定位之成長發展路徑探討。

關鍵字

在地化；目標市場；成長發展路徑

並列摘要

The formation of enterprise has its own developmental pattern and stage trajectory as same as other organisms. Such a trajectory would not only break up the existing organizational structure and management strategies, but influence the performance. The development of Xin-Lin creative cuisine restaurant can be traced back since 1999, the manager of Xin-Lin had ever serviced in Ful Won Hotel and constructed multiple professional skills of management. In 2004, Xin-Lin Company was established and adopted strategic alliance to operate with F Hotel. Xin-Lin was created its own brand and expansion in 2004, they reset the foreign tourists to be their target audience and the sales grew speedy in this stage. Until 2014, with the structure of the trade areas formed on the edge of the retailers naturally, Xin-Lin changed their business objectives and adopted the strategy of localization. The research case has undergone a re-examination of the target customers and a deep-rooted development in the localization, which shows that the case company is different from the growth and development path of the local restaurant brand. Therefore, the study attempts to used enterprise life cycle, marketing STP (segmentation, targeting, positioning) strategy and localization strategy to explore the growth and development path on different stages.