餐飲連鎖體系經營模式之探討 以85度C與星巴克為例

近年來由於國外連鎖企業的經營模式引進台灣，快速的改變了人們的消費型態與消費習慣，尤其以飲食業中的咖啡連鎖店發展最快。各家連鎖咖啡店以各自的特色，在全省各地展開擴點行動。連鎖咖啡店已成了老、中、少年休閒、聊天的好去處，在空間的設計與規劃上也突破了傳統，改為明亮、潔淨、便利統一的形象。本研究選擇以星巴克與85度C為研究範圍:本研究係以星巴克與85度C為研究對象，並採用Hamel(2000)提出之經營模式(Business Model)以規劃出具體可行之營運策略與架構。首先，運用核心策略(Core Strategy)、策略性資源(Strategic Resource)、顧客介面(Customer Interface)及價值網絡(Value Network)等。四個構面，佐以顧客利益(Customer Benefit)、活動構造(Configuration)及公司界線(Company Boundary)等三個連結，推導出星巴克與85度C 之經營模式。

關鍵字

餐飲連鎖；經營模式；星巴克； 85度C

並列摘要

In recent years, the adopting of the foreign chain business models in Taiwan has rapidly changes our consumption patterns and habits, particularly in the catering industry in the fastest growing coffee chain. Each chain of coffee shops has their own characteristics, the point of action across the province started to expand. Chain of coffee shops has become popular among different ages, it provide a good social place in a well design and planning space, breaking through the traditional, to bright, clean, convenient unified image. In this study, Starbucks and 85 Degrees Coffee were used for the scope and research object. This study adopted Hamel’s business model (2000) to plan a specific strategy and operational framework. The Hamel’s business model framework consists of four elements: Customer interface, Core strategy, Strategic resources, Customer Interface and Value network. In addition with three connections: Customer Benefit, Configuration and Company Boundary to draw the business model of Starbucks and 85 Degrees Coffee.