社會企業創新商業模式之探討─以「書屋花甲」續食餐廳為例

對於社會企業的商業模式尚未有明確的概念，故本研究將探討社會企業有別於一般企業兼顧社會與經濟價值的創新商業模式，理解如何驅動與運作，持續創造效益且永續經營。本研究採用質性研究之個案研究，探討全台灣第一家續食餐廳─「書屋花甲」之社會企業創新商業模式，研究參與者為書屋花甲續食餐廳的相關經營者與員工，首先透過非干擾性資料取得對個案的初步瞭解，再以Osterwalder & Pigneur (2010) 提出的「商業模式圖」作為研究架構，進行深度訪談，再藉由參與店內相關活動進行觀察，以獲得較詳盡的資料蒐集，對其豐富的歷史淵源與情境脈絡進行全面且深入的探究。本研究透過個案的商業模式圖發現社會企業可由關鍵趨勢獲得市場需求的價值主張，並重新組合原有的社區服務加上新元素達到社會創新，且社會企業相較一般企業更多了社會使命，因此在「產品創新」及「基礎設施」兩大構面兼具社會與經濟價值，兩者相輔相成能透過構面的多點導向來驅動創新商業模式，以社會網絡支持社會企業的公益運作，並將社會公益的受益者納入組織共同創造經濟價值，因此有效的調整商業模式能幫助社會企業發展，以因應未來的挑戰，達到兼顧社會進步與經濟自主的目的。

關鍵字

社會企業；商業模式；創新；社會創新；社會價值；經濟價值；續食餐廳

並列摘要

There is no clear concept for the business model of social enterprises. Therefore, this research will explore how social enterprises are different from general enterprises in achieving innovative business models that balance social and economic values and understand how to drive and operate them, and continue to create benefits and sustainable management. A case study of qualitative research is used to explore the social enterprise innovation business model of “Bookhouse60”, which is Taiwan’s first surplus food restaurant. The research participants were the managers and employees of the restaurant. First of all, using an unobtrusive data collection to get a preliminary understanding of the case, and then taking “Business Model Canvas” proposed by Osterwalder & Pigneur (2010) as a research framework to conduct in-depth interviews. Additionally, participating in store’s activities to obtain more detailed information, which provides comprehensive and in-depth exploration of its rich history and context. This research finds that social enterprises can obtain the value proposition of market demand from key trends through the business model canvas of the case, and recombine the original community service with new elements to achieve social innovation; moreover, social enterprises have more social missions than general enterprises. Accordingly, the two major aspects of “product innovation” and “infrastructure” have both social and economic values. The two values complement each other, driving innovative business models through multifaceted orientations of the facet, supporting the social welfare of social enterprises through social networks, and also incorporating the beneficiaries of social welfare into the organization to create economic value. Therefore, effectively adjusting the business model can help the development of social enterprises in order to meet the challenges of the future, and achieve the purpose of social progress and economic autonomy.