台灣傳統獨立眼鏡店轉型策略之探討

目前全台灣總共有四千多家眼鏡店，除了台灣本土連鎖店與個人獨立店以外，日本的連鎖眼鏡店品牌也陸續在台灣設點，並持續在拓展當中，面對眼鏡產業競爭變化之下，加上網路的快速行銷方式，傳統台灣獨立眼鏡店該如何生存，是為本論文的研究動機。據此，本論文研究目的為探索台灣傳統個人獨立眼鏡店面臨的挑戰與在這樣的環境之下如何重新定位自己店家的特色，並發展適當的策略。本論文以商業模式中的主要構面價值主張、目標顧客、關鍵活動、關鍵資源及關鍵合作夥伴為研究架構主軸，據以進行SWOT分析，進而提出轉型策略。採用個案訪談方式，訪問三個獨立眼鏡店家，研究結果建議獨立店家應該建立產品特色與經營模式的差異化，提出明確的價值主張，據以善用有限的資源，並不斷提升專業技術，同時加強實體店面的裝潢與陳列美感，並對產業變化保持敏銳的觀察力，得以與時俱進，希望藉由這樣的研究探討彙整對台灣傳統獨立眼鏡店轉型有所幫助與啟發。

關鍵字

商業模式；眼鏡業；獨立眼鏡店；價值主張；轉型策略

並列摘要

At present, there are more than 4,000 optical shops in Taiwan. In addition to Taiwan's local chain stores and individual independent stores, Japan's chain of optical shop brands has also set up points in Taiwan, and continue to expand, in the face of competition in the optical industry. Coupled with the rapid marketing of the Internet, how to survive in traditional Taiwanese independent optical shops is the motivation for this paper. Based on this, the purpose of this paper is to explore the challenges faced by Taiwan's traditional individual independent optical shops and how to reposition their own stores under such circumstances and develop appropriate strategies. This paper takes the main facet value proposition in the business model, target customers, key activities, key resources and key partners as the main axis of the research structure, based on SWOT analysis, and then proposes a transformation strategy. Using case interviews, I visited three independent optical shops. The results suggest that independent stores should establish differentiated product features and business models, and propose clear value propositions. Based on the use of limited resources, and constantly improve professional skills, and strengthen the physical storefront decoration and display aesthetics, and maintain a keen observation of the industry changes, can keep pace with the times, hope that through such research to explore the integration of Taiwan's traditional independent optical store transformation and help.