精品服飾業者經營轉型之探討：以K公司為例

本篇論文的目的最主要是探討2020年爆發冠狀病毒（COVID-19）疫情以來，服務業受到最嚴重的衝擊，尤其在很多傳統實體服飾業者，還來不及進行數位轉型，就面臨到最嚴苛的挑戰，本研究以實體服飾零售業者K服飾為案例，業者K服飾在台中有兩間實體店，且經營15年之久，在這次疫情下受到了極大的波及，不只大量流失店面客，並且更在疫情衝擊到全球的供應鏈而導致成本上漲，所以本研究將探討K服飾業者的經營發展與面臨的挑戰，以SWOT分析及商業模式分析法來評估企業內部的優缺點及外部所面臨的威脅，幫助該企業在接下來10年的轉型升級，發展競爭優勢帶來獲利。研究結果如下: 1.數位轉型與虛實整合是目前服飾零售業未來的趨勢，善用數據分析來做線上與線下的整合，提供給顧客更便利與快速的服務 2.善用社群行銷平台（Facebook、line@、YouTube..等）來降低廣告成本並取得流量 3.會員經營策略的重要，實體店面要自行創造流量，為客戶做分層管理，跟顧客永遠保持互動，讓顧客隨時習慣店家的存在而持續回籠 4.異業結盟資源共享，找到相關但不相同的行業，利用彼此之間的影響力來降低昂貴的廣告費用並且傳達給客戶最精準的訊息，讓彼此的顧客都能受惠

關鍵字

提升回購率；提升產品價值；顧客管理；數位轉型；店面流量；曝光度；異業同盟；社群行銷

並列摘要

Abstract The purpose of this paper is to explore the most severe impact on the service industry since the outbreak of coronavirus (COVID-19) in 2020, especially in the traditional brick-and-mortar clothing industry, which has faced the most severe challenges before it can undergo digital transformation. The epidemic has not only lost a large number of store customers, but also caused cost increases due to the impact of the epidemic on the global supply chain. Therefore, this study will examine the business development and challenges faced by K-Fashion, and use SWOT analysis and business model analysis to evaluate the internal strengths and weaknesses of the company and the external threats, in order to help the company transform and upgrade in the next 10 years and develop The SWOT analysis and business model analysis are used to evaluate the internal strengths and weaknesses of the company as well as the external threats to the company. The results of the study are as follows: 1. Digital transformation and integration of reality and reality is the future trend of the apparel retail industry, making good use of data analysis to integrate online and offline to provide customers with more convenient and faster services. 2. Make good use of social marketing platforms (Facebook, online@, YouTube, etc.) to reduce advertising costs and obtain traffic. etc.) to reduce advertising costs and obtain traffic. 3. The importance of membership management strategy, physical stores should create their own traffic, do tiered management for customers, and always maintain interaction with customers so that they can get used to the presence of the store at any time and continue to return. 4. Cross-industry alliance resource sharing, find related but not the same industry, use each other's influence to reduce expensive advertising costs and convey the most accurate information to customers, so that each other's customers can benefit.

並列關鍵字

improve repurchase rate ； improve product value ； customer management ； digital transformation ； store traffic ； exposure ； cross-industry alliance ； social marketing