7-ELEVEN商業模式創新策略之研究：以ibon為例

根據行政院公平交易委員會調查數據顯示，目前台灣便利商店總家數已逾9,000家，平均每0.26平方公里就有一家店，由於便利商店的店數已達到飽和，為了使便利商店的業績持續成長，便利商店必需有所創新以持續成長，7-ELEVEN為台灣便利商店產業之龍頭，其創新速度與範圍更是引領著整個產業的發展，其中，ibon不但解決了實體店面飽和的問題，更創造了許多虛擬的商機，因此，本研究以7-ELEVEN之ibon為研究標的，探討其商業模式創新策略。本研究採用質性之深度訪談，針對四位7-ELEVEN之主管進行調查訪問，研究發現7-ELEVEN之ibon，在產品、服務與流程上不斷的創新下，總部同時提供門市人員教育訓練，提升門市人力資源的能力以支援創新的功能，最終創造顧客價值，並提升門市營運績效，這五大構面環環相扣，亦是7-ELEVEN的ibon業績成長的重要指標。在此平台上所做之產品創新、服務創新與流程創新不斷的演進與多元化，然而，仍有許多待改進之處，如機器本身當機及電子檔案版本的問題等都有待改進，儘管如此，ibon之創新不但提供了消費者更便利的生活，更為7-ELEVEN創造了無可限量的潛在服務商機。

關鍵字

7-ELEVEN ； ibon ；商業模式創新；個案研究

並列摘要

According to Fair Trade Commission, the total number of convenience store (CVS) has amounts to over 9000 stores in Taiwan, in average, one store occupies 0.26 square kilometer. Due to the saturation, CVS has to innovate to keep up with the growth. 7-ELEVEN is the leader in the CVS industry taking over 50% market shares. As a result, 7-ELEVEN's innovation is always imitated by other competitors. Ibon is one of the innovations; this machine cannot only cope with the problem of saturation but also create many virtual business opportunities. Therefore, this study takes ibon as the example, discussing its innovation strategy. Qualitative in-depth interviewing is adopted, four senior mangers were interviewed to uncover the research questions. The findings suggest that the innovations are derived from product, service and process. Besides, the head office offer instant education training to support the front line innovation. Based on this, customer satisfaction and store performance are therefore created. These five factors are related with each other and become the key factors for the growth of ibon. However, there are still some drawbacks to be improved, such as the stability of this machine and the issue of software edition. Even though, ibon still offer consumers convenient life and create more unexpected business opportunities for 7-ELEVEN.