餐飲業日趨激烈的競爭之下，餐飲業不僅需要新菜色、新創意，也必須要有新的商業模式與競爭策略。餐飲業進入門檻低，很多初創者選擇餐飲創業，認為餐飲業好做，能立即賺到錢，門檻低，容易操作，有現金流，對技術要求不高，但是創業後面臨的問題也很多，成長的速度緩慢，例如門檻低競爭者眾，勞力密集，環保意識的抬頭，物價、房租不斷上漲，員工流動率偏高，管理難度極高。
本研究貢獻在於透過個案分析研究繪製出商業模式九宮格，以個案公司不足之處設計出問卷調查產出數據，再使用順序性迴歸分析法得出結果，修正符合A公司的商業模式九宮格，使A公司在新的商業模式與競爭策略下，了解消費者需求、痛點、猶豫、喜愛，以便往後做後續的分析與產品的調整。綜上，本研究建議A公司經營團隊納入考量以下因素：了解顧客需求、創造顧客價值、鎖定目標顧客，實現顧客價值最大化，使A公司持續獲利。

With the increasingly fierce competition in the catering industry, firms in the catering industry require to develop new dishes, new ideas, new business models and competitive strategies. The catering industry’s entry barrier is low and therefore many start-ups choose to start a business in catering industry, believing it is easy to do and make quick money with low entry barrier, easy operation, much cash flow, and low technical requirements. However, problems emerge when they enter the stage after starting a business. There are many problems ranging from slow growth rates, such as competitors rushing in due to the low entry barrier, labor intensive, rising environmental awareness, rising prices and rents, high employee turnover, and extremely high management fragility. The research contribution lies in generating the business model canvas based on the operation improvement process of the case firm. In specific, the study designs the survey questionnaire according to the shortcomings of the case company, and correspondingly, the study uses the sequential regression analysis method to modify the business model canvas for the case firm A. Therefore, with the newly improved business model canvas, firm A may enhance the understanding of consumer needs, pain points, hesitations, and favorites so that firm A may constantly and dynamically analyzes and adjusts the business operation. In summary, this research suggests that the management team of firm A should further consider (a) the understanding of customer needs; (b) the way of creating customer value; (c) the way of locking in target customers; to maximize customers’ value and thereby gaining sustainable competition advantages.

摘要 i
ABSTRACT ii
誌謝 iii
目錄 iv
第一章 緒論 1
1.1 研究背景與動機 1
1.2 研究目的 2
1.3 研究流程 2
第二章 文獻探討 4
2.1餐飲業特性 4
2.2商業模式 9
2.3競爭策略 13
第三章 研究方法 17
3.1質性研究與量化研究 17
3.2個案研究 18
3.3問卷調查 20
3.4順序性迴歸分析法 22
第四章 個案分析以餐飲業A公司為例 23
4.1個案公司介紹 23
4.2個案公司商業九宮格 26
4.3問卷調查的資料來源 27
4.4敘述統計 28
第五章 實證結果分析 31
5.1回歸統計分析 31
5.2商業模式九宮格分析 34
第六章 結論與建議 35
6.1結論 35
6.2建議 36
參考文獻 37
附錄 39

中文文獻

尚榮安譯 (2001)。個案研究法。台北：弘智出版社。Yin, R. K. (1994). Case study research: Design and methods, applied social research. Methods series, 5.
洪世章(2016)。創新六策。新北：聯經出版事業股份有限公司。
洪世章(2021)。打造創新路經。聯經出版事業股份有限公司。新北市。
酒井隆(2004)。問卷設計、市場調查與統計分析實務入門。新北：博誌文化股份有限公司。
高秋英(2002)。餐飲管理理論與實務。台北: 揚智文化。
陳萬淇(1981)。個案研究法。台北:華泰圖書文物公司。
經濟部商業司(2000)。餐飲業經營管理實務。台北：中國生產力中心。

英文文獻

Dawes, J. (2008). Do data characteristics change according to the number of scale points used? An experiment using 5-point, 7-point and 10-point scales. International journal of market research, 50(1), 61-104.
Johnson, M. W., & Lafley, A. G. (2010). Seizing the white space: Business model innovation for growth and renewal. Harvard Business Press.
Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard business review, 86(12), 57-68.
Osterwalder, A. and Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Wiley, New Jersey.


Osterwalder, A., & Pigneur, Y. (2012). Designing business models and similar strategic objects: the contribution of IS. Journal of the Association for information systems, 14(5), 3.
Osterwalder, A., Pigneur, Y., Bernarda, G., & Smith, A. (2014). Value proposition design: How to create products and services customers want. John Wiley & Sons.
Porter, M. E. (1985). Technology and competitive advantage. Journal of business strategy.
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 86(1), 78.
Yin, R. K. (2017). Case study research and applications: Design and methods. Sage publications.