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    题名: O2O外送平台之策略行銷4C分析:以卡個位為例
    Strategic marketing analysis of O2O delivery platform: a case study of Cutaway
    作者: 王敏卉
    Wang, Min-Hui
    贡献者: 巫立宇
    張元晨

    Wu, Lei-Yu
    Chang, Yuan-Chen

    王敏卉
    Wang, Min-Hui
    关键词: 商業模式
    策略行銷4C
    卡個位
    外送平台產業
    Business model canvas
    4C framework of strategic marketing
    Cutaway
    Food delivery platform industry
    日期: 2021
    上传时间: 2021-02-01 14:32:25 (UTC+8)
    摘要: 台灣自2015年起美食外送市場逐年快速成長,消費者線上購物、線下取貨的習慣被建立,從以往訂購一般生活用品到現今的美食與生鮮外送,消費者購買的商品類別需求擴大,同時,對線上平台的接受度亦被打開。外送產業處於快速成長期,至2020年因新型冠狀病毒疫情影響,導致消費者對外送服務的需求激增,餐廳也開始意識到轉型的重要,多元通路的佈局與整合成為零售餐飲業存活的關鍵,但礙於資源與能力有限,因此仰賴外送平台進行O2O營銷,平台的經營也開始出現各種新樣貌。
    本研究探討的個案外送平台「卡個位」,針對特別的市場區隔與目標客群創造、提供、傳遞價值主張。本研究利用商業模式圖 (BMC, Business Model Canvas) 解構卡個位的商業模式要素,並以策略行銷4C架構分析卡個位處理四類阻礙對供應商與對顧客交易成本的做法,最後結合BMC模型與4C架構,探討卡個位成功經營的關鍵因素,以求進一步優化商業模式、降低顧客交易成本。
    本研究發現,卡個位建立明確的價值主張,並透過BMC模型裡的內外部價值活動、資源與對象,能直接影響目標顧客感受到的獲益,降低成本、提升效益;強大的客服團隊與數位社群能發揮顧客關係與通路的優勢,將使消費者更容易發現卡個位,同時,降低顧客的疑慮,建立與平台間的信任關係,進而產生口碑效應與長期回購,搭配會員經營活動,提升消費者對卡個位的專屬陷入資產;供應商店家、系統與內勤團隊是卡個位經營的關鍵資源與夥伴,在滿足消費者需求與提升服務品質的同時,成為卡個位傳播的利器。而卡個位的關鍵活動,不僅是提供基本的營運與優質配餐服務,還積極規劃新商品定位、開發企業客戶與供應商、進行檔期活動與再行銷,更重要的是持續優化系統功能、擴大商品類別與內容,以提供完善的平台、獨特的商品與服務,以創造價值、提升不可取代性。
    Since 2015, the food delivery market in Taiwan has grown rapidly year by year. Because the consumers have established the habit of shopping online and picking up goods offline and extended the categories of orders from general daily necessities in the past to food and fresh ingredients today. At the same time, the acceptance of shopping on EC platforms has also expanded. The food delivery industry in Industry’s Life Cycle is in a period of “Growth” in Taiwan. The penetration of target market grew in rapid way. During Growth, the food delivery platforms try to make their products more appealing to market majority, in order to capture bigger slices of the demand the new industry is creating. Therefore, the level of competition in this industry is high.
    By 2020, due to the impact of the new coronavirus (COVID-19), consumers demand for delivery services has surged. Restaurants have begun to realize the importance of digital transformation. The development and integration of multiple channels has become the key to the survival of the retail catering industry. But owing to limited resources and capabilities, most of the restaurants relied on the food delivery platform for O2O marketing, and the business model of different services that platforms provide have varied in various ways.
    The case for this study is the food delivery platform called "Cutaway". It creates, offers and delivers value propositions for specific market segments and target customer groups. The case study use the Business Model Canvas (BMC) to deconstruct nine business model elements of Cutaway, and analyze with the 4C framework of strategic marketing to understand how Cutaway deal with four types of transaction costs to suppliers and customers. And finally, I combine the BMC model in conjunction with the 4C framework to discuss the key factors for the successful operation of Cutaway, so as to further optimize the business model and reduce customer transaction costs.
    This study found that the establishment of clear value proposition for Cutaway, and through the internal and external value activities, resources and partners in the BMC model, can directly affect the total experience to target customers by reducing transaction costs and providing additional benefits. A strong customer service team and other searching engine and digital platforms can give full play to the advantages of customer relationships and channels of Cutaway, which will make it easier for consumers to know Cutaway. At the same time, it can reduce customers` doubts, establish a trust relationship with Cutaway, and then create word-of-mouth effects and long-term repurchasing. With activities of membership management, it’s important to enhance consumers’ exclusive assets for Cutaway to decrease the possibility of transforming to other food delivery platform.
    Suppliers and restaurants, orders and inventory systems and back-office teams are the key resources and partners for Cutaways operations. While meeting consumer needs and improving quality of the service, they become Cutaway`s communications representatives. The key activities of Cutaway are not only to provide basic operations and high-quality catering services, but also to actively plan new product positioning, develop corporate customers and suppliers, conduct scheduled marketing and remarketing, and more importantly, continue to optimize system functions and expand categories of commodities and varieties of content. Cutaway devotes its efforts to provide a complete food delivery platform, unique commodities and excellent services to create value and enhance irreplaceability.
    參考文獻: 一、中文文獻
    - 行政院主計總處(2020),108 年家庭收支調查報告,檢自:https://win.dgbas.gov.tw/fies/doc/result/108.pdf
    - 巫立宇(2002),高科技新創企業合作網絡模式之研究,國立政治大學國際貿易學系博士論文。
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    - 李雅筑、陳雅琦,外送經濟大爆發,商業週刊,上網日期2019年10月08日,檢自:https://www.businessweekly.com.tw/focus/indep/6000397
    - 邱志聖(2014),策略行銷分析:架構與實務應用第四版,智勝出版社。
    - 唐子晴,合作店家數突破4.2萬,Uber Eats再提3大改變,如何讓用戶離不開外送平台?,數外時代,上網時間2020年11月4日,檢自:https://www.bnext.com.tw/article/59941/uber-eats-taiwan-delivery-services-new-strategy
    - 張筱祺,電子商務新趨勢:隨選服務,MIC情報顧問服務,上網日期2015年06月30日,檢自:https://mic.iii.org.tw/aisp/FreeS.aspx?id=3055
    - Kantar Insights Division凱度洞察台灣(2019),外送市場10年間翻倍成長 美食外送服務會成為台灣人的新習慣嗎?,檢自:http://tns-global.com.tw/MailSources/InfoPulse/2019/08/2019_Kantar_Tawan_Food_Delivery_Trend_Report.pdf
    - Kantar Insights Division凱度洞察台灣(2020),疫情帶來餐飲寒冬 美食外送平台逆勢成長。,檢自:http://tns-global.com.tw/MailSources/InfoPulse/2020/COVID-19/Kantar_Taiwan_COVID-19_Report2_Food_Delivery.pdf
    - 黃彥鈞,2019 年外送市場爆發,Foodpanda 訂單量成長 25 倍,科技新報,上網時間2019年09月10日,檢自:https://technews.tw/2019/09/10/foodpanda-in-taiwan-7-years-anniversary/
    - 黃楸晴(2018),專訪Uber營運長》在台灣送餐里程竟可繞地球25圈,Uber Eats做對哪些事?,商業週刊。
    - 資策會 MIC,11%臺灣網友 疫情期間首度使用美食外送服務,產業情報研究所,上網時間2020年08月04日,檢自:https://mic.iii.org.tw/news.aspx?id=573
    - 鄭凱富(2019),誠實蜜蜂暫停營運》滿百送百免運費...抓到新客卻燒掉毛利,「外送服務」為何很難賺錢?,今周刊。
    - 黛安娜·馬爾卡希,2017年。零工經濟。台灣,中信出版社。
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    二、英文文獻
    - Bardhi, Fleura, Eckhardt, Giana M. (2012). Access-Based Consumption: The Case of Car Sharing. Journal of Consumer Research, Volume 39, Issue 4, 1 December 2012, Pages 881–898.
    - Belk, Russell (2014). You are what you can access: Sharing and collaborative consumption online. Journal of Business Research. Volume 67, Issue 8, August 2014, Pages 1595-1600.
    - Dudek, D., Salek, R. (2016). The concept of Sharing Goods as a Manifestation of Information Technology Transformation in Rural Areas. Zeszyty Naukowe Politechniki Czestochowskiej. Zarzadzanie, (21), pages 124-133.
    - Osterwalder, Alexander, Pigneur, Yves (2011). Business Model Generation: A handbook for visionaries, game changers and challengers. African Journal of Business Management Vol.5 (7).
    描述: 碩士
    國立政治大學
    企業管理研究所(MBA學位學程)
    108363010
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0108363010
    数据类型: thesis
    DOI: 10.6814/NCCU202100123
    显示于类别:[企業管理研究所(MBA學位學程)] 學位論文

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