王品集團轉型之新創品牌探析-以沐越越式餐廳為例

Abstract

近年來許多報導指出不單臺灣地區，世界各地都存在著餐飲業品牌生命週期縮短的 現象，在飽和的市場各大餐飲業皆在尋找未被開發的新品類及大眾飲食偏好，加上餐飲 市場競爭日趨激烈，消費者的喜好變化更為迅速，各連鎖餐飲集團為了因應顧客消費趨 勢，特別著重於餐點變化性及供餐模式，以強化臺灣地區門市營運績效，此外也積極持 續佈局，藉由持續展店、推出新品牌等方式拓展版圖，盼能持續挖掘潛在市場商機。過 往研究多以品牌再造及消費者體驗作為品牌相關的理論分析，較缺乏以企業整體經營導 向的層次去看待新創品牌如何發展，以及如何保有持續競爭優勢，故本研究以資源基礎 理論探討王品集團內部資源及新創品牌「沐越」餐廳之持續競爭優勢，訪談對象為兩部 分，分別是後勤推動端主管及營運執行端店經理，共十位受訪者，以半結構訪談法探討 新創品牌之經營在內部資源的評估及持續競爭優勢的策略，除此，研究者本身也進入研 究場域當中進行參與觀察。研究結果顯示，在新創品牌概念上，受訪者皆以王品集團的 立場與視角來看待新創品牌的產生，對於集團內部越南菜屬於從未開發的品類和菜系， 然而沐越是在沒有學習模組的狀態下所萌芽的新創品牌，而在財務資源上則較少著墨; 內部資源對於餐廳裝潢、營造氛圍、品牌聲譽、員工邏輯思考及創業精神缺一不可。最 後，對於新創品牌之經營與其他競爭者的競爭優勢能以，王品黃金三角庫，餐點、服務、 環境三者為核心本質，加上不斷創新研發力及創造品牌核心價值等策略來持續與優化， 讓越南菜這個新穎的品類不是一時的潮流，而是幫助王品集團在發展東南亞菜系上種下 穩固的根基。

Many reports have indicated the reduction of brand life cycle in the catering industry worldwide in recent years. In the saturated market, large brands are all seeking to create new products and identify the dietary preference of the general public. Thereby enhancing their operational performance in Taiwan. In addition, these groups have actively opened new stores and developed new brands to expand their market share, expecting to identify potential market opportunities. Previous studies on branding have conducted theoretical analysis on brand reengineering and consumer experience. However, few studies have explored how newly created brands are developed and how these brands maintain their competitive advantages from the perspective of overall business management. Therefore, this study applied the resource- based theory to investigate the internal resources of Wowprime Corporation and the continuous competitive advantage of its newly created brand Mu Viet. The research participants were logistics managers and restaurant operation managers. Semi-structured interview was conducted on a total of 10 participants to investigate strategies adopted by the new brand for internal resource evaluation and competitive advantage maintenance. The results revealed that all the participants considered the creation of the new brand from the standpoint and viewpoint of Wowprime. Vietnamese food had not been developed by the Wowprime before; therefore, Mu Viet was created without any learning module. While the participants paid relatively little attention to financial resources, they reported that internal resources such as decorations, atmosphere, brand reputation, logical thinking of employees, and entrepreneurship were indispensable for the restaurants. The management of newly created brand and its competitive advantage are maintained and optimized through cntinuous innovation and research and development and by creating the core value of the brand, on the basis of three core elements of Wowprime, namely meal, service, and environment.