雙手按出生存本事？兩岸SPA產業商業模式現況及未來趨勢研究

Abstract

隨著全球社會經濟結構及生活習慣的轉變，消費者對於康健活動的興趣快速提升，並追求身心靈調適的健康生活方式，SPA成為都會人紓解壓力、追求身心靈調適的良方。SPA 產業快速成長，現有研究觸及SPA產業跨區域商業模式者卻付之厥如，然而臺灣業者欲擴展華人市場，須深入瞭解兩岸SPA重鎮之商業模式，據以作為借鏡進而擬訂前進海外市場的策略。本研究以深度訪談法之半結構訪談方式訪談兩岸14家個案企業之企業主或專業經理人，轉錄成逐字稿共174,965字，並以內容分析法嚴謹處理分析資料，經過七次資料分析會議，共獲取686個有效分析單位。研究結果發現 SPA商業模式應加強目標客層：鞏固現有客源外，加強年輕女性及銀髮族等客層開發；價值主張：創新的服務與產品以提高療程功效及服務品質；通路：網路媒體、舊客介紹、異業結盟；顧客關係：貼心關懷、持續強化會員活動；收益流：提高產品銷售比重、課程多元化；成本：控管產品成本、提高效率；關鍵資源：人員素質、硬體設備；關鍵活動：人才培育、舊客經營；關鍵合作夥伴：異業結盟、網路平台。本研究詳細比較兩岸四地SPA產業商業模式之異同，研究亦發現在SPA產業中，顧客關係、價值主張、通路三樣要素尤為重要。研究建議為商業模式必須兼顧現在與未來、將資源分配在關鍵要素、跨區學習各地商業模式、掌握後疫情時代發展方向。針對未來研究，將研究場域擴大至SPA重鎮歐美日等地區；深入探討 SPA 商業模式各大要素之重要性排序及其關聯性和互動關係；探究消費行為與商業模式之相關性。With the global socio-economic structure and lifestyle changes, consumer interest in wellness activities is rapidly increasing. While SPA industry has become a recipe for urban people to relieve stress and pursue spiritual adaptation. The SPA industry is growing rapidly however, nothing has been done, for instance existing research has not explored cross-regional SPA industry business model. Therefore, if Taiwanese operators that wants to expand into the Chinese market need to gain a deeper understanding of the business models of the major SPA markets on both sides of the Taiwan Strait, which can be used as a reference to formulate strategies for advancing into overseas markets. This study used semi-structured interviews with business owners or senior managers from 14 case companies across the Taiwan Strait to transcribe a verbatim transcript of 174,965 words using content analysis to analyze the data rigorously. After seven data analysis sessions, a total of 686 valid analysis units were obtained. The study found that SPA business model should strengthen customer segments: consolidate the existing customer base and strengthen the development of young women and older adult customers; value propositions: innovative services and products to enhance treatment effectiveness and service quality; channels: online media, regular customer introduction, alliance with other industries; customer relationships: careful care and continuous strengthening of member activities; revenue streams: increase the proportion of product sales and diversify the treatments; cost: Control product costs and improve efficiency; key resources: literacy of personnel, hardware and equipment; key activities: talent cultivation, regular customer management; key partnership: cross industry alliance, network platform. This study compares in detail the similarities and differences of the business models of the SPA industry in four places on both sides of the Taiwan Strait, and finds that the three elements of customer relationship, value proposition, and access are particularly important in the SPA industry. In the SPA industry, the three elements of customer relationships, value propositions and channels are particularly important. The study recommends that business models must consider both the present and the future, allocate resources to key elements, learn from business models across regions, and grasp the direction of development in the post-epidemic era. Future research may explore other regions such as the SPA centers in Europe, Unites States and Japan. For example, an in-depth exploration of the importance of the major elements of the SPA business model and their interrelationships and interactions; explore the relationship between consumer behavior and business models.