餐飲產業品牌老化與品牌再造歷程之研究－以藝奇為例

Abstract

現今餐飲產業持續穩定發展，台灣餐飲業營業額與營利家數皆逐年增長。許多知名連鎖餐飲品牌持續擴大事業版圖，並加強其品牌之管理與經營，另一方面，也有餐飲品牌面臨營運的危機，出現營業額下滑或店數減少的現象。在面臨品牌老化之際，企業可採取品牌再造之策略，使品牌得以再次吸引目標客群。本研究以連鎖餐飲品牌「藝奇」為例，其品牌創立於2005年，發展至2015年經歷品牌老化階段，同時著手進行品牌再造。研究目的為：一、研究藝奇進行品牌再造之原因。二、探討藝奇進行品牌再造過程中，必須經歷之流程。三、針對品牌再造提出具體建議。研究方法透過深度訪談法，以五位企業主管為訪談對象，以探討藝奇品牌老化與品牌再造之歷程。研究結果顯示，藝奇進行品牌再造的原因包含「品牌老化、經營狀況未達預期、品牌定位混淆、內部優化、顧客喜好」。藝奇品牌再造流程可分為：一、品牌探索：找出品牌再造方向為「成為更正宗、更高端的日料品牌」。二、品牌承諾：其品牌承諾、品牌個性皆進行調整。三、品牌表現：其更新了店面裝潢與菜單設計。四、品牌行動：對內透過定期教育訓練、主管會議凝聚團隊，對外加強行銷。結論建議藝奇品牌在進行品牌再造的歷程中，可將「品牌名稱重新命名」納入品牌再造的可能發展方向。另建議品牌在進行品牌再造之際，應統一品牌視覺識別系統之風格與色系。透過上述建議期使品牌再造賦予品牌全新樣貌

Food service industry nowadays develops and grows stably. Both the revenue and the number of for-profit businesses increase year by year in food service industry in Taiwan. Lots of well-known chain restaurants continue expanding the scope of business, and also strengthen their brand management. On the other hand, there are also restaurant brands facing business crises with the decline in turnover or the number of stores. In the face of brand aging, companies can adopt the strategy of rebranding, so that the brand can once again attract target audiences. This study takes on a Japanese restaurant Ikki founded in 2005 as the case study. It has gone through the stage of brand aging since 2015, while it carried out the strategy of rebranding. The purposes of this study were as follows. First, explore the reason of rebranding of Ikki Japanese restaurant; second, examine the processes that must be going through during the rebranding of Ikki Japanese restaurant; third, make specific suggestions for its rebranding. The in-depth interview was adopted, with the subjects being 5 business managers, in order to explore the progress from brand aging to rebranding of Ikki Japanese restaurant. The results revealed that the reason of rebranding of Ikki Japanese restaurant included brand aging, unexpected operating results, brand positioning confusion, internal optimization, and customer preferences. Its processes of rebranding are as follows. First, brand exploration: it set the direction of rebranding as “becoming a more authentic and high-end Japanese restaurant brand.” Second, brand promise: “it adjusted its brand promise and brand personality.” Third, brand performance: “it renovated its store and redesigned menu.” Forth, brand action: “it united the team by conducting regular education trainings and supervisor meetings in internal side; and it strengthened the marketing method in the external side. In conclusion, it is suggested that Ikki brand can be renamed during the possible direction of rebranding. Also, another suggestion is that brand should intergrade its style and color of brand visual image. Through above rebranding proposals to give the brand a whole new look.