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| Title: | 零售業之電子標籤數位轉型 - 以 S 公司為例
Digital Transformation Through Electronic Shelf Labels in the Retail Industry: A Case Study of Company S |
| Authors: | 陳韋廷
Chen, Wei-Ting |
| Contributors: | 蘇威傑
Su, Wei-Chieh
陳韋廷
Chen, Wei-Ting |
| Keywords: | 數位轉型
電子貨架標籤
零售業
ESG
商業模式優化
Digital Transformation
Electronic Shelf Label
Retail Industry
ESG
Business Model Optimization |
| Date: | 2025 |
| Issue Date: | 2025-10-02 11:07:59 (UTC+8) |
| Abstract: | 隨著臺灣零售業面臨人力短缺、營運成本上升與環境永續壓力日益加劇，傳統紙本標籤管理已無法應對高頻價格變動與勞動力老化的挑戰。政府推動數位轉型政策，鼓勵零售業者導入創新科技，以提升效率並降低碳排放。國際零售巨頭如沃爾瑪與家樂福已廣泛採用電子貨架標籤（Electronic Shelf Label, ESL），實現即時定價與無紙化運作，臺灣本土業者如7-Eleven與全家亦逐步跟進，但中型連鎖超市仍面臨轉型困境。
本研究以三商家購旗下美廉社（Simple Mart）為案例，採用個案研究法，深入探究 ESL 導入作為數位轉型策略的核心動機、挑戰與效益。透過對總經理、營運長、財務長、資訊長、供應鏈副總及人資長的深度訪談，結合次級資料分析，首先運用數位轉型理論框架，全方位解構ESL導入的商業樣貌；接著，再透過利害關係人理論，分析管理層決策過程如何回應內外部需求，強調跨部門協作與領導支持對轉型成功的重要性。
深入瞭解個案公司在ESL導入上所面臨之困境與挑戰後，本研究發現美廉社的主要痛點包括：(1) 高達 4.5 至 6 億元的初始投資與 8 至 12 年回報期，導致財務壓力；(2) 員工適應問題（如 45 歲以上員工佔比 31 - 32%，學習曲線較陡）。針對上述痛點，提出以下解決方案：(1) 強化員工培訓與線上平台，緩解跨世代融合；(2) 整合庫存數據與 AI 動態定價，提升系統效益；(3) 建立 SOP 處理突發狀況，並探索技術輸出為新商業模式。
透過上述解決方案，本研究期望能協助美廉社有效改善其數位轉型策略，提升營運效率與競爭力，達到永續經營，並為臺灣零售業創造更多價值。儘管受限於單一案例與質性方法，本研究為臺灣零售業數位轉型提供實務藍圖，並為後續量化分析與跨業態比較研究奠定基礎。
Amid Taiwan's retail industry grappling with labor shortages, rising operational costs, and increasing pressure for environmental sustainability, traditional paper-based labeling systems are inadequate for addressing frequent price fluctuations and an aging workforce. Government policies promoting digital transformation encourage retailers to adopt innovative technologies to enhance efficiency and reduce carbon emissions. Global retail giants like Walmart and Carrefour have widely implemented Electronic Shelf Labels (ESL), enabling real-time pricing and paperless operations, while Taiwanese players such as 7-Eleven and FamilyMart are gradually following suit. However, mid-sized retail chains continue to face transformation challenges.
This study takes Simple Mart, a subsidiary of San Shang Group, as a case study, employing a qualitative case study approach to explore the motivations, challenges, and benefits of ESL adoption as a core digital transformation strategy. Through in-depth interviews with the CEO, COO, CFO, CIO, Supply Chain Vice President, and HR Director, combined with secondary data analysis, the study first utilizes a digital transformation theoretical framework to comprehensively deconstruct the business model of ESL adoption. Subsequently, it applies stakeholder theory to analyze how the management decision-making process addresses internal and external demands, emphasizing the critical role of cross-departmental collaboration and leadership support in achieving successful transformation.
Upon examining the challenges faced by Simple Mart in ESL adoption, this study identifies key pain points: (1) a substantial initial investment of NTD 450–600 million with an 8–12-year payback period, creating financial pressure; and (2) employee adaptation issues, particularly among the 31–32% of staff aged over 45, who face steeper learning curves. To address these, the study proposes the following solutions: (1) enhancing employee training and online platforms to facilitate cross-generational integration; (2) integrating inventory data with AI-driven dynamic pricing to boost system efficiency; and (3) establishing Standard Operating Procedures (SOPs) for handling contingencies and exploring technology licensing as a new business model.
Through these solutions, this study aims to assist Simple Mart in optimizing its digital transformation strategy, enhancing operational efficiency and competitiveness, achieving sustainable operations, and creating greater value for Taiwan’s retail industry. Despite limitations due to its single-case focus and qualitative methodology, this study provides a practical blueprint for digital transformation in Taiwan’s retail sector and lays the foundation for future quantitative and cross-sectoral comparative research. |
| Reference: | 中文參考文獻
1.呂欣 (2015)，到賣場買東西還要比價？電子標籤直接幫你比！數位時代，https://www.bnext.com.tw/article/37072/BN-2015-08-17-171052-158，截取日期：2025-08-18。
2.張紹敏 (2022)，茶水間也有學問，美廉社從數位轉型失敗再起，坐穩超市二哥3祕訣，天下雜誌，761期，https://www.cw.com.tw/article/5123543，截取日期：2025-08-18。
3.黃郁芸 (2021)，全聯打造智慧超市新店型，首度引進自助結帳機外，更開始測試自動送貨機器人，iThome，https://www.ithome.com.tw/news/145466，截取日期：2025-08-20。
4.詹文男、李震華、周維忠、王義智及數位轉型研究團隊 (2020)，數位轉型力：最完整的企業數位化策略 x 50 間成功企業案例解析，商周出版。
5.陳冠榮 (2024)，元太 ESL 助力，美廉社斥資 4.5 億大規模導入「電子價卡」，科技新報，https://technews.tw/2024/10/17/simple-mart-and-e-ink/，截取日期：2025-09-17。
6.錢玉紘 (2020)，麥肯錫揭企業數位轉型痛點：老闆只看績效、朝令夕改，僅16%高管自認成功，經理人月刊，https://www.bnext.com.tw/article/59195/mckinsey-digital-transformation，截取日期：2025-09-17。
英文參考文獻
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| Description: | 碩士
國立政治大學
企業管理研究所(MBA學位學程)
110363100 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0110363100 |
| Data Type: | thesis |
| Appears in Collections: | [企業管理研究所（MBA學位學程）] 學位論文
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