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Title:	從價值創造觀點分析台灣拉麵公司之行銷策略 An Analysis of the Marketing Strategies of Taiwanese Ramen Companies through the Lens of Value Creation
Authors:	吳宣賢 Wu, Hsuan-Hsien
Contributors:	邱奕嘉 Chiu, Yi-Chia 吳宣賢 Wu, Hsuan-Hsien
Keywords:	STP策略 WTP願付價格拉麵市場市場區隔品牌定位價值創造價值驅動因子 STP strategy WTP (Willingness to Pay) Ramen market Market Segmentation Brand positioning Value creation Value Drivers
Date:	2025
Issue Date:	2025-02-04 15:25:42 (UTC+8)
Abstract:	台灣的拉麵市場正經歷快速成長與激烈競爭。在價格競爭的策略日漸失效之際，品牌唯有專注於價值創造，才能確立持久的市場地位。本研究以價值創造為核心，透過個案研究方法，深入剖析一家台灣拉麵連鎖品牌如何成功整合STP策略（市場區隔、目標市場選擇與產品定位）與WTP價值導向策略的應用，實現顧客價值與企業成長的雙贏。案例分析顯示，該品牌將資源集中於兩個核心目標客群：家庭客群與上班族，並針對其特定需求進行價值驅動策略的優化。對於家庭客群，品牌聚焦於創造更親子友善的用餐環境，設計多功能座位區，提升家庭用餐的便利與舒適性；而針對上班族，則透過優化出餐效率與引入數位點餐系統，滿足快節奏生活中的用餐需求。實施這些策略後，使品牌能快速發展，門市數從7家增至113家，實現快速擴張。這一案例表明，真正的競爭優勢來自對顧客需求的認知與資源的高效分配。當企業將資源聚焦於創造顧客價值，競爭便不再只是價格的比拼，而是品牌價值的較量。企業的真正挑戰，不僅在於追隨市場變化，而在於如何引領變化，使顧客的需求成為企業成長的驅動力。這正是創業者需要回答的關鍵問題，也是這項研究試圖提供的洞察。 Taiwan's ramen market is experiencing rapid growth and intense competition. As price-based competition strategies gradually lose their effectiveness, brands must focus on value creation to establish sustainable market positions. This study centers on the concept of value creation and employs a case study methodology to analyze how a Taiwanese ramen chain successfully integrates STP strategies (segmentation, targeting, and positioning) with WTP (willingness-to-pay) value-driven strategies to achieve a win-win outcome for customer satisfaction and business growth. The case analysis reveals that the brand strategically concentrated its resources on two core target groups: families and office workers. Tailored value-driven strategies were implemented to address their specific needs. For families, the brand focused on creating a more child-friendly dining environment and designing multifunctional seating areas to enhance convenience and comfort. For office workers, the brand optimized food delivery efficiency and introduced digital ordering systems to meet the fast-paced dining demands of this segment. These strategies enabled the brand to scale rapidly, expanding from 7 stores to 113 stores within a short period. This case demonstrates that true competitive advantage lies in understanding customer needs and efficiently allocating resources. When a company focuses its efforts on creating customer value, competition transcends price wars and evolves into a contest of brand value. The real challenge for businesses is not merely adapting to market changes but leading them by making customer needs the driving force for organizational growth. This is the critical question entrepreneurs must address, and it is the insight this study aims to provide.
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Description:	碩士國立政治大學經營管理碩士學程(EMBA) 112932413
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G0112932413
Data Type:	thesis
Appears in Collections:	[Executive Master of Business Administration] Theses

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