國內居家修繕產業產值超過千億元，在1996年大型連鎖居家修繕量販店興起前，市占率長期以來皆由散落於住宅區間的傳統水電行所佔有。大型連鎖居家修繕量販店透過其大規模的採購以及龐大的門市面積，在成本上以及產品多元性上取得相對優勢而發展快速，不僅帶起國內DIY消費之風氣，也迅速取得居家修繕市場近10%之市佔率。然而，基於以下因素，大型連鎖居家修繕量販店之業態在2006年以後便面臨成長瓶頸。 (1) 國內能源價格上漲 (2) 消費者便利性要求提升 (3) 急修需求的產業特性 國內汽油價格的上漲導致消費者在長距離的移動上成本提升，而大型連鎖居家修繕量販店的店址通常位於郊區，因此在時間成本以及移動成本上皆無法滿足消費者日漸提高的便利性要求，而此產業特有之急修需求亦無法透過距離較遠的大型量販店滿足。因此，消費者仍需選擇價格透明度低、服務品質不一致的傳統水電行。有鑑於此，本研究個案公司結合大型連鎖的品牌力量以及深入社區的水電行模式，發展出居家修繕社區便利店的新業態。本研究結論乃根據學理以及內外部環境分析，對於此類業態提出以下建議： (1) 提升知名度。透過母公司行銷資源，提升社區便利店之知名度，方可達成就近提供安心、高品質服務給消費者之目的。 (2) 透過加盟方式快速展店。因加盟方式所需之資金投入較低，固可達成快速展店的目的，而店數的規模是此業態能否確實傳達便利性價值之重要前提。 (3) 給予社區便利店商品價格彈性。傳統水電行在價格上可自行喊價、削價，而社區便利店必須遵守總公司規範，因此在價格上無法佔有優勢。若給予社區便利店一定比例的價格彈性，則有助於其促銷活動的規劃，增加其競爭力。 / The market value of home improvement industry in Taiwan is more than 100 billion NT$, while most of which is occupied by traditional stores until the rise of hypermarkets in 1996. Upon entering the market, the hypermarket chains, with their large scale procurement and wide product ranges, quickly took over 10% market shares and brought up the fad of DIY shopping. However, the hypermarket chains have encountered bottleneck for further growth since 2006 because of following reasons, (1). The price rising trend of energies (especially in oils). (2). The increasing of customers’ needs for convenience. (3). The needs of quick responses and immediate services. The rising price of oils has cost consumers more money on driving to suburban areas where hypermarkets are usually located. Hypermarkets are therefore found to be incapable of satisfying the needs of convenience and quick services. Thus, consumers have to choose traditional stores for home improvement needs despite the poor services and asymmetric price information. As a solution to the problem that the both consumers and hypermarket chains are suffered, company T has consolidated the advantages of hypermarket brand and traditional stores and developed a new business model, home improvement CVS, that allows consumers to buy from a trustworthy brand in their neighborhood. This study analyzed the internal and external conditions of company T and gave following suggestions for future development of the new business model. (1). Input marketing resources to enhance consumers’ recognition of home improvement CVS as to deliver trustworthy and high quality services. (2). Expand through franchise to increase the accessibility of the stores. (3). To compete with traditional stores, allow each CVS to have certain pricing flexibility for promotion activities.