隨著消費者行為的快速變化以及消費者對服務品質的要求提高，提供高品質的服務已經成為企業重要的策略。本研究透過「PZB 模型」從服務提供者和消費者兩個角度來探討台灣有機產業裡存在的服務缺口。 這些年有機連鎖店不斷的成長並成為重要的銷售通路之一，因此本研究選定有機連鎖公司以及有機連鎖店的消費者為研究對象。本研究採取個案研究方法，透過文獻、深度訪談、二手紀錄等方式蒐集資料，以有機連鎖公司以及消費者對服務缺口之觀點來分析及探討，並提出具參考價值的建議，讓相關企業未來可加以運用。 研究結果顯示目前有機產業裡的連鎖公司採取較被動的方式來了解消費者的需求；由於台灣有機產業裡的連鎖公司大多為中小企業，有限的能力和資源常成為滿足消費者需求最大的阻礙；有機連鎖公司缺乏服務品質的衡量指標，在供應商管理方面還需要加強；以上因素造成服務缺口的存在。此外，針對一般大眾對有機概念的推廣和教育還需要持續加強；產品資訊、品質、以及價格成為消費者在衡量服務品質的重要考量；加強推廣行動更能夠滿足消費者對有機產業的期望；另外，提升消費者對有機產品之信心亦為重要的改進方向。 / Facing rapid changes of customer behavior and increasing customers demand on service quality, delivering high quality service is adapted as an important strategy in businesses. This study applies the PZB Model to investigate the service gaps in the organic industry in Taiwan from the perspective of both service providers and customers. In recent years organic chain stores have become an important distribution channels for organic products. Therefore, organic chain store companies and organic chain stores customers are selected to be respondents. Using case study method, this study collects and analyzes data by collecting literature review, gathering secondary data, and conducting interviews with organic chain store companies and customers. The findings can serve as reference to future improvement in the industry. This study finds that current companies still use passive approaches to understand customer demands. Since most of companies in this industry are small and medium enterprises, limited capabilities and resources often become barriers when fulfilling customer demands. Companies are lacking of service performance measurement and quality improvement program. All of these situations can cause the existence of service gaps. Other findings showed that in general organic customers already have an understanding of the organic concept. However, the industry still needs efforts to communicate with people who currently aren’t customers. Product information, product quality, and price become important considerations for customers in assessing service quality in this industry. Moreover, customer trust and confidence in organic products should be increased and became an important focus of the government as well as the management to stimulate industry growth.

隨著科技的進步，人類藉由大規模機械化耕作以及農藥和化肥的輔助，使得農作物產量大幅提昇，亦使得多數人類得以免於飢餓。然而，現代化耕作方式卻破壞大自然的環境；大幅使用化肥的結果，造成地力耗竭及土質酸化；農藥亦破壞了自然生態以及成為人類文明病的元兇。此種情況下，許多國家及團體於近來均努力提倡回歸自然的生活形態，從最基本的飲食及衣著，乃至於美容、居家甚至健康保健等方面均興起一股訴求有機時尚的生活形態。因此，在消費者需求的一端，以健康及環保為主要考量而對有機產品所產生的需求亦逐漸成長。此種情況下，也造成有機產品相關產業上下游的發展。 過往的研究重點大部分均偏重於有機農業發展因素的探討、行銷相關的發展策略、關鍵成功因素等行銷層面或理論層面的探討，對於組織能耐、動態能耐以及經營模式轉變的動態歷程研究方面著墨較少。因此，本論文研究主要即在探討這兩種機制下的創業過程與管理，以兩家有機創業公司及兩個既有企業之內部創業為研究對象，進行深入的個案研究，同時亦進行此兩種創業機制的比較。期能有一些實務上與學理上的貢獻。 本研究希望瞭解的議題主要可歸納為以下三點： 一、 有機領域既存企業之新創公司的進入方式以及其於面臨內外部條件下所建構的創業模式為何？ 二、 有機領域新創事業之創業者的進入方式以及其於面臨內外部條件下所建構的創業模式為何？ 三、 兩者在建構新企業後於經營模式上的異同處為何？ 本研究採取「多重個案分析」的「個案研究法」，透過深度訪談並輔以次級資料收集的方式，來瞭解個案公司如何運用創業初期內外部的各項條件建立經營模式，並得到以下結論： 一、 有機集團內部創業之新事業發展上，透過相關多角化的方式，有助於集團協助新事業共享集團資源。 二、 有機創新事業之創業者於創業初期利用原有知識以及連結外部資源的方式，有助於核心能耐建構。此外，因內外部條件之限制與自身定位，於進入方式上傾向於選擇建構實體通路。 三、 有機創新事業之集團內部創業與新創事業於發展上，路徑相依性扮演重要的角色。 四、 有機創新事業透過高度連結外部資源的方式，增加自身可運用的資源。 五、 有機創新事業根據自身定位針對利基市場的潛在顧客需求開發相異的商品及服務，有助於價值創造。 六、 有機創新事業透過產品品質確保的方式，有助於潛在風險之降低。 / As the improvement of technology, people gain much more crops and keep most people from starving with the aid of pesticides, chemical fertilizers and large scale cultivation of mechanization. However, the modern cultivation destroys the environment. Under the circumstances, Many Countries and groups advocate leading a natural life. From the basic diet and clothing to cosmetology, living and health caring, people appeal for the organic life style. For the reason, the demand for the organic products is increasing gradually, and makes the development of the related industry. The past research put much emphasis on the discussion of the marketing or theoretical aspects such as the developing factors of organic agriculture, marketing strategies, and key successful factors. However, the research about the organizational capacity and the dynamic process of transforming of business model is less. For the reason, the essay made a research on the organic related firms with the means of case study in order to get new enlightenment and provide some suggestions for the industry and make some contributions for academia. The issues the research wants to know can be generalized into the following three points: 1. What is the entering way the new-established firms of the existing corporations in organic field take, and what is the business model established under their internal and external conditions? 2. What is the entering way the entrepreneurs in organic field choose, and what is the business model established under their internal and external conditions? 3. What are the differences between the two in business models? The research adopted multiple cases analysis and case study to know how the selected firms made use of their initial conditions to establish the business models through deeply interview and secondary data collected. The research got the following conclusions: 1. When an organic group develops the new business, related diversification facilitates the group to assist its subsidiary in establishing the business model with sharing the group’s resources. 2. The entrepreneur of the organic innovative business uses the original knowledge and connects external resources, which assists the firm in establishing the core competence. Besides, because of the position and the restriction of internal and external conditions, the entrepreneur tends to choose to establish the concrete channel in the entering way. 3. The path dependency plays an important role in the development of the groups’ diversification and start-up business of the organic innovative business. 4. Highly linking external resources assists the organic innovative business in increasing the resource. 5. Targeting the niche market to develop products and services assists the organic innovative business in creating values. 6. Ensuring quality of products assists the organic innovative business in decreasing the potential risk. Keywords: entrepreneurship, intrapreneurship, organic industry, dynamic competence, diversification

近年隨著消費水準以及環保概念的提升，使消費者越加注重食品的健康與安全，也是有機產業蓬勃發展的主因。而目前相關業者除了大型企業多角化事業投注外，民間亦有許多微型企業著手經營。本研究主要國內從事有機產品的微型企業之經營模式、創業的關鍵成功因素等構面分析，並探討有機產業之未來發展契機等。 本研究以個案研究為策略，深入訪談了五家微型產業的頭家，整理有以下之重要研究發現： 一、 有機產品微型企業的創業動機通常來自於本身親身經歷，進而對有機產品的信賴而深入學習、研究與著手經營。 二、 有機產品微型企業在產品與服務上多元發展，基本產品線包括有機蔬果及健康食品類外，亦注重與消費者交流的服務搭配。 三、 有機產品之微型企業經營模式及通路佈局通常以實體店面主，網路或虛擬通路為輔，並注重與顧客的交流。 四、 有機產品微型企業在關鍵成功因素層面，通常無形資產來得比有形資產重要，而財務資產則以自己資金創業為主。 五、 未來有機產業的發展可能朝向制度化、專業分工或連鎖店的經營模式。 / In recent years, the rises of the consumption level and environmental protection concepts make consumers more pay attention to the health and safety of food. It is the main reason that makes the organic enterprises vigorous. Now there are many large-scale enterprises investing in the organic industry, and also many micro-enterprises involving in. The thesis aims at the business model of these organic enterprises, the key successful factors (KSF) of how to start an enterprise, and what is the future about the organic industry. Through the related literature analysis and cases study, we find some important points as followings: 1. Most enterprisers thanks to themselves experiences and further learn more about how to organize and maintain the organic business. 2. The micro-enterprises of organic products always have a variety of products and service, including organic vegetables and fruit, and emphasize on how to contact customers closer. 3. For the micro-enterprises of organic products, physical channels are primary, and virtual channels are secondary. 4. For the KSF of these micro-enterprises, intangible assets are more important than tangible assets, and the financial assets are mainly the micro-enterprisers funds. 5. In the future, the organic industry might become more systematic, profession divisional, and lead to the chain stores business model.