由於台灣外食人口的比例增加、國內連鎖業者的數量也逐年攀升，顯見台灣連鎖餐飲業的發展態勢良好，也代表產業的競爭程度日益加劇，各連鎖業者透過增加展店數量、加快展店速度，為的尌是要比競爭者更快搶到好的位置，藉此擴大規模、提高獲利，而在開每間店的過程中，從商圈的選擇不同、店址的選擇不同、店面的設計，再到門市的營運與管理不同，都會影響到門市的績效表現，因此，本研究從個案公司在展店與營運管理兩方面的策略考量開始談起，接著去分析兩者對於績效有何影響，最後再歸納出展店、營運、績效三者之間的關係。 本研究內容以連鎖餐飲業為研究方向，選擇國內較知名的中式連鎖業者作為個案研究對象，針對展店與營運兩部分設計訪談大綱。研究方法是以深度訪談為主、文獻探討為輔，藉以了解台灣連鎖餐飲業者在展店時的思維，以及展店與營運是如何影響一間店的成功。 本研究結果顯示，一間成功的門市，必頇開在符合公司需求的理想位址，搭配有效的營運管理，才能創造出良好的績效。當業者在進行商圈的選擇時，必頇確定目標客群在哪、考慮該區域是否符合產品特性，以及密切關注各地域的發展或變化，才能比競爭者更快地奪得先機，搶到好的位置，而在評估店址的時候，要知道目標客群的消費習性、評估跟競爭者之間的距離，以及正確評估該地址的租金、預期營收，以及租金占營收的比例等等是否符合公司的發展策略。此外，對連鎖業者來說，要成為一個成功的連鎖企業，其公司優勢務必要與產業關鍵成功因素相符合，且每間門市皆必頇與公司定位相符，最後尌是管理要確實，公司必頇訂定管理的指標且定期執行，還要讓門市與總部之間保持良好的溝通，才能讓每間門市的營運更加成功。

國內的餐飲業發展迅速、日新月異，各種風味特色、各種經營方式、各種組織結構的餐飲業星羅密佈。國內擁有博大精深的飲食文化和市場基礎，因此餐飲業就成了最為活躍而且最完全競爭的產業。目前，越來越多的餐飲業正在朝向著規模化的方向發展，跨地區發展的連鎖餐飲企業集團逐漸佔據主導的地位。隨著業務的迅速發展，規模龐大的連鎖餐飲業不斷地面臨了管理分支機構所帶來的經營成本、涵蓋範圍、標準化生產和服務管理等方面的巨大壓力。因此，連鎖餐飲業迫切需要一種異地安全互聯的經營管理方案，上傳財務資料，而且要將辦公資料和財務資料分離開來，並設法降低管理費用。同時，面對餐飲產業管理效率低落、決策欠缺系統化，以及供應鏈最佳化的問題、對外部市場的快速反應問題等，需要建立可以搭載IT (Information Technology) 系統的數位化系統，加強內部資訊的共享性、時效性、透明度，深化企業的內部管理，提升管理效率，從而最大程度地達到內部和外部資源的最佳利用，不斷地提升市場競爭力。 本研究在回顧國內連鎖餐飲業的發展現況和所存在的問題，以及數位轉型與服務創新在連鎖餐飲業的應用現狀之基礎上，分析了連鎖餐飲業價值鏈的架構和特色，闡明了國內連鎖餐飲業發展數位轉型與服務創新策略的可行性和必要性，提出了適合國內連鎖餐飲業發展的數位轉型與服務創新模式，並設計出了個案連鎖餐飲企業發展數位策略的整體規劃和執行方案。最後，本研究在對個案連鎖餐飲公司做SWOT 分析的基礎上，重點研究了個案公司數位轉型與服務創新的應用情況，並給出了針對其缺點的改進建議。 / The catering trade industry of Taiwan is developing vigorously with new, special-flavored catering trade enterprises of varying operation modes and organization structures spreading all over the country. As Taiwan owns a profound and deep catering trade culture and market base, the catering trade industry has become the most competitive industry in Taiwan. More and more catering trade enterprises are developing in large scale. Cross territorial chain catering trade enterprises are gradually leading the market. With the rapid development of catering trade business, large-scaled chain catering trade enterprises are facing a huge amount of pressure of operating cost, covering range, standardized manufacturing and information security resulting from managing the branches. Thus, the chain catering trade enterprises are in urgent need of an operating management scheme of cross territorial and security inter-connected to upload financial data. Meanwhile, the scheme should also be able to separate the administrative data and finance data. Considering the catering trade industry is in a situation of low managing efficiency, unscientific decision-making, internal optimization of supply chain and agile response to the external market, it needs an digital system that is able to build on MIS to reinforce the sharing and efficiency of internal information, deepen the internal management, upgrade managing efficiency. In this way, the chain catering trade enterprises can make full use of internal and external resources so as to improve the market response. On the base of reviewing the present situation, problems and digital application status in Taiwan’s chain catering trade enterprises, this paper Analyzed the form and feature of the value chain of the chain catering trade industry, clarified the feasibility and need of applying digitalization in chain catering trade enterprises, put forward the digital modes that are suit for the chain catering trade enterprises of Taiwan, devised a whole program and implementation of applying digitalization for Taiwan’s chain catering trade enterprises. At last, on the basis of SWOT analysis analyze and study the case study company, this research mainly analyze the digital application of the case study company and put forward to the suggestions accordingly.

觀察國內連鎖服務業近二十年來的發展，由於台灣生活水準的提高，服務業也更為精緻化、多元化，除了本土的連鎖服務業種類與品牌日亦增加，也有愈來愈多的跨國連鎖服務業透過合資、授權或在台設立分公司的方式進入台灣市場。以目前國內連鎖餐飲業的發展情況來看，已有不少跨國企業成功將餐飲文化與標準化餐飲管理技術帶入台灣，包括麥當勞與肯德基、T.G.I. Friday’s、摩斯漢堡、Afternoon Tea、Cold Stone，Burger King等，這些國外品牌成功的融合台灣在地文化在台灣市場穩定發展，並促使台灣餐飲業更注重消費者的感受與服務品質。 然而，國外企業要進入台灣市場必定會面臨一些環境差異的挑戰，因此許多國際品牌選擇以合資的方式和本地企業合作以順利擴張其品牌營運範圍。國內亦有不少企業集團以合資方式和名國際品牌合作發展新事業，一方面能學習到國外品牌企業之經營知識技術，並獲得品牌知名度的優勢；另一方面則可善用集團內部的資源。相較於自行發展品牌進入不熟悉的領域，此種做法能減少風險並增加效率。然而，由於合資的原故，新事業的發展必然也會受到國外企業的牽制與規範，從初期技術轉移、經營模式到未來的策略選擇方面，可能都會面臨一些困難與挑戰。 　　本研究以本地企業和國際品牌企業合資引進國外品牌，並建立新事業之過程做為主軸，以組織學習的觀點探究其新事業營運模式之建立過程。本研究主要獲得以下結論： 1. 台灣企業以國際合資方式引進國外品牌建之新事業，初期團隊的經營幹部大部分由台灣母公司指派，且組織扁平化。 2. 以合資方式引進國外品牌的新事業享有當地與海外母公司的雙重資源，在品牌理念方面深受外資企業的影響，但在經營管理方面則會融合兩方的特色。 3. 國際合資新事業的初期籌備著重於向品牌方學習相關的知識技術，是以模仿學習為主，之後則會從經驗中學習，配合環境做出調整。 4. 在新事業建立初期，若國外品牌方能夠提供教育訓練或提供人力於營運當地協助，將有助於合資新事業快速學習知識並建立營運模式。而長期經營則有賴良好的溝通機制使得雙方的知識交流能持續不斷。 5. 國際合資新事業由於引進品牌在當地經營，在不違背國外品牌企業的限制下，會做適度的在地化，也因產生創新。以相關多角化發展合資新事業的企業，由於集團內部的互補資源較多，將有助於合資新事業創新的產生。 / With the improving standard of living in Taiwan, the chain-store industry has become more delicate and more diverse. The number of local chain-store brands has increased, and more and more multinational chain services companies have entered Taiwan market with the forms of joint ventures, licensing or setting up branches. Many multinational companies have successfully brought the food cultures and the food management technology into Taiwan, such as McDonald's, Kentucky Fried Chicken, TGI Friday's, Mos Burger, Afternoon Tea, Cold Stone, Burger King, etc. These foreign brands have successful adapted the Taiwanese culture and have been developing stably in Taiwan. They also have inspired Taiwan's restaurants to pay more attention to the feelings of consumers and the service quality. However, due to the differences of market natures, foreign enterprises face some challenges as they enter the Taiwan market. For the reason, many international brands set up joint ventures with local enterprises to expand their business territory. Some domestic enterprises also develop their new businesses through international joint ventures. In this way, they not only can learn knowledge and skills from the foreign brands, but also can utilize their intra-group resources. By establishing international joint ventures reduce risk and increase efficiency, the domestic enterprises want to enter an unfamiliar area. New business development, however, will necessarily be restricted by the foreign enterprises, from the initial transfer of technology, operational strategy, and the future choice, and this development may face some difficulties and challenges. The study focuses on the process of the domestic enterprises when they build new business with international joint ventures. The main literature in this study includes international new business venture, organizational learning, and creative value. There are several conclusions from the study: 1. The organization of the initial team of the Taiwanese enterprises which builds the brand new business through international joint venture is flat. Most of the management cadres of the initial team come from the Taiwan’s parent company.   2. The new business which introduces foreign brand with international joint ventures enjoys the dual resources, the brand concept will influence deeply by foreign company, but the management will be integrated in the operating characteristics of the two sides. 3. International new business venture learn knowledge from the brand company at early stage, focusing on learning from imitation, but later would learn from experience, and adapt to the environment. 4. If the foreign brands are able to provide education, training or providing manpower to assistant in Taiwan, the new business venture will learn quickly and easy to establish the business model. The long-term business relies on good communication mechanism to allow the exchange of knowledge of both sides continuously. 5. International joint venture will localize, but not violate the constraints of foreign brands, so it produces innovation. The companies which develop joint new business ventures with related diversification are easy to produce innovation because there are more complementary resources in the companies.