| Summary: | 碩士 === 國立政治大學 === 企業管理研究所 === 99 === Analyzing the relevant literature and operations of successful restaurants in Taiwan, this study develops a business model and strategies for first-‐class restaurant featured by Taiwan cuisines and with international competitiveness.
Taiwan poses unique position to develop a base for fine and delicate food culture. First, it has immigrants from different provinces from China, which bring different type of dishes to Taiwan. Second, with the impact of Japan, local chefs have developed the capability to prepare Japanese dishes. Third, gradually increased income levels have made local people to demand better quality food that stimulated chefs devoting to innovation, either in materials or dishes. And lastly, because of the accessing to international information, local consumers have become more sophisticated and generated competition among restaurants.
We find that the consumers in Taiwan represent M-‐form, with on end demanding high-‐end service and another end demanding low-‐priced services. However, at either end, food variety, healthy, tasty and pleasant eating environment have become critical. This means that satisfying psychological need, instead of physiological need, is the focus of restaurant services. The propose business model, therefore, has the following differentiation characteristics: unique location and interior decoration, investors with extensive personal networks, a energetic management team, fresh and variety food ingredients, and generating consumers’ identity.
Taking into account the economic developments of Taiwan and China, in addition to the differentiation characteristics listed above, we develop strategies for running a high-‐class restaurant with the potential to roll out to China. The strategies include the following: the combination of target customers, the competitive strengths to support niche strategy, adjusting operation model by adapting to the changes in value-‐chain, tailor-‐made services and enhancing the capability of service personnel, and price flexibility for different types of consumers. A restaurant with our design will need investment of NT$450million, and the return is very good: the pay-‐back period is 18 months and internal rate return for 10 years is 31.6%.
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