The Study of Operational Strategy for Seafood Restaurant Industry at Taiwan-An Example of New Coast Restaurant

• Main Authors: Wu,Tsung-Yu, 吳宗祐
• Other Authors: Wei, Ching-Chun
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/22199612995751300350

碩士 === 靜宜大學 === 管理碩士在職專班 === 105 === In recent years, due to the drastic change of domestic and international economic situations and overall environment, lots of technology industries and factories begin to move to areas where workers’ wages are lower or mainland areas which are close to market, so most of industries relying on export market in Taiwan have the unclear prospect. However, food and beverage (F&B) industry makes a profit through domestic demands and is relatively stable, while technology and manufacturing industries may easily get into trouble once disruptive innovation products appear or there is a cyclic downturn. Compared with general industries, the operation of F&B industry is a bit toilsome, but there is no trouble of inventory, profits are higher than that of other industries and payback period is also shorter than that of high-tech and manufacturing industries. The continuous growth of visitors to Taiwan and large quantity of visitors will also bring the development of F&B industry. With the seafood style F&B china as the case subject, this research adopted SWOT analysis and five forces analysis to discuss the internal advantages and disadvantages as well as external competition and challenge of case company; in the end, with the use of qualitative research by depth interview, the difficulties and challenges faced by entrepreneurs to choose F&B industry as new business, as well as the methods they use to solve the problems in face of difficulties are discussed. According to the development process of case company, the process of new F&B industry is divided into 4 entrepreneurship stages: (1) starting period: choice of F&B industry pattern and entry; difficulties encountered and obstacles conquered during the early period; (2) development period: causes of rapid development of scale and rapid expansion; (3) convergence period: sequelae of high-speed development and corporate crisis management; (4) future development: re-plan the company’s development after its operation mode and direction have been confirmed.