| Summary: | 碩士 === 國立彰化師範大學 === 企業管理學系 === 106 === With the rise of e-commerce and the rapid development of the Internet, the life of the Taiwanese people who prefer to eat food out has become more convenient. The basic three meals have not need to go out and buy it. People can place orders and payments through mobile phones. Foreign company have also seen Taiwan's huge consumption power for eating out, and have set up their bases in Taiwan. Under such a trend, it is an important issue to understand the opportunities that catering companies are willing to cooperate with the food delivery platforms, such as honestbee, foodpanda, Uber Eats and so on.
The purpose of this paper is to analyze the hierarchy of the value perceived by partners (restaurants) in participating in the food delivery platforms and become dish providers in the platforms. First, analyze the attributes of the platform, the results that the platform can bring to the partners, and the value that the platform can create for the partners. Since different attributes may lead to different results and different results may bring different values, after confirming the attributes, results, and values, the paper then finds the attributes, the relationship between the results and the value, and the strength.
This paper identifies the attributes, consequences, and values of partners participating in the food delivery platforms through mean-end chain method. One by one laddering method interviews were used to find the attributes food delivery platforms that are valued by different partners, such as providing delivery services, food delivery platform image and so on. From the interviews, consequences, such as increasing exposure, stable customer source and so on, that partners can get after joining the food delivery platform were determined. In addition, the value that partners can get after joining the food delivery platforms, such as focus on physical restaurant operation, increasing popularity and so on, was identified.
There are 20 owners of catering restaurants were interviewed. From the overall sample analysis results, the strongest link-strength attribute-consequence-value path is publicity→increasing exposure→increasing popularity. Then, based on the length of the establishment duration of the sample restaurants, we divide the sample into long established time group and short established time group and analyze the associations among attributes, consequences, and values for each group. The attribute-consequence-value paths of the two groups of samples are different. Therefore, managerial implications are provided for different restaurants.
|
|---|
