根據臺灣財政部關務署統計，2008-2017年咖啡豆進口數量有逐年增加，相較於10年前進口數量成長至306％，可見臺灣咖啡市場相對飲品市場是逐漸擴大。經營連鎖咖啡廳入門門檻較低，相對較容易進入市場，而臺灣連鎖咖啡廳的成長已趨近於飽和；相對於連鎖無法做到的獨特是非連鎖咖啡廳在廣大咖啡市場裡的競爭優勢，故本研究以非連鎖咖啡廳經營者為研究對象。
本研究採用早安財經出版社於2012年出版，為Osterwalder和Pigneur所著作之《獲利時代》中商業模式九宮格作為訪談問題之架構。本研究作者訪談臺中市七間非連鎖咖啡廳經營者，瞭解現今非連鎖咖啡業之商業模式。經由分析訪談內容，本研究發現ㄧ些現今商業模式之缺陷，藉由修正商業模式，給予非連鎖咖啡廳之經營者未來經營建議。
According to the statistics of Taiwan’s Customs Department of the Ministry of Finance, the volume of coffee bean imports from 2008 to 2017 has been increasing steadily year after year. It increased by roughly 306 percent compared to ten years ago, showing that coffee market in Taiwan has been gradually expanding relative to beverages market. The threshold for entry into the chain coffee shops is lower; thus it is relatively easier to enter the market. The growth of Taiwanese chain coffee shops is approaching saturation. The uniqueness that cannot be achieved by chain coffee shops is a competitive advantage for non-chain coffee shops surviving in coffee market. Therefore, the present study was conducted with non-chain coffee shop managers as main research participants.
This study adopted the Business Model Canvas in “Business Model Generation” written by Osterwalder and Pigneur, and published in 2012 by Good Morning Financial Publishing House. The Business Model Canvas formed the framework of the interview questions. The researcher interviewed seven non-chain coffee shop managers in Taichung city in order to realize the business model for the current non-chain coffee shop industry. Though analyzing interview data, this study identified five shortcomings in the business model for the current non-chain coffee shop industry. Some suggestions are provided for future non-chain coffee shop mangers by modifying the current business model.
