完整後設資料紀錄
DC 欄位值語言
dc.contributor.author李億晨zh_TW
dc.contributor.author李靜姵zh_TW
dc.contributor.author黃文心zh_TW
dc.date114學年度第2學期zh_TW
dc.date.accessioned2026-10-08T05:29:09Z-
dc.date.available2026-10-08T05:29:09Z-
dc.date.submitted2026-10-08
dc.identifier.otherD1479884、D1392668、D1257420zh_TW
dc.identifier.urihttp://dspace.fcu.edu.tw/handle/2376/5210-
dc.description.abstract中文摘要 本專題報告探討產值 5,000 億美元的寵物經濟,以傳統店家「昭日咖啡」 為比較個案,點出傳統寵物餐飲業常面臨營運數據滯後、現場動線混亂及缺乏 數位口碑等管理痛點。為此,我們團隊模擬創立新創品牌「YC HUB」,自主研 發具備空間感知與 AI 營運分析的雲端 POS 系統,希望透過科技取代直覺式管 理,增強企業營運績效與競爭優勢。 系統建置過程中,我們以 iOS 為前端,搭配 Railway 雲端與 PostgreSQL 資 料庫,打造即時掌控帳務與庫存的神經中樞。系統上線後,我們透過雙月報表 進行深度的商品 ABC 交叉分析,發現極端的營運現況:像是「午睡美式」毛利 率高達 82% 卻缺乏鎖客機制,而店內靈魂商品「最愛肉泥」銷量極高但毛利 僅有致命的 13.5%,同時還有嚴重卡住廚房產能的低效熱食。 此外,後台數據更揭露了 NPS 滿意度問卷回收率僅有 1.5% 的數位口碑危 機。針對這些真實的系統數據,我們將進階 SWOT、行銷 7P 與麥肯錫 7S 等 商管模型化為具體的落地決策。在對外行銷上,我們捨棄傳統的價格戰,改用 價值導向定價與系統防呆機制,例如在會員 App 推出 10 杯 960 元的數位寄杯 來鎖定現金流;同時在 POS 系統後台設定肉泥禁止單點,強制顧客搭售飲品以 確保單筆客單價的綜合毛利。為拯救低迷的滿意度,系統會在顧客離店一小時 後自動推播贈送 5 點購物金,以微小成本換取大量的五星評價。 對內營運方面,我們下架低效熱食,導入廚房 KDS 延時預警,並將自助 點餐解放的外場勞動力,轉型為專業的異寵互動引導員。我們將企業文化定調 為「科技負責精準,人類回歸溫度」,讓系統防呆去抓錯,主管與員工則專注於 提升服務溫度與實踐動物福利。總結這次的模擬與開發經驗,我們對昭日咖啡 及傳統寵物餐飲業者提出幾項實質建議。首先是必須戒除憑直覺備料的習慣, 應透過數據勇敢淘汰備料繁瑣且卡住產能的低效品項,將工時聚焦在核心高毛 利商品上。 其次,面對高耗損的互動零食,不應單純漲價引發反彈,而該建立系統強 制搭售的邏輯來挽救毛利。最後,面對日益嚴格的法規,業界應積極將動物出 勤與福利紀錄數位化與透明化。zh_TW
dc.description.abstractAbstract This project explores the $500 billion pet economy by comparing a traditional pet cafe, "Zhaori Coffee," with our simulated startup, "YC HUB." Traditional operators often suffer from lagging data, chaotic service flows, and weak digital reputation. To resolve this, we developed a cloud-based POS system (using iOS, Railway, and PostgreSQL) featuring spatial awareness and AI-driven analysis to replace intuitive management with precise technology. Initial system data revealed critical operational imbalances through ABC cross- analysis. For example, high-margin flagship drinks like the "Nap Americano" lacked customer retention mechanisms, while the highly popular "Beloved Pet Puree" yielded a fatal 13.5% margin despite massive sales volumes. Furthermore, inefficient hot foods severely bottlenecked kitchen capacity, and the NPS response rate was merely 1.5%.Applying advanced frameworks like SWOT, the 7Ps of Marketing, and the McKinsey 7S, we implemented data-driven solutions. Externally, we abandoned traditional price wars in favor of value-based pricing. We introduced digital prepaid coffee plans (e.g., 10 cups for $960) within our member App to secure steady cash flow, and mandated drink-treat bundling in the POS to salvage transaction margins. To revive our online reputation, automated post-visit reward pushes offering 5 shopping credits were deployed, exchanging minimal costs for five-star reviews. Internally, we discontinued inefficient hot foods, integrated Kitchen Display System (KDS) alerts, and transitioned freed-up staff into professional exotic pet interaction guides. Guided by the philosophy, "Technology ensures precision, humanity restores warmth," the system handles error-prevention while staff focuses on service quality and animal welfare.Ultimately, we advise traditional pet caterers to abandon guesswork inventory, utilize data to bravely eliminate low-efficiency items that require tedious prep, focusing labor on core high-margin products. Furthermore, implement system- enforced bundling for high-wastage treats instead of risking price hikes, and actively digitize animal attendance and welfare records to meet stricter industry regulations.zh_TW
dc.description.tableofcontents目次 壹、 研究動機與目的 9 一、 研究個案公司之研究動機: ......................................................................................... 9 二、 研究個案公司之研究背景 .......................................................................................... 9 三、 市場現況 .................................................................................................................... 10 貳、 個案公司背景介紹 14 參、 POS 系統介紹及畫面 16 一、 基本資料 .................................................................................................................... 16 二、 系統架構圖 ................................................................................................................ 17 肆、 POS 系統開發之願景 24 一、 傳統營運問題 ............................................................................................................ 24 二、 POS 三大核心願景 .................................................................................................... 24 三、 系統開發核心架構 .................................................................................................... 25 三、 資訊系統的功能介紹與架構圖 ................................................................................ 27 伍、 POS 系統開發之功能 31 一、 功能清單(前端&後端&會員端) ............................................................................... 31 二、 功能清單(員工端) ...................................................................................................... 32 三、 系統操作流程 ............................................................................................................ 33 陸、 商業架構與市場定位 80 一、 商業模式九宮格 ........................................................................................................ 80 二、 STP 市場定位分析 .................................................................................................... 84 三、 波特五力分析 ............................................................................................................ 87 柒、 系統數據分析 90 一、 雙月財務與營運基本盤(總表) ............................................................................ 90 二、 成本結構與費用明細 ................................................................................................ 90 三、 人事工時消耗 ............................................................................................................ 91 四、 訂單與通路數據 ........................................................................................................ 91 五、 用餐型態分佈 ............................................................................................................ 91 六、 支付方式分佈 ............................................................................................................ 91 捌、 解決策略推導 96 一、 基礎 SWOT 分析 ...................................................................................................... 96 二、 TOWS 策略分析 ....................................................................................................... 98 玖、 行銷計畫執行(7P) 101 壹拾、 營運規劃(7S) 105 一、 軟性元素 .................................................................................................................. 105 七、 硬性元素 .................................................................................................................. 107 壹拾壹、結論與建議 108 一、 創業公司 (YC HUB ) 與 個案 (昭日咖啡) 比較 ................................................. 108 二、 在進貨、銷貨、庫存、退貨之說明與比較 (進銷存管理) .................................. 108 壹拾貳、對比較公司 (昭日咖啡) 營運績效之優缺點與實質建議 110 一、 營運優缺點說明 ...................................................................................................... 110 二、 給予昭日咖啡之實質營運建議 .............................................................................. 111 壹拾參、參考資料 112zh_TW
dc.format.extent116p.zh_TW
dc.language.isozhzh_TW
dc.rightsopenbrowsezh_TW
dc.subjectPOS 系統zh_TW
dc.subjectAI 營運分析zh_TW
dc.subject商品 ABC 分析zh_TW
dc.subject價值導向定價zh_TW
dc.subject數位口碑管理zh_TW
dc.subject麥肯錫 7S 模型zh_TW
dc.subjectPOS Systemzh_TW
dc.subjectAI Operational Analyticszh_TW
dc.subjectABC Cross-Analysiszh_TW
dc.subjectMcKinsey 7S Modelzh_TW
dc.subjectMarketing 7Pszh_TW
dc.title企業運用資訊科技提升營運績效之深度探討:以傳統個案「昭日咖啡」與新創「YC HUB」為例zh_TW
dc.title.alternativeFrom Intuition to Intelligence: Designing a Cloud POS System with AI Analytics for the Pet Café Industry — A Comparative Case Study of Zhaori Coffee and YC HUBzh_TW
dc.typeUndergraReportzh_TW
dc.description.course管理資訊系統zh_TW
dc.contributor.department企業管理學系, 商學院zh_TW
dc.description.instructor陳, 建文
dc.description.programme企業管理學系, 商學院zh_TW
分類:商114學年度

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