The Study of Competitive Strategy on Optical Enterprise -A Case Study on Eye Pay Company

[[abstract]]根據衛福部醫事司在2020年的統計數字，全台共有7321間眼鏡行，近年來除了台灣本土品牌的連鎖眼鏡公司及個人獨立店外，日本的連鎖眼鏡店也開始來台設點展店，吸引年輕族群消費，加入市場的品牌陸續增加，競爭相當激烈，學生從經營獨立店家起步，再搭上此風潮，也成立「愛配眼鏡」品牌，營運近6年時間，目前在全台共有3家門市，在面對眼鏡產業競爭變化，以及網路等媒體的多樣行銷方式下，傳統眼鏡店該如何轉型生存，是學生撰寫論文的動機，並以愛配眼鏡經營歷程，探討眼鏡店應該如何找到定位、凸顯特色及確立經營策略，並以商業模式中的價值主張、目標顧客、關鍵活動、資源及合作夥伴等項目為主體進行SWOT分析、波特五力分析，歸納出愛配眼鏡的轉型策略，希望藉由這樣的探討，對於台灣傳統眼鏡店的轉型提供啟發與參考。[[abstract]]In recent years, in addition to Taiwanese local brand optical chain companies and individual independent shops, Japanese optical chain shops have also begun to set up shop in Taiwan. Attracting young consumers, the number of brands entering the market has been increasing, and the competition is fierce. I started from operating independent stores, and also established the "Eye Pay" brand, which has been for 6 years. There are currently 3 stores now. In the face of the changes in the competition in the optical industry and the various marketing methods of the Internet and other media, how to transform and survive is the motivation for the students to write the thesis, and to discuss how the optical shops should be based on the business history of glasses. Find positioning, highlight features and establish business strategies, and conduct SWOT analysis and Porter's Five Forces analysis based on the value proposition, target customers, key activities, resources and partners in the business model, and summarize the transformation of the company Strategy, I hope that through this discussion, it can provide inspiration and reference for the transformation for Taiwan's traditional optical shops