因家庭及社會結構的改變，臺灣人的外食人口比例逐年升高，但由於加入餐飲業的門檻過低，每年歇業比亦高達7%以上，暗指要在餐飲業競爭與取得優勢並非易事。因此，本研究旨在探討將PDCA(規劃-執行-查核-行動)循環導入臺灣小吃(小型餐飲業)是否能提升競爭優勢。本研究採質性研究，運用深度訪談，採立意抽樣，總共訪談7位餐飲業負責人—其中包括前麥當勞亞洲區副總裁與前達美樂研發及採購協理；2位連鎖餐飲集團負責人；以及3位餐飲業老闆。最後透過熟客焦點團體，找出研究個案所需改善的問題。
本研究透過內容分析法進行分析，研究結果發現與食安問題相較下，顧客更重視環境改善議題，代表過去數年間餐飲業的食材品質已逐漸取得顧客信任，與標榜食品安全相較之下，注重用餐環境改善對提升競爭優勢的效果更為顯著。至於流程改善、明確標示、人才效率提、利用外部資源、及服務改善對於競爭優勢皆有所助益。此外，本研究亦透過行動研究法，實地將PDCA循環導入研究個案，在2017年6月至2019年5月這段研究期，研究個案營收成長了22.29%，躍居UBER Eats 2019年營收前十名的單店，證實找出內部問題與不斷解決問題對提升餐飲業的競爭優勢有正相關。
本研究根據深度訪談與內容分析法進行分析，結合資源基礎理論、麥當勞的QSCV(品質-服務-清潔-價值)理論、與外部競爭優勢理論，提出一個適合餐飲業的競爭優勢理論架構，以茲後續研究進行批判與驗證。最後，本研究建議餐飲業近年來重視圖文並茂的網路或實體行銷，但強化自身的核心力對於未來的成長會更加穩健，與其侷限於開發新客源，提升顧客回購的比例更顯得重要，因此希冀未來研究可探究新餐飲時代所面臨的衝擊與可取得之機會。

As family and social structures change, the percentage of dining outside in Taiwan has risen gradually year by year. However, due to low threshold of entering into the dining industry, up to 7% or above of restaurants shut down every year, showing that it is not easy to earn advantages in competitions in the dining industry. In this paper, we aim at exploring whether introducing PDCA (plan-Do-Check-Action) to Taiwanese snacks (small-sized dining industry) can enhance competition advantages. On the other side, since this study is a qualitative study, in order to achieve effect of in-depth interviews, we have interviewed 7 principals in the dining industry. Those principals include the previous vice-president of Macdonald in Asia, the previous R&D and Purchase Associate General Manager of Domino, 2 principals of chain dining groups, and 3 owners in the dining industry. Along with one regular customer focus group, this study attempts to find out the problems that the study cases need to solve.
This study conducted analysis by means of content analysis; from the research results, it is found that the degree that the customers value environment improvement is higher than that in the food security issue. It shows that food material quality in the dining industry has gradually won the customers’ trust. Compared with featuring food security, emphasizing the dining environment has raised the competitive advantages even more significantly. As for work-flow improvement, clear label content, raising talented personnel’s working efficiency, utilizing the external resources, and improving service quality can help elevate competitive advantages even more significantly. Additionally, through action research method, this study introduced PDCA cycle into the study cases. From June, 2017, to May, 2019, the earning of the cases in this study has grown 22.29%. Plus the first 10 single stores in UBER Eats 2019, it is proven that the internal problems and ceaseless problem solving is positively correlated with raising competitive advantages in the dining industry.
Based on the in-depth interviews and content analysis, we conducted analysis. Combined with resource-based theory, Macdanold’s QSCV (Quality-Service-Cleanliness-Value) theory as well as the external competitive advantage theory, a competitive advantage theoretical framework diagram suitable for the dining industry has been proposed for the subsequent studies to criticize and verify. This study thus suggests that, since the dining industry has valued Internet and Physical Marketing with abundant images and text in recent years, strengthening the business’s core power can make growth in the future even more stable. In other words, instead of developing new customer resources, it is better raise the ratio of the customer’s repo. Therefore, the future studies should probe into the impact and opportunities of a new dining age.

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