Final Capstone Project (30%)

尋找真實世界的
「小鉤屋」

管理學不是課本上的文字，而是解決問題的工具。
你的任務：走出教室，為一家真實的組織進行經營診斷。

Find the Real-World
"Kohaze-ya"

Management is not just theory; it's a tool for solving problems.
Your Mission: Step out of the classroom and conduct a strategic diagnosis for a real organization.

核心任務與選題

這學期我們透過《陸王》看見了宮澤社長如何帶領一家百年老舖求生。期末專案的任務很簡單：尋找一家現實生活中的中小企業或組織，運用本學期學到的工具，為其進行全面的「經營診斷」並提出「未來策略」。

建議選題 (YES)

  • • 生活周遭的小店： 學校附近的咖啡廳、巷弄裡的獨立書店、排隊便當店。
  • • 在地品牌： 手工肥皂工作室、創業團隊、傳統小工廠。
  • • 組織社團： 運作面臨瓶頸的學生社團、系學會。
  • 標準：你可以實地觀察、能夠推估營收與成本、能夠接觸到經營現場。

避免選題 (NO)

  • • 大型跨國企業： Apple, Tesla, 台積電, 星巴克連鎖總部。
  • • 理由： 你無法接觸核心決策層，數據只能靠網路剪報，缺乏真實洞察。
  • 我們不要「新聞剪貼簿」，我們要「現場調查報告」。

The Mission & Selection

This semester, we watched "Rikuoh" to see how a century-old company survived. Your final mission is simple: Find a real-world SME (Small and Medium Enterprise) or organization, use the tools learned this semester to conduct a comprehensive "Strategic Diagnosis," and propose a "Future Strategy."

Recommended (YES)

  • • Local Shops: Cafes near campus, independent bookstores, busy lunch spots.
  • • Local Brands: Handmade soap studios, student startups, traditional workshops.
  • • Organizations: Student clubs or non-profits facing operational bottlenecks.
  • Criteria: You can observe on-site, estimate revenue/costs, and access the operational reality.

Avoid (NO)

  • • Giant Corporations: Apple, Tesla, TSMC, Starbucks HQ.
  • • Reason: You cannot access core decision-makers. Your data will be limited to online news (clippings), lacking real insight.
  • We don't want a "News Scrapbook"; we want a "Field Investigation Report."

如何進行實地診斷？

像個偵探一樣觀察，而不是只當個顧客。

  • 1

    駐點觀察法 (Observation)

    找個位子坐下來 1 小時。記錄：進來多少客人？客群是學生還是上班族？他們點了什麼？平均停留多久？

  • 2

    接觸點檢查 (Touchpoints)

    拿起菜單，設計邏輯清晰嗎？觀察店員，他們在空檔時在做什麼（滑手機 vs. 清潔）？這反映了管理與訓練。

  • 3

    訪談與互動 (Interview)

    在不打擾營運的前提下，禮貌詢問店員：「最近哪個產品賣最好？」或「尖峰時段通常是什麼時候？」

How to Conduct Field Diagnosis

Observe like a detective, not just a customer.

  • 1

    On-Site Observation

    Sit down for an hour. Record: How many customers? Demographics? What do they order? How long do they stay?

  • 2

    Touchpoint Audit

    Analyze the menu logic. Observe staff behavior during downtimes (on phones vs. cleaning). This reflects management.

  • 3

    Casual Interview

    Politely ask staff: "What's the best seller?" or "When is the busiest time?"

Field Observation
Financial Analysis

財務推估指南

老闆不會給你看報表，你要學會「費米推論 (Fermi Estimate)」。

  • 推算營收 (Revenue)

    客單價 × 座位數 × 翻桌率 × 營業天數
    例如：觀察到平均每人花 200 元，晚餐時段翻桌 2 次，30 個位子。即可推算晚餐營收。

  • 推算租金 (Rent)

    上「591 租屋網」查詢該商圈同坪數的店面租金行情。這是最準確的固定成本來源。

  • 尋找損益平衡點 (BEP)

    估算出固定成本（租金+人力）與變動成本（約佔售價 30-40%），就能算出這家店每天「睜開眼」要賣幾杯咖啡才不會賠錢。

Financial Estimation Guide

Owners won't show you books. Use "Fermi Estimation".

  • Revenue Estimation

    Ticket Size × Seats × Turnover Rate × Days
    Ex: Avg spend $200, 30 seats, 2 turnovers at dinner. Calculate daily revenue.

  • Rent Estimation

    Check real estate websites (e.g., 591) for similar rental rates in the area. This is your core Fixed Cost.

  • Find the BEP

    Estimate Fixed Costs (Rent+Labor) and Variable Costs (~30-40% of price). Calculate how many cups must be sold daily to survive.

診斷工具箱

利用以下每週課程工具進行分析。點擊按鈕可快速複習該週講義。

Diagnostic Toolkit

Use the weekly tools below. Click buttons to review.

1. 環境與策略

觀察：戰場在哪？威脅是誰？
工具：PEST、五力分析。

1. Context & Strategy

Observe: The battlefield? Competitors?
Tools: PEST, 5 Forces.

Review W01 Review W02

2. 價值主張

觀察：顧客為何而來？
工具：價值主張畫布 (VPC)。

2. Value Proposition

Observe: Why do they come?
Tools: VP Canvas, USP.

Review W03

3. 行銷與溝通

觀察：招牌、菜單、社群媒體。
工具：STP、行銷 4P。

3. Marketing

Observe: Signage, Menu, Socials.
Tools: STP, Marketing 4P.

Review W09

4. 組織與人

觀察：士氣、領導風格、分工。
工具：組織結構、領導。

4. People & Org

Observe: Morale, Leadership, Roles.
Tools: Org Structure, Leading.

Review W06 Review W10 Review W11

5. 營運流程

觀察：效率、浪費、供應鏈風險。
工具：QCDS、供應鏈。

5. Operations

Observe: Efficiency, Waste, Supply Chain.
Tools: QCDS, SCM.

Review W07 Review W12
Key

6. 財務生存

推估：算人頭、推算客單價/租金。
工具：損益平衡 (BEP)、現金流。

6. Finance

Estimate: Count heads, estimate costs.
Tools: BEP, Cash Flow.

Review W13

關鍵時程 (Timeline)

Important Dates

12/10 Tue 13:00-18:00

第一輪：策略初稿診斷

每組與 Sonic 老師面談。請準備：目標對象照片、初步觀察到的核心問題。禁止空手而來。

Round 1: Strategy Clinic

Group meeting with Sonic. Prepare: Target photos, initial core problems observed. Do not come empty-handed.

12/29 Sun 13:00-16:00

第二輪：財務與解方總檢

最後個別指導。請準備：推估出的財務數據 (BEP)、具體的改善建議方案。

Round 2: Final Polish

Final individual coaching. Prepare: Estimated financial data (BEP), concrete improvement proposals.

01/05 Sunday

最終交付 (Final Submission)

1. 完整專案報告書 (PDF)
2. 決策簡報檔 (Slides)

Final Deadline

1. Full Project Report (PDF)
2. Decision Slides

AI 協作提示

不要叫 AI 幫你寫報告，AI 不認識你家樓下的麵店。請這樣用：

  • 建立基準：「我正在分析台北的大學周邊咖啡廳。請問這類店家的平均翻桌率、租金佔比通常是多少？」
  • 訪談設計：「我想採訪老闆關於『供應鏈』的困難，請幫我設計 5 個不冒犯人但能問出深度的問題。」
  • 創意發想：「這家店的問題是平日下午沒人。請根據行銷 4P，提供 10 個低預算的促銷點子。」

AI Collaboration Tips

Don't ask AI to write the report; it doesn't know the noodle shop downstairs. Use it like this:

  • Benchmarking: "I am analyzing a cafe near a university in Taipei. What are the typical table turnover rates and rent ratios for this type of business?"
  • Interview Design: "I want to ask the owner about supply chain struggles. Design 5 polite but deep questions."
  • Ideation: "The shop is empty on weekday afternoons. Using Marketing 4P, suggest 10 low-budget promotion ideas."