目前在學術領域中所發表關於零售業經營模式的論文，大多是針對一般綜合大型量販店進行分析，很少有針對專業型態DIY居家修繕及家飾用品零售業的商業經營模式進行深入探討及分析。本研究係以商業經營模式理論，分析居家修繕及家飾用品零售業的核心競爭力及商業經營模式，並以特力集團旗下之特力屋零售事業群個案公司為主要驗證對象。以分析居家修繕零售業在目前接近飽和的競爭市場及內外在環境變化及多樣化通路發展之下，如何能維持現有的經營績效，以及它如何對應顧客價值主張變動及如何正確掌握顧客的消費行為模式進而將顧客分群及調整營收模式及關鍵資源與關鍵流程之間的相互搭配及運用。
本研究所探討的商業模式理論，主要包括商業模式組成要素、朱魏商業模式組成要素、創新市場的白地策略及商業模式之創新架構四格理論為主。其中分析出主要關鍵要素為：以顧客價值主張、利潤公式、關鍵資源、關鍵流程，加上透過個案探討研究中，發現零售業所面對的是終端顧客，除了原本的顧客價值主張外，更應深入了解顧客需求，並運用資訊科技進行顧客分群，才能正確掌握顧客消費行為模式，其重要性是商業模式組成要素之中也應該重視的一個關鍵因素。對於經常面對終端顧客的零售業而言，如果無法了解顧客真正的需求，則無法轉變成以顧客導向之企業，亦將無法發揮其最大效益，所以顧客分群及顧客價值主張這兩者應相輔相成，才得以發揮其最大效益。
綜合上述的論述建構出適用於居家修繕及家飾用品零售業之商業經營模式，其中關鍵組成要素包括顧客價值主張、顧客分群、利潤公式、關鍵資源、關鍵流程，並以此五大關鍵要素來說明商業模式運作方式，並且分析比較居家修繕及家飾用品兩個零售業態的商業模式差異點。時代變化快速縮短企業的生命周期，創新已經是維持永續經營的必要手段，所以必須藉由商業模式的創新，培養新的核心能耐，進入全新的市場領域。

Most literatures for business models of retailers focused on general merchandise stores; few studies targeted at business models of specialized home improvement and decoration retailers. Based on business model theory, this thesis analyzed core competencies and business models of home improvement and decoration retailers in a case study of Test Rite Retail Group. This thesis analyzed how home retailers maintained operation performance in a nearly saturated market, changing environment and diversified channel development. We also proposed how home retailers reacted to changing customer value proposition and held exactly in hand the customers’ behaviors for further customer segmentation, revenue model adjustment and collaboration of key resources and key processes.
Business model theories studied in this thesis included Hamel business model, Wei-Zhu business model, white space strategy in innovative market and 4-box model in business model innovation. Key elements found in the study included customer value proposition, profit formula, key resources and key processes. Moreover, retailers, facing end customers, should investigate customer needs and use information technology in customer segmentation to know customers’ behaviors better. If the real customer demands were not understood, retailers could not become a customer-oriented business, and thus could not yield best interest. Therefore, customer segmentation and customer value proposition complemented each other to achieve maximum benefits for the enterprise.
Accordingly, business models were created for home improvement and decoration retailers. Operation of these models was illustrated by five key elements: customer value proposition, customer segmentation, profit formula, key resources and key processes. We also compared the differences between business models for home improvement and home decoration retailing businesses. Time changes fast, the life cycle of business shortens significantly, and innovation becomes necessary for sustainable management. In conclusion, business model innovation is required to develop new core competencies and brand new market.

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