We use computers to select our steak! The Wang Steak Group has leveraged e-enablement to build itself into Taiwan’s largest restaurant chain牛排用電腦選的喔 王品集團E化工程 打造台灣最大的餐飲王國
今年王品集團的營業目標上看50億元，包括台灣72家分店，年營業額可達38億元，而大陸26家分店，預估年營業額可達12億元，今年台灣又有一個中式餐飲品牌誕生。王品幾乎是自行研發整個IT工程的建置，投資成本在2、3千萬元間，但是也因此蟬連台灣最大餐飲集團寶座。此外，明年王品將展開「品牌授權」業務，王品下一階段e化重點是ERP建置，是龐大的IT工程。
This year, the Wang Steak Group expects to post annual sales in excess of NT$5 billion, with Wang Steak’s 72 stores in Taiwan contributing NT$3.8 billion and the Group’s 26 stores in China contributing another NT$1.2 billion. 2009 will thus be the year in which another Chinese-style restaurant brand rises to prominence. Wang Steak has developed almost all of its IT processes in-house, investing around NT$20 – 30 million to do so; it is this investment that has enabled Wang Steak to establish itself as Taiwan’s largest restaurant chain. Next year, Wang Steak intends to begin brand licensing operations. In its e-enablement operations, Wang Steak will now be shifting its focus to ERP system establishment, which represents a large-scale undertaking.
董事長戴勝益說：「王品當初想發展多個餐飲品牌，加上差異化分眾行銷，為確保每個品牌各具特色，在IT系統的建置比同業複雜，但研發成功後的企業e化模式，就是項寶貴的資產。」
Wang Steak Chairman Tai Sheng-Yi explains that: “Wang Steak’s original idea was to develop several different restaurant brands so as to tailor its marketing to different consumer segments. The need to ensure that each brand had its own unique character has made IT system deployment more complex than it is for our competitors. However, the successful e-enablement model that we have developed represents an enormously important asset for us.”
2000年是王品集團的IT元年。在國外開始流行的VolP網路電話，國內企業還很少人用，但王品完成全台餐飲業第一套商用VolP系統，總公司跟各分店的通話全採內部網路通訊，光電話費就省了2百多萬元。
2000 was “IT Year One” for the Wang Steak Group. By 200, VoIP Internet telephony was already in widespread use in other countries, but very few businesses in Taiwan were using it. Wang Steak became the first restaurant chain in Taiwan to establish its own commercial VoIP system, with Internet telephony being used for all communication between the group’s headquarters and the individual restaurants. The adoption of this new system saved the company over NT$2 million in telephone charges.
戴勝益在王品牛排站穩市場後，2003年成立了「西堤牛排」及「陶板屋」；隨著品牌增加，CRM扮演了守門員角色。2004年因「原燒」燒肉、「聚」火鍋2個新品牌的加入，戴勝益要求公司CRM的升級，內部BPM（Business process management企業流程管理）及SCM（Supply Chain Management供應鏈管理）的運用。
Having firmly established Wang Steak’s position as the leading steak restaurant chain in Taiwan, in 2003 Tai Sheng-Yi went on to establish the “TASTy” restaurant chain and the “Taoban” restaurant chain. With the creation of these new brands, CRM has become increasingly important. Following the introduction of two more brands – the “YuanShao” barbecued meat restaurant chain and the “Giguo” hotpot chain, Tai insisted that the company upgrade its CRM system, while also introducing new business process management (BPM) and supply chain management (SCM) systems.
其中，SCM對王品食材的採購成本控制更顯重要，因為王品在2005年經營策略做調整，開拓中低單價連鎖餐廳，建置全球農產食材情資系統，提昇效率、減少庫存成本。
SCM plays a particularly important role in helping Wang Steak to control is food materials purchasing costs, because in 2005 the group adjusted its business strategy towards a new focus on mid-range and low-priced chain restaurants. To support this change, Wang Steak established a global agricultural and food products information system, which has helped to strengthen efficiency and reduce inventory costs.
This year, the Wang Steak Group expects to post annual sales in excess of NT$5 billion, with Wang Steak’s 72 stores in Taiwan contributing NT$3.8 billion and the Group’s 26 stores in China contributing another NT$1.2 billion. 2009 will thus be the year in which another Chinese-style restaurant brand rises to prominence. Wang Steak has developed almost all of its IT processes in-house, investing around NT$20 – 30 million to do so; it is this investment that has enabled Wang Steak to establish itself as Taiwan’s largest restaurant chain. Next year, Wang Steak intends to begin brand licensing operations. In its e-enablement operations, Wang Steak will now be shifting its focus to ERP system establishment, which represents a large-scale undertaking.
董事長戴勝益說：「王品當初想發展多個餐飲品牌，加上差異化分眾行銷，為確保每個品牌各具特色，在IT系統的建置比同業複雜，但研發成功後的企業e化模式，就是項寶貴的資產。」
Wang Steak Chairman Tai Sheng-Yi explains that: “Wang Steak’s original idea was to develop several different restaurant brands so as to tailor its marketing to different consumer segments. The need to ensure that each brand had its own unique character has made IT system deployment more complex than it is for our competitors. However, the successful e-enablement model that we have developed represents an enormously important asset for us.”
2000年是王品集團的IT元年。在國外開始流行的VolP網路電話，國內企業還很少人用，但王品完成全台餐飲業第一套商用VolP系統，總公司跟各分店的通話全採內部網路通訊，光電話費就省了2百多萬元。
2000 was “IT Year One” for the Wang Steak Group. By 200, VoIP Internet telephony was already in widespread use in other countries, but very few businesses in Taiwan were using it. Wang Steak became the first restaurant chain in Taiwan to establish its own commercial VoIP system, with Internet telephony being used for all communication between the group’s headquarters and the individual restaurants. The adoption of this new system saved the company over NT$2 million in telephone charges.
戴勝益在王品牛排站穩市場後，2003年成立了「西堤牛排」及「陶板屋」；隨著品牌增加，CRM扮演了守門員角色。2004年因「原燒」燒肉、「聚」火鍋2個新品牌的加入，戴勝益要求公司CRM的升級，內部BPM（Business process management企業流程管理）及SCM（Supply Chain Management供應鏈管理）的運用。
Having firmly established Wang Steak’s position as the leading steak restaurant chain in Taiwan, in 2003 Tai Sheng-Yi went on to establish the “TASTy” restaurant chain and the “Taoban” restaurant chain. With the creation of these new brands, CRM has become increasingly important. Following the introduction of two more brands – the “YuanShao” barbecued meat restaurant chain and the “Giguo” hotpot chain, Tai insisted that the company upgrade its CRM system, while also introducing new business process management (BPM) and supply chain management (SCM) systems.
其中，SCM對王品食材的採購成本控制更顯重要，因為王品在2005年經營策略做調整，開拓中低單價連鎖餐廳，建置全球農產食材情資系統，提昇效率、減少庫存成本。
SCM plays a particularly important role in helping Wang Steak to control is food materials purchasing costs, because in 2005 the group adjusted its business strategy towards a new focus on mid-range and low-priced chain restaurants. To support this change, Wang Steak established a global agricultural and food products information system, which has helped to strengthen efficiency and reduce inventory costs.