台灣健身產業近年高速成長，2024年全台健身中心總銷售額達186.6億元，市場競爭日趨激烈，數位科技的導入已成為加盟業者建立差異化優勢的核心手段。本研究以女性健身連鎖C品牌（本文匿稱「C品牌」）台灣東部兩家加盟分店（A分店採直接商業化策略，B分店採免費試用後轉換策略）為研究對象，探討第五代i私教智能教練系統導入後，對服務品質、會員體驗與營運績效的影響，以及健康數據跨域應用於外溢保單的初步可行性。
本研究採取多重個案研究設計，觀察期間為2025年11月至2026年4月，以業務檔案分析、宇康醫電i私教後台訓練數據（2026年2月至4月），以及深度訪談6位受訪者進行三角驗證。研究架構以顧客體驗旅程架構（Lemon & Verhoef, 2016）為核心分析視角，採多重個案研究法（Yin, 2018）進行三角驗證。
主要研究發現如下：其一，在服務品質與會員體驗方面（RQ1），本研究以顧客體驗旅程三接觸點分析i私教系統的影響：在購前接觸點，量化服務承諾的具象化使A分店每月新銷售個數大幅增至13個（+143.8%）；在購中接觸點，IoT感測器全程採集使教練指導從主觀評估轉為客觀數據，宇康醫電後台顯示訂閱會員的ROM關節活動度分數三個月從66分提升至77分（+16.7%），同齡百分位PR值從74.98提升至83.24（+11.0%）；在購後接觸點，LINE OA即時訓練報告的數位延伸觸達使A分店每週平均運動次數呈正向（+2.0%），服務從線性交付升級為數位閉環體驗旅程。
其二，在營運績效方面（RQ2），雙分店在i私教訂閱率與整體營收上均呈現正向成長：A分店SR從17.59%提升至30.27%（+12.68PP），月總營收成長15.3%，新銷售個數月均成長143.8%；B分店SR從35.14%提升至45.56%（+10.42PP），ARPU提升13.0%，月總營收成長8.6%。雙策略路徑的比較觀察顯示：A分店（直接商業化）在TAM擴張與新銷售激活方面呈現較佳表現；B分店（免費試用後轉換）在SR絕對值與ARPU方面呈現較高水準。惟兩分店在教練人事組成、會員母體特性及其他環境因素上亦存在差異，本研究受限於個案研究設計，上述績效差異宜保守視為描述性關聯，而非策略路徑本身的直接因果效果。
其三，在外溢保單可行性方面（RQ3），本研究確認i私教系統所累積的METs數據（週均471.66→500.83，整體上升趨勢確立）已達台灣人壽可行性評估所要求的技術就緒標準，具備作為外溢保單計算依據的初步潛力；然而數據隱私合規、外溢因子監理論證，以及道德風險防制，構成規模化落地的三大結構性挑戰。
本研究的理論貢獻在於：以雙個案比較設計驗證顧客體驗旅程理論於女性健身服務場域的適用性，並建構「健康即保險」跨域商業模式的分析框架。實務貢獻在於：提出健身產業經營者、教練與前線服務人員，以及保險與跨產業合作方三方利害關係人的具體行動建議，為台灣女性健身產業的數位轉型提供可操作的指引。

Taiwan's fitness industry has experienced rapid growth in recent years, with total fitness center revenues reaching NT$18.66 billion in 2024. As market competition intensifies, digital technology adoption has become a critical means for franchise operators to establish differentiated competitive advantages. This study investigates the impact of the fifth-generation i-Coach Intelligent Coaching System on service quality, member experience, and operational performance at two franchise branches of a female-only fitness chain (anonymized as "Brand C") in eastern Taiwan—Store A adopting a direct commercialization strategy and Store B adopting a free-trial-then-convert approach—as well as the preliminary feasibility of applying health data to spillover insurance products.
This study employs a multiple case study design (Yin, 2018) covering the period from November 2025 to April 2026. Data triangulation was conducted through business archive analysis, i-Coach backend training data from YuKang Medical Electronics (February to April 2026), and in-depth interviews with six participants. The Customer Experience Journey framework (Lemon & Verhoef, 2016) serves as the core analytical lens, and a multiple case study method (Yin, 2018) is adopted for triangulation.
The principal findings are as follows. First, regarding service quality and member experience (RQ1), this study analyzes the impact of the i-Coach system across three customer journey touchpoints. At the pre-purchase touchpoint, the concretization of quantified service commitments contributed to a 143.8% increase in monthly new sales at Store A. At the in-store touchpoint, continuous IoT-based data collection transformed coach guidance from subjective assessment to objective precision: backend data shows that subscribing members' ROM scores improved from 66 to 77 points (+16.7%) and peer percentile rankings rose from 74.98 to 83.24 (+11.0%) over three months. At the post-purchase touchpoint, LINE OA's personalized training reports generated a positive trend in weekly workout frequency at Store A (+2.0%), upgrading the service model from linear delivery to a digital closed-loop experience journey.
Second, regarding operational performance (RQ2), both stores demonstrated positive growth in subscription rates and overall revenues. Store A's i-Coach subscription rate (SR) rose from 17.59% to 30.27% (+12.68 percentage points), with monthly total revenue growing 15.3% and monthly average new sales increasing 143.8%. Store B's SR rose from 35.14% to 45.56% (+10.42 percentage points), with ARPU growing 13.0% and monthly total revenue increasing 8.6%. Comparative observations between the two strategic pathways suggest that Store A (direct commercialization) demonstrated stronger performance in member base (TAM) expansion and new client acquisition, while Store B (free-trial-then-convert) achieved a higher absolute SR level and greater ARPU growth. However, the two stores also differed in coach staffing composition, member population characteristics, and other environmental conditions. Given the limitations of a case study design without full control of confounding variables, these performance differences should be interpreted conservatively as descriptive associations rather than direct causal effects of the respective strategic pathways.
Third, regarding spillover insurance feasibility (RQ3), this study confirms that the METs data accumulated by the i-Coach system (weekly average trending from 471.66 to 500.83, establishing an overall upward trajectory) meets the technical readiness standards required by Taiwan Life Insurance's feasibility assessment, demonstrating preliminary potential as a basis for spillover insurance calculation. However, data privacy compliance, regulatory validation of spillover factors, and moral hazard prevention constitute three structural challenges constraining large-scale implementation.
The theoretical contribution of this study lies in validating the applicability of the Customer Experience Journey theory within the women's fitness service domain through a dual-case comparative design, and in constructing an analytical framework for the "Health as Insurance" cross-domain business model. The practical contribution consists of actionable recommendations for three stakeholder groups—fitness franchise operators, frontline coaches and service staff, and health insurance and cross-industry partners—providing operational guidance for the digital transformation of Taiwan's women's fitness industry.

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