本研究探討台灣高接觸型傳統零售業在面臨數位經濟衝擊、電商低價競爭及2025年超高齡社會到來的多重挑戰下，如何透過營運模式創新與服務機制再造，重構競爭優勢並實現跨領域轉型。本研究以台灣鞋履連鎖龍頭阿瘦皮鞋為個案研究企業，採取質性研究，透過高階經理人深度訪談，並交叉驗證公開資料。
本研究將阿瘦皮鞋的演進分為三個核心時期：一為傳統零售與首次轉型時期（1952–2017），以「產品本位」透過「四零策略」落實輕資產營運與全通路佈局；二為健康與服務轉型時期（2018–2022），轉向「服務本位」導入足部量測大數據，並提出「服務即服務（SAAS）」之服務研發概念；三為品牌價值再造與智慧健康時期（2023–至今），跨足「智慧健康醫療生態系」，結合AI步態演算與足壓風險評估，建立雙向醫療轉介新營運模式。
本研究整合商業模式九宮格（Business Model Canvas, BMC）與服務利潤鏈（Service Profit Chain, SPC）雙重理論架構進行分析。結果顯示，BMC 界定了跨領域轉型的資源配置藍圖，而 SPC 則實證了由內而外的動態因果機制：透過工作再設計、專業賦能之轉型，提升員工職業尊榮感與穩定度維持服務一致性與連續性，進而轉化為高質感的外部服務價值與高顧客黏著度。此動態傳導鏈最終實質回饋於財務體質，強化個案企業營收結構，在內需零售景氣趨緩下建立強大護城河。最後，本研究提出「專業零售化」與「服務研發」轉型範本，為傳統產業重塑品牌價值與永續營運提供實質參考。

This study investigates how high-contact traditional retail enterprises in Taiwan reconstruct competitive advantages and achieve cross-industry transformation through business model innovation and service reengineering under the challenges of the digital economy, e-commerce competition, and a super-aged society. Taking A.S.O. Footwear as a case study, this qualitative research conducts senior executive interviews and cross-verifies public data.
This study divides three evolutionary phases of A.S.O. Footwear: (1) Traditional retail (1952–2017), product-centric, utilizing an asset-light "Four Zeros Strategy" and omnichannel layout; (2) Health and service transformation (2018–2022), service-centric, implementing foot-measurement big data and the "Service-as-a-service (SAAS)" concept; and (3) Smart health (2023–Present), expanding into a "Smart health and medical ecosystem" that integrates AI gait algorithms to establish a bidirectional medical referral operational model.
Integrating the Business Model Canvas (BMC) and Service Profit Chain (SPC), the analysis shows that BMC defines the resource configuration blueprint, while SPC validates the dynamic inside-out causal mechanism. Specifically, job redesign and professional empowerment enhance employee pride and stability, maintaining service consistency and continuity, which translates into high-value external services and deep customer stickiness. This transmission chain ultimately strengthens the enterprise's revenue structure, building a powerful moat amid a retail slowdown. Finally, this study proposes transformation paradigms of "Retail Professionalization" and "Service R&D" as references for traditional industries to reshape brand value and sustainable operations.

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