本研究以三商家購旗下美廉社導入電子價卡（Electronic Shelf Label, ESL）為個案，探討台灣零售業在數位轉型過程中，導入電子價卡前後之營運差異與實務挑戰。面對少子化與高齡化所造成的人力結構改變、傳統紙本標籤作業效率不足、線上通路競爭加劇，以及永續經營壓力提升等環境變化，美廉社於全台門市導入電子價卡，藉此回應零售現場在人力、效率、價格一致性與無紙化營運上的需求。
本研究採用質性研究為主、量化資料為輔之混合研究方法。質性部分透過兩階段半結構式訪談，蒐集美廉社門市店長、督導、正職員工與兼職員工對電子價卡導入前後作業流程、技術適應與組織支援之實際經驗；量化部分則引用個案公司提供之員工端與顧客端問卷資料，作為交叉驗證依據。研究並結合數位轉型五步驟架構，以及人員、流程、技術三構面，分析美廉社電子價卡導入歷程中的成功因素與限制。
研究結果顯示，電子價卡導入後，門市標籤更換作業由過去仰賴人工逐一替換，轉為由總部後台統一同步，大幅縮短換價工時，並降低標價錯誤與客訴風險。問卷結果亦顯示，顧客端整體滿意度呈現顯著提升，尤其在科技化、現代化與環保形象上有明顯成長；員工端雖然整體滿意度提升未達統計顯著水準，但在工作效率、操作便利性與資訊錯誤感知方面仍呈現正向改善。
然而，亦發現電子價卡導入並非單純的硬體替換，而是涉及組織流程與第一線使用情境的系統性變革。訪談結果指出，導入後仍存在價卡介面設計不夠直觀、促銷資訊辨識不清、商品條碼移除造成盤點不便、備品補發與報修流程不一致、區域支援資源分配不均，以及兼職人員排班時數受影響等問題。這些挑戰顯示，數位轉型若缺乏第一線員工參與、持續回饋機制與完善後勤支援，將可能削弱技術導入所帶來的整體效益。
整體而言，美廉社電子價卡導入案例展現了零售業透過數位工具提升營運效率、改善價格資訊一致性，並強化品牌科技與永續形象的可能性；同時也說明，數位轉型的成敗不僅取決於技術部署速度，更仰賴組織溝通、流程再設計、員工參與及後續優化機制。本研究期望透過美廉社個案，提供台灣零售業者未來導入電子價卡與推動數位轉型時之實務參考。

This study examines the implementation of Electronic Shelf Labels (ESL) at Simple Mart, a retail brand under Mercuries & Associates, as a case study of digital transformation in Taiwan’s retail industry. In response to labor shortages caused by demographic changes, inefficiencies in traditional paper price-label operations, increasing competition from online retail channels, and growing pressure for sustainable operations, Simple Mart introduced ESL across its stores to improve labor efficiency, pricing accuracy, operational consistency, and paperless store management.
This study adopts a mixed-methods approach, with qualitative research as the primary method and quantitative data as supplementary evidence. The qualitative analysis is based on two rounds of semi-structured interviews with store managers, supervisors, full-time employees, and part-time employees, focusing on changes in store operations, technical adaptation, and organizational support before and after ESL implementation. The quantitative analysis uses employee and customer survey data provided by the case company to support and cross-validate the interview findings. In addition, this study applies digital transformation frameworks, including the five-step transformation process and the People-Process-Technology framework, to analyze the key success factors and limitations of Simple Mart’s ESL implementation.
The findings show that after the introduction of ESL, store price-label replacement shifted from manual paper-based operations to centralized digital updates managed by headquarters. This significantly reduced the time required for price changes and lowered the risk of pricing errors and customer complaints. Survey results also indicate a significant improvement in customer satisfaction, especially in perceptions of technological advancement, modernity, and environmental friendliness. Although the increase in employee satisfaction did not reach statistical significance, employees still reported positive improvements in work efficiency, ease of use, and reduced concerns about pricing errors.
However, the study also finds that ESL implementation is not merely a hardware replacement, but a broader organizational transformation involving store-level workflows and user experience. Interview results reveal several challenges, including unclear interface design, insufficient readability of promotional information, inconvenience caused by the removal of product barcodes, inconsistent repair and spare-part management, uneven support across store regions, and the impact of automation on part-time employees’ working hours. These issues suggest that without frontline employee participation, continuous feedback mechanisms, and sufficient operational support, the benefits of digital technology may be weakened.
Overall, the case of Simple Mart demonstrates how ESL can enhance operational efficiency, improve pricing consistency, and strengthen a retailer’s technological and sustainable brand image. At the same time, it shows that the success of digital transformation depends not only on the speed of technology deployment, but also on organizational communication, process redesign, employee engagement, and continuous improvement mechanisms. This study aims to provide practical implications for Taiwanese retailers planning to adopt ESL or pursue broader digital transformation initiatives.

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