台灣便利商店產業高度飽和且競爭激烈，總部必須透過制度化的商業模式設計來維持展店能力與體系穩定。在加盟主來源有限、展店品質要求提高的情況下，統一超商（7-Eleven）於 2020 至 2024 年間積極推動多店加盟制度（Multi-Unit Franchising, MUF），以提升營運成熟度、降低管理風險並強化展店速度。本研究以商業模式帆布圖（Business Model Canvas, BMC）為上位分析架構，探討總部如何在商業模式各構面配置制度資源，以支援加盟主跨店經營並形成可複製的營運模式。
本研究採質性個案研究方法，蒐集制度文件、公開資料及深度訪談內容進行分析。研究結果顯示，多店加盟制度並非單一制度項目，而是透過商業模式六大構面共同呈現多店加盟制度的主要制度配置。制度透過價值主張強調加盟主跨店經營帶來的效率與穩定性；以經驗、人力與標準化流程作為關鍵資源；以跨店管理與制度化訓練形成關鍵活動；透過互信合作形成合作關係；並在成本與收益面上，使加盟主獲得規模效益，有助於提升展店穩定度與制度落地品質。此制度化組合使加盟主能穩定複製營運模式，也使總部得以在飽和市場中維持成長。
理論上，本研究補充了過去多著重治理視角的多店加盟文獻，提出以商業模式理解制度配置與價值創造的新觀點。實務上，本研究揭示多店加盟制度如何透過訓練、資源配置與管理機制支援加盟主跨店經營，可供連鎖企業規劃展店策略與制度設計參考。

The convenience store industry in Taiwan has reached a highly saturated and intensely competitive stage, requiring franchisors to rely on institutionalized business model design to maintain expansion capability and system stability. Amid limited franchisee supply and rising expectations for store quality, 7-Eleven Taiwan actively promoted the Multi-Unit Franchising (MUF) system between 2020 and 2024 to enhance operational maturity, reduce managerial risks, and strengthen expansion momentum. This study adopts the Business Model Canvas (BMC) as the overarching analytical framework to examine how the franchisor allocates institutional resources across business model components to support franchisees’ multi-store operations and enable a replicable operating model.
Using a qualitative case study approach, this research analyzes institutional documents, publicly available materials, and in-depth interviews. The findings reveal that the MUF system is not a single institutional mechanism but a set ofinterrelated institutional configurations manifested across the six components of the business model. The system emphasizes efficiency and operational stability as its core value proposition; draws on experience, manpower, and standardized processes as key resources; and relies on cross-store management and institutionalized training as key activities. Through trust-based collaboration, the franchisor and franchisees form a reinforced partnership, while cost and revenue structures allow franchisees to benefit from economies of scale, thereby improving expansion stability and institutional implementation quality. This institutionalized configuration enables franchisees to consistently replicate operating practices and allows the franchisor to sustain growth in a saturated market.
Theoretically, this study supplements MUF research that has traditionally focused on governance issues by introducing a business-model-oriented perspective on institutional configuration and value creation. Practically, the findings illustrate how the MUF system supports franchisees through training, resource allocation, and management mechanisms, providing valuable implications for chain enterprises designing expansion strategies and institutional support systems.

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