台灣餐飲業長期面臨人力短缺問題，傳統營運模式高度依賴人力配置，導致營運效率與服務品質難以穩定提升。隨著疫情加速數位化浪潮，愈來愈多業者開始導入數位工具以改善營運瓶頸與顧客服務流程。然而，在數位轉型的過程中，企業普遍面臨資源有限與數位工具應用不當的挑戰。
本研究旨在探討數位轉型如何優化餐飲業營運模式，並分析企業在資源限制下如何制定有效的數位導入策略。本研究採用質性研究之透過多個案的，以「數位轉型」與「營運模式」為理論基礎，探討三個不同規模的個案在導入數位化工具時如何驅動營運模式優化，在數位轉型歷程中的差異，探討其因應資源條件、管理能力與成長階段所採取之導入策略與應用層次，建構出適合餐飲業的數位營運模式框架，提供業者評估現有營運模式，制定自身的數位化轉型計畫。究結果指出，不論企業規模大小，數位轉型的核心在於提升營運效率與強化顧客價值，唯有結合組織條件與成長階段，採取分階段導入與持續優化策略，方能真正發揮數位工具效益，實現營運模式的重塑與競爭力的強化。

Taiwan’s food and beverage industry has long faced labor shortages, with traditional operations heavily reliant on manual processes. The COVID-19 pandemic accelerated digital adoption, prompting many businesses to introduce digital tools to improve efficiency and customer service. However, challenges such as limited resources and improper implementation remain common.
This study adopts a qualitative multiple-case approach to explore how three F&B businesses of different sizes implement digital tools to optimize their operating models. It examines how they adapt strategies based on resource constraints, management capabilities, and growth stages. The findings lead to a practical framework for digital transformation in the F&B sector.Results show that digital transformation, when aligned with organizational conditions and phased implementation, can effectively enhance efficiency and customer value, leading to improved competitiveness.

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