台灣以中小企業為大宗，對於台灣民生經濟有顯著的影響。然而，企業在面臨外部環境變動時，需要快速應對的反應能力。根據價值創新理論，中小企業可以透過這樣的策略思維，來幫助企業跳脫既有的產業結構現況，為企業創造持續成長的可能性。然而過去關於價值創新的文獻研究，多著重在大型的國際企業，對於中小企業則多以競爭策略思維來探討，再加上台灣有近9成比例為中小企業，中小企業的個案研究在台灣扮演著相當重要的角色。故本研究希望能透過「價值創新」作為理論基礎，來探討中小企業如何透過價值創新持續獲得發展動能？
本研究將採用質性研究中的單一個案研究法，並以食品零售業中與糕餅相關的明新食品作為研究對象，來分析價值創新的策略思維及行動架構，創造新的顧客價值，為企業帶來突破發展並創造實質效益。
明新食品在過去的歷史中不斷轉換經營方向，最早從雜貨店鋪轉向中西式結合的麵包店，再到自己做品牌，開闢伴手禮市場。近兩年則靠著二代店鋪的轉型，透過ERRC的四項行動架構，分別是消除(Eliminate)過多客製化服務、減少(Reduce)產品項目、提升(Raise)店鋪氣氛、創造(Create)現場烘培的展示間(Show room)，來翻轉老舊品牌形象，並重新定義顧客需求，拉攏年輕族群市場。
本研究發現在價值創新思維之下，並沒有將重心放在顧客之間的差異，而是找到彼此所重視的共通點。更重要的是在決策時不能只考量顧客，更應全面性考量所有利害關係人。通過改善某些特定要素及流程，為利害關係人創造與提供獨特以及不同於其他競爭對手的價值，然而，卻不一定是為了嶄新的藍海市場。

Small and medium-sized enterprises (SMEs) mainly consist of the enterprises in Taiwan. Enterprises need to react the challenge from external and internal environment much more quickly than before. SMEs can use their high flexibility to respond the emergencies. According to the "Value Innovation", SMEs can break the existing industrial structure and create sustainable growth.
However, literature on value innovation mostly focused on large enterprises. Thus, this research trys to take "value innovation" as the theoretical basis to analize how SMEs can obtain sustainable development momentum.
This study is based on qualitative research with a single-case study. This study focuses on Min-Sin, the enterprise in food retail industry, as the research object. We can learn more details about the process of enterprise transformation, and how value innovation and its action structure can assist enterprise establish new structure and bring about sustainable growth.
In the past, Min-Sin transformed from the grocery store to Chinese and western style bakery, and then built their own brand. In recent, Min-Sin transformed the old shops into new style. Through the four action structures of ERRC, Min-Sin redifines customer need and attracts the young market.
This study deeply discusses and analyzes how enterprise in fierce competition can obtain development momentum through the value innovation strategy. It doesn’t focus on the differences between customers but the common points. By improving some elements and processe, enterprise can create and provide unique and different values to their stakeholders.

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