Abstract

The Army Welfare Service (AWS) has been one of the important policies promoted vigorously by the R.O.C. (Taiwan) government. With the full implementation of the Mercenary System, how to improve the quality of welfare work will resonate with all the military officers and soldiers of the National Army, and its effect will directly affect the effectiveness of recruiting. Among them, the welfare stations and military camp stations created by the General Welfare Service Ministry of the Ministry of National Defense (MND) R.O.C. in various regions are the only service organizations in the National Army that can directly benefit military officers, soldiers and their families. In the face of the rapid growth of retail channel operators and changes in the overall sales pattern in the current market, how should the General Welfare Service Ministry of MND’s business model transform to meet the needs of consumers on the product side and the shopping model. This research explores the literature to understand how the General Welfare Service Ministry of MND R.O.C. can effectively transform its business model under the prerequisite of limited sales objects, so as to adopt more flexible business models and marketing strategies that can resonate with consumers, and ensure product quality and expand service categories at the same time, creating a win-win situation between the General Welfare Service Ministry of MND R.O.C. and consumers.

This study adopts a qualitative research method, and conducts in-depth interviews with three different types of subjects that are closely related to the transformation of the General Welfare Service. It is hoped to explore the value of the research, and provide specific transformation recommendations to be used as a reference for the future decision-making by the General Welfare Service Ministry of MND R.O.C. This study found that in addition to emphasizing product quality and price lower than the average market price, it should also focus on product promotion, and comprehensively upgrade the interior of the store with modern designs to attract young consumers. In addition, through the establishment of the NRA’s own brand image, the use of big data to create more diversified promotion methods, the provision of on-line payment consumption options and other active operational transformation measures, it can ensure sustainable operation and continue to benefit service recipients.

This work is licensed under a Creative Commons Attribution 4.0 License.