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系統識別號 U0002-1307200513141400
中文論文名稱 台灣地區之量販店競爭策略之探討
英文論文名稱 Hypermarket Operators` Competitive Strategies In Taiwan Market
校院名稱 淡江大學
系所名稱(中) 國際貿易學系國際企業學碩士班
系所名稱(英) Department of International Trade
學年度 93
學期 2
出版年 94
研究生中文姓名 安南
研究生英文姓名 Anar Rzayev
學號 692481814
學位類別 碩士
語文別 中文
第二語文別 英文
口試日期 2005-05-27
論文頁數 90頁
口試委員 指導教授-林志鴻
指導教授-賴錦璋
委員-高少凡
委員-蔡政言
中文關鍵字 量販店  競爭策略  成長策略 
英文關鍵字 hypermarkets  competitive strategies  growth strategies 
學科別分類 學科別社會科學商學
中文摘要 量販店產業在台灣有超過13年的歷史。第一個進駐的量販店是來自荷蘭
Makro特級市場,於1989年設立。 之後台灣市場吸引了來自歐洲和北美國,導致量販店發展到現在,在零售產業的佔有率已超過了22%。根據2003年的統計, 大型零售商數量為97。同時,量販店數量的增長亦帶動了量販店的競爭,因此,引起一些本地量販店經營者和荷蘭萬客隆(Makro)的倒閉。現下大潤發(R-Mart),家樂福(Carrefour),遠東愛買(Aimai Geant),特易購(Tesco)科和Costco(好市多) 則支配了台灣的量販店產業。
由於那些次零售商的成功,顯示為了取得高競爭性和發展性,各個公司需有不同的策略。因此研究目的是透過個案研究,以家樂福、大潤發、愛買吉安、特易購、好市多,作為研究對象,並且探討這些量販店經營者採用哪些競爭和成長策略,並分析這些策略哪些是最好的。
本研究得出下列結論︰
1) 差異化可建立獨特性的競爭優勢,為取得更高銷售額及競爭力之最佳策略。
2) 混合發展為增加量販店數量、擴大市場份額,並且取得每家大賣場最高銷售率的最佳成長策略。
本研究結果支持具有競爭性和發展策略在確定零售商能力和優勢過程中為極重要的想法。

英文摘要 Hypermarket industry has more than 13 years of history in Taiwan. The first hypermarket to setup its business was Dutch Makro Hypermarket , in 1989. Since then Taiwan market has attracted other retailers from Europe and Northern America, resulting in growth of hypermarket industry to occupy over 22 percent in the modern retail industry. In 2003, the numbers of large format retail outlets were 97.Meanwhile, growing number of hypermarkets accompanied with growing rivalry, too. Therefore, causing to some local hypermarkets and Dutch Makro operators shut down their stores. Now Carrefour, RT-Mart, Far Eastern Geant, Tesco, and Costco dominate the in the industry. Due to those retailers success, it was assumed that in order to achieve high competitiveness and growth, those companies pursued different strategies. So the research purpose is through case studies and taking Carrefour, RT-Mart, Aimai Geant, Tesco, Costco as the research objects to investigate and find out what competitive and growth strategies did those hypermarket operators adopt and which of them are the best.
This research comes to the following conclusions:
1) Differentiation is the best competitive strategy to create a unique competitive edge and achieve higher amount of sales.
2) Mixed growth is the best growth strategy to increase outlet numbers, expand market share, and achieve highest per outlet sales.
This research supports the idea that competitive strategies are extremely important in defining the retailer’s competitive edges and grabbing the growth opportunities in the market.
論文目次 Chapter 1 Research Background and Purpose............ 1
Part I: Research Background......................... 1
Part II: Research Motivation......................... 2
Part III: Research Purpose........................... 3

Chapter 2 Literature Review.......................... 4
Part I: Definition of Hypermarket................... 5
Part II: Competitive Strategies...................... 8
Part III: Growth Strategies.......................... 25
Part IV: Conclusion of the Chapter................... 39

Chapter 3 Research Design............................ 41
Part I: Scope and object of research................. 41
Part II: Research Structure.......................... 42
Part III: Research Methods........................... 43

Chapter 4 Analyses of Taiwan’s Hypermarket Industry. 45
Part I: Introduction to Taiwan`s HypermarketIndustry 45
Part II: Analyses on Five Forces Theory............... 50
Part III: SWOT Analyses............................... 54
Part IV: Conclusion of the chapter.................... 58

Chapter 5 Case Studies................................ 60
Part I: Carrefour Hypermarket......................... 60
Part II: RT-Mart Hypermarket.......................... 64
Part III: Aimai Geant Hypermarket..................... 67
Part IV: Costco Wholesale Store....................... 70
Part V: Tesco Hypermarket............................. 74
Part VI: Conclusion of the chapter................... 80

Chapter 6 Conclusion and Suggestions................. 83
Part I: Research result.............................. 83
Part II: Research limits............................. 84
Part III: Suggestions................................ 85

References........................................... 86


Tables

Table 2-1: Scholars` view about hypermarkets 6
Table 2-2: Organizational types and strategies 13
Table 2-3: Other requirements of the generic strategies 20
Table 2-4: Other scholars view about competitive strategies 25
Table 2-5: Categories of growth modes 29
Table 2-6: Product/Market expansion rectangles 31
Table 2-7: Strategies for diversification 31
Table 2-8: Categories of growth strategies 32
Table 2-9: Rumelt`s diversified growth strategy categories 34
Table 2-10: Growth directions 35
Table 2-11: Types of growth strategies 39
Table 4-1: Major hypermarket store profile 49
Table 4-2: Internal analyses of Taiwan hypermarket operators 55
Table 5-1: Competitive and growth strategies applied by the five hypermarkets 81


Figures

Figure 2-1: The Basic elements of the model 9
Figure 2-2: Three generic strategies 19
Figure 2-3: Alternative strategic thrusts 24
Figure 2-4: Foster’s S- curve (life-cycle curve) 28
Figure 2-5: Diversification structure of growth strategies 36
Figure 2-6: Alternative growth strategies 38
Figure 3-1: Research structure 42
Figure 4-1: Retail outlets’ market share 47
Figure 4-2: Value of Hypermarkets Stores in 1997-2003, in US $ million 48
Figure 4-3: Forces Driving Industry Competition 52

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