| Abstract: | 近年來，消費型態的改變，現代、精緻、豐富、多樣、國際化的購物商場不斷出現，滿足消費者一次購足，兼具休憩、娛樂等消費特性。零售業已成為深入生活的產業，同時亦進入另一個流通創新的新階段。
經營一個好的商場，除了要熟知賣場規劃、營運管理、商品結構與行情、顧客服務..等，還需兼具休閒、娛樂、購物及流通等多重特色與差異。
本研究個案透過分析，瞭解成熟企業內部的創新與創業精神如何成功，策略創業如何帶來品牌知名度，有利發展商場經營模式的多角化以及創新，在過程中所採取的策略行動，是思考價值創造之參考依據。企業可以敏銳辨識外在環境中可能出現的創業機會，透過有利的機會，建立具有競爭優勢的市場定位，作為進行策略創業行動的基礎。企業除了透過機會辨識建立市場定位，也可以經由機會辨識調整市場定位。企業可以透過機會辨識建立市場定位，透過網絡幫助取得互補性資源開發辨識創業機會。
本研究以策略創業之創業管理觀念模式觀點，證實商場在創業與成長過程中的經營策略模式，利用各種不同類型的社會網絡，透過機會辨識取得互補性資源進行機會開發，在策略創業行動中調整市場定位，追求永續競爭優勢，為企業創造獲利，帶來價值創造。
Retailers have deeply rooted in people’s daily life and stepped into another innovative level of supply chain due to the changes of consumers’ behavior and life style. Meanwhile, the blooming of modern, sophisticated, prosperous, diversified and international shopping malls also satisfied consumers with one stop shopping service.
Except for the planning of fairs, the management of operation, the current price of products, and the quality of customer service, it is crucial to integrate the function of recreation, entertainment, shopping and supply chain so as to run an excellent shopping mall.
The research will analyze the factors which drive a matured enterprise toward success, inclusive of inner innovative spirit, leadership, brand awareness originated from strategic pioneering work, and the diversified operation which benefits the development of shopping mall’s operational models. Meanwhile, the strategic action taken in the process is the reference of value-creation. An enterprise would be able to identify the possible opportunities exists in the outer-environment, and to create a beneficial marketing segment with competitive advantage. Moreover, a corporation could identify and adjust its’ position and strategy by perceiving those marketing opportunities, and it could also acquire the complementary resources to identify the opportunity for starting a new enterprise thought internet.
The research would verify the strategic management model of running a shopping mall by utilizing all kinds of different social network and the identification of opportunities. By all means, enterprises would acquire complementary resources to develop more business opportunities and adjust its’ marketing position within the strategic pioneering work. Therefore, enterprises would be able to create benefits, maintain its’ continuous competitive advantage, and bring about the creation of value. |
