臺灣地區百貨業競爭策略形成之研究 : 以C公司為例

淡江大學機構典藏 > 商管學院 > 國際企業學系暨研究所 > 學位論文 > Item 987654321/51712

Please use this identifier to cite or link to this item: https://tkuir.lib.tku.edu.tw/dspace/handle/987654321/51712

Title:	臺灣地區百貨業競爭策略形成之研究 : 以C公司為例
Other Titles:	Study on the business strategy formulation for department store : a case study on C company in Taiwan 台灣地區百貨業競爭策略形成之研究 : 以C公司為例
Authors:	宋長志;Shong, Chang-zhi,
Contributors:	淡江大學國際貿易學系國際企業學碩士在職專班林志鴻;Lin, Jyh-horng,
Keywords:	百貨業;使命陳述;競爭策略形成要素;Department Store;Mission Statement;Business Strategy Formulation Factors
Date:	2010
Issue Date:	2010-09-23 15:52:11 (UTC+8)
Abstract:	本論文是以臺灣地區百貨業的發展現況，來探索企業競爭策略形成要素與策略關係之研究，目的是希望透過個案公司的使命陳述，進行其內部環境要素評估及外部環境要素評估，歸納出策略形成之重要相關因素，據以制訂其競爭策略，並期望能提供有用的知識給予百貨業相關產業參考。本論文採取探索性的個案研究法，透過國內外相關文獻探討和次級資料的蒐集，經由本論文之探討，歸納結論如下： 1.在個案公司之使命陳述下，分析評估其內部環境、外部之產業競爭環境及總體環境，歸納出其競爭策略形成要素圖，在個案公司綜合考量三大環境各要素重點後，將有助於最佳策略的形成，並且透過策略的執行達成目標，作為該公司競爭策略制訂定與修正參考。 2.經由個案公司之內部環境、產業環境及總體環境的評估後，所形成的最佳競爭策略為：「快速增加具多功能的營業據點」。在內部環境上以「擁有集團資源作為發展後盾」的優勢來因應環境之變化，在產業環境以「雙占展店優勢」的優勢立足於產業。而於總體環境則以「皆具有多元休閒功能」的優勢來順應目前整體環境的發展，進而達成其「成為百貨業的龍頭」之企業使命。 3.個案公司的最佳策略執行上，其內部環境上應成立集團資源整合中心、以擴大綜效，在產業環境上應運用市場經驗來快速展店，以搶食業績、爭取第一，在總體環境上應擴大發展異業結合，以吸引顧客；透過執行集團整合、快速展店、異業結合以達成企業使命。 This study concentrates on the relationship between business strategy formulation factors and strategies with the current development of department stores in Taiwan. We hope to evaluate the factors of internal and external environment, to summarize the critical factors related to the strategy formulation and to initiate business strategies by the statement of the target company, then finally to provide the useful findings for the hypermarket providers. We generalize the conclusions with the explosive case study method as following： 1.With the statement of the target company, we analyze the internal and external industrial competitive environment of the target company and the external entire environmental factors to summarize the formulation factor diagram of the business strategy. Through these three environmental key factors above, they make significant contributions to acquire the business strategies and furthermore, to achieve these objectives. 2.Through the evaluation of the internal, industrial and external entire environment, the competition strategy of the target company is to develop the new multi-function department store. It can be based superiority on the resource of the group when deal with the changed internal environment；to be an outstanding industry by develop store as the duopoly superiority；Also, it can conform to the development of the overall environment as the multi-function recreational superiority stores in the external entire environment. Based on above, it can be the leader of the industry. 3.In the case of the execution of the best strategy is to establish the resource integration centre of the group for more effects in the internal environment, use the experience to expend the business rapidly for occupying the majority market in the industrial environment, and enlarge the links of other business to attract customers in the external entire environment. In short, by group integration, expanding sale spots, and combination of more other business to achieve the mission of the company.
Appears in Collections:	[國際企業學系暨研究所] 學位論文

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