| Abstract: | 「家電量販店」凌駕過去的「街上的電器店」，完全將其取代成為家電販售的主角，在6兆日圓的市場中,家電量販店的前五名約佔據了全市場的六成，是個寡占化的業界。身為龍頭的「山田電機」在2004年達到了一兆日圓的營業額。其後以一年約50間的驚人速度擴張店面，保持營業額首位。到了現在2010年更達到了2兆日圓的營業額。
山田電機最有名的就是其「便宜販賣」的方式。換言之就是價格競爭。價格競爭也就是透過降低成本來反應在價錢上並回饋給消費者，因此山田電機的所有策略都是從降低成本出發，店舖策略為鄉村包圍城市，從郊外開始往都市進軍，透過不斷的物流及資訊情報改革來提高效率降低物流成本。從山田電機的例子也可以觀察到，價格競爭可說是取得市佔率最有效的策略。也是打擊競爭對手的有力武器。透過低價競爭→市場取得→採購力提升→更低價採購的模式不斷地成長，然後再透過合併的方式來擴大規模。
低價競爭可說是雙面刃的策略，雖然可以快速提高市佔率，但為了持續的獲利及成長，降低人事成本也成為不得不考慮的問題。零售業最大的成本之一就是人事費用，但在家電販售模式裡，專業的店員可以說是企業的形象代表。若是為了降低人事成本而忽略了服務品質，短期內或許可用其成長速度來掩飾其損失。因此，目前的山田電機採取進軍海外和擴張經營業界的策略來支撐其成長。但長期來看，尤其在家電數位化和高齡化的日本社會，越來越注重顧客服務的要求。若是失去了顧客的信賴及期待，對企業的長遠經營來說是一個值得深思的問題。
The " Japanese volume home-appliance retailers " completely replace the "electronic store on the street" as the leading home appliances industry. Therefore, The top 5 company of Elec- tronics retailers almost get the 60% of the 6 trillion yen in a oligopoly market of the home-ap- pliances industry market. The leader of electronics retailers, YAMADA DENKI, was having a business volume of a trillion yen in 2004. After all, it has been expanding at the rate of 50 new stores every year, keeping on the top of the business volume. YAMADA DENKI gets the business volume of 2 trillion yen in this year 2010.
YAMADA DENKI is famous for the its discount sale way. In other words, it is also called the price competition. The price competition is to lower the costs and to make the price lower for feedbacks to consumers. So, YAMADA DENKI makes its all of the strategies from the lowered costs. The store strategies are encircling the cities from the rural areas, from the countries to the cities, and it lowers the cost by the continuing delivery and the revolution of information.The price competition is the most effective way to get the market share by the example of YAMADA DENKI, and it is a strong hit to against other competitors. Keep Growing by the mode of "low price competition → getting the market share → purchasing rising → the much lower competition", then YAMADA DENKI merges the others to expand its scale.
The low price competition is also like a knife, that may either get the market share quickly or the personnel cost by lowered cost for the long-enduring profit. The biggest cost of retailers are the personnel costs, but the professional clerks are the corporate image of the electronic retailers. If the retailer lowered the personnel costs, the serving quality would be getting bad.
However, the retailer maybe uses the growing to cover the lost in the short-term.Above all, YAMADA DENKI takes the strategies of entering overseas and expanding stores areas for holding its growing profit. But in the long-term,
especially it becomes to digitize home applia- nces and aging society in Japan, consumers are request the service as well as they should have. It would be thinking over carefully for the long-term business for a corporate, if the retailer lost the consumers'' tr- ust and expecting. |
