百尺竿頭——零售產業廠商之經營與發展策略探討：以家樂福集團為例

The Corporate Strategy Analysis of Retailing Industry: A Case of Carrefour Group

梁若愉(Ruo-Yu Liang)

指導教授 ： 陳忠仁

共同指導教授 ： 陳玠甫(Jei-Fuu Chen)

國立臺灣大學/管理學院/商學研究所/碩士(2022年)

https://doi.org/10.6342/NTU202201009

摘要

家樂福集團（Carrefour）是一家廣為人知的法國的大型零售集團，為世界上第二大、歐洲第一大的零售商，也是量販店業態的首創者，現今也有經營超市、便利商店、折扣店以及電子商務等業態。家樂福先前曾進入過多個國家及地區，但最終多數都因為市場競爭過於激烈、市場份額過小以及消費文化等差異出售，目前主要營運的市場包含法國當地、歐洲地區包含義大利、西班牙、波蘭、比利時及羅馬尼亞、拉丁美洲地區包含巴西、阿根廷及多明尼加共和國、以及亞洲地區目前僅剩台灣。
在 2017 年以前，受本土消費市場疲軟、競爭激烈因素影響，家樂福在法國的營業利潤深受打擊。在亞洲市場，家樂福的表現也並不好看；在除法國外的歐洲和拉美市場，家樂福的業績雖有所改善，但集團整體利潤面臨衰退，於是家樂福在 2017 年找來零售經驗豐富、擅於改善成本結構的全通路零售先行者CEO Alexandre Bompard，希望可以改善營運狀況並進而達成轉型。而家樂福也先後在 2018 年及 2021 年提出數位轉型計畫戰略，期望可以整合線上線下，改善業態營運效率並且成為數位化的數據零售公司。本研究將會從家樂福的發展歷史出發、結合近年處於COVID-19下的產業狀況，說明家樂福在此期間的戰略做法。
本研究以個案研究探討家樂福集團，先以整體零售產業概觀市場現況，再聚焦到法國市場分析家樂福的競爭者與其所面臨的五個力量，歸納產業關鍵因素為大量資本累積、規模經濟創造的效益與產品差異化程度。接著介紹家樂福集團以及其所擁有的資源與能力，進而分析其兩個主要的營收事業體量販店與超市、近年來所擬定的整體成長策略以及針對旗下事業體的發展策略，最後歸納出家樂福積極整頓資產、聚焦核心市場以及致力於數位化轉型的結論，並進而提出未來的經營發展建議。

關鍵字

家樂福 ； 通路 ； 零售產業 ； 量販店 ； 超市 ； 全通路 ； 數位轉型

並列摘要

Carrefour Group is a well-known large-scale retailing group in France, the second largest retailer in the world and the largest one in Europe. Also, Carrefour is the pioneer of the hypermarket format. Today, Carrefour also operates supermarkets, convenience stores, discount stores and E-commerce, etc. Carrefour has entered many countries and regions before, but in the end, most of them were sold due to fierce market competition, small market share and differences in consumer culture. Currently, the main operating markets include France, Europe includes Italy, Spain, Poland and Belgium, Romania, Latin America includes Brazil, Argentina and the Dominican Republic, and Taiwan.
Before 2017, Carrefour's operating profit in France was influenced by the weak local consumer market and fierce competition. In the Asian market, Carrefour's performance was also not good. Though Carrefour's performance has improved in the European and Latin American markets except France, the overall profit of the group was facing a decline, so Carrefour recruited Alexandre Bompard, who is a omni-channel retail pioneer and good at improving the cost structure in 2017. Carrefour hoped to improve the operating conditions and then achieve the goal of transformation. Carrefour also proposed a digital transformation strategy in 2018 and 2021, expecting to integrate online and offline operation, improve the operational efficiency of the business, and become a digital retail company. This study will start from the history of Carrefour, combined with the industry situation under COVID-19 in recent years, and explain Carrefour's strategy during this period.
This study explores the Carrefour Group with a case study. It first takes an overview of the current market situation in the retailing industry, and then focuses on the French market to analyze Carrefour's competitors and the five forces they face, concludes that the key factor of the industry are capital accumulation, benefits from economics of scale and degree of product differentiation. Then it introduces the Carrefour Group and its core resources and capabilities, and then analyzes its two main format, hypermarkets and supermarkets, and the overall growth strategy formulated in recent years, then the development strategy for its formats, and summarizes the conclusion that Carrefour actively rectifies its assets, focuses on core markets and be dedicated to digital transformation, In the end, it also proposes forward suggestions for Carrefour’s future development.

並列關鍵字

Carrefour ； Channel ； Retailing Industry ； Hypermarkets ； Supermarkets ； Omni-channel ； Digital Transformation

參考文獻

英文文獻

[文獻]

1. Bain, J. S. (1951). Relation of profit rate to industry concentration: American manufacturing, 1936–1940. The Quarterly Journal of Economics, 65(3), 293-324.

2. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.

3. Barney, J. B. (1997). Gaining and sustaining competitive advantage.