全聯的商業模式轉型與經營策略

PX Mart’s Business Model Transformation and Corporate Strategy

練昶辰(Chang-Chen Lien)

指導教授 ： 郭瑞祥

國立臺灣大學/管理學院/商學研究所/碩士(2021年)

https://doi.org/10.6342/NTU202101124

摘要

全聯福利中心，前身為軍公教福利中心，1998年轉為民營，從68間門市開始，歷經20餘年經營，成長為超級市場產業中市占率最高的業者，如今在全台擁有超過1000間門市。全聯於2019推出自有支付工具PX Pay，成功獲取大量用戶，並於隨後推出線上購物平台PX Go!，逐步建構其全通路商業模式。為瞭解全聯在不同發展階段經營策略的轉變、其關鍵成功因素以及近年之數位轉型策略，本研究以個案研究法探討全聯，在分析台灣超級市場產業的外部因素、盤點全聯的核心資源與能力後，將其發展區分為三個階段。再分別分析全聯在不同階段的經營策略與商業模式轉變，以商業模式關鍵四要素進行分析。最後根據其所面對的未來挑戰，給予未來經營的建議。
　　在經過研究分析後，本研究歸納全聯以特殊的定位切入市場，快速擴展建立起門市的規模優勢、提早布局導入新科技建構物流能力，並與供應商維持互利、雙贏的合作關係，透過供應鏈資訊的透明化增加整體效率。並憑藉優異的產品開發與創新能力，輔以創意十足的廣告與社群行銷，培養消費者黏性外並逐漸轉化品牌定位、拓展客群。在數位轉型上則是以電子支付出發結合實體優勢進行全通路發展。
　　在未來，因市場版圖變動、業態與虛實界線日趨模糊，競爭更加激烈。本研究建議全聯仍需持續深化會員的經營，擴大虛實整合的運用、強化其作為實體電商的能力與消費體驗，並發展以生鮮為核心特點的全通路服務。

關鍵字

全聯 ； 超級市場 ； 產業分析 ； 資源與能力分析 ； 經營策略 ； 商業模式

並列摘要

PX Mart was originally the National Federation of Credit Co-operatives ROC., and started operating as a private company in 1998. Starting with only 68 stores, PX Mart kept growing in the past 20 years and became the leading supermarket owning more than 1000 stores. PX Mart launched its own mobile payment application - PX PAY in 2019, and quickly acquire a large number of users. It was in the same year, following its big success, PX Go! was launched as its own e-commerce platform. PX Mart started to build an omni-channel business model. The thesis discussed PX Mart with the method of case study. After analyzing the supermarket industry environment in Taiwan, identifying the core resources and capabilities PX Mart possessed, the development of PX Mart was divided into 3 phases. Then the 3 phases were analyzed in view of its growth strategy and business model transformation. The four key elements of business model in each phase were analyzed in detail. In the end, this thesis gave PX Mart some suggestion in consideration of its future challenges.
After research, the thesis concluded that PX Mart entered the industry with a special market positioning and tried to quickly expand its store all over Taiwan to establish economic of scale. Also, it tried to implement new technology when establishing its own logistic system in the early stage. PX Mart maintained a win-win relationship with its suppliers, and increased its supply chain efficiency by making information transparent. PX Mart also acquired great customer stickiness and gradually transform its brand positioning with its innovative product development and marketing strategies. As for digital development, PX Mart started from building its own digital payment app first, and combined its physical advantage to develop its omni-channel environment.
The competition will become fiercer because Carrefour was stronger after it acquired Wellcome Supermarket in Taiwan, and the lines between physical and digital retailers are getting blurred. PX Mart will need to closely manage its members, expand the application of virtually and physically combined services, strengthen it capability and consumer experience as an omni-channel retailer, and develop fresh food-featured services.

並列關鍵字

PX Mart ； super market ； industry analysis ； resources and capacity analysis ； growth strategy ； business model

參考文獻

英文文獻

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