量販店經營型態與行銷組合之研究

A study on the managerial type of hypermarkets and marketing mix

李盈錫(Ying-hsi Li)

指導教授 ： 高孔廉

中原大學/商學院/企業管理研究所/碩士(2003年)

https://doi.org/10.6840/cycu200300368

摘要

量販店為連鎖零售業之一種型態，其特性為高週轉以及低毛利之行業。主要的功能為提供一個品項齊全、一次購足、物超所值、便利舒適的購物場所，與超市、便利商店、百貨公司有明顯之市場區隔在台灣量販產業競爭相當激烈，且隨著國民所得增加，消費者對產品產生多樣化的需求，因此擬定量販店行銷組合非常重要。
本研究採用個案研究法，並訪問大潤發、家樂福、愛買吉安、萬客隆、好市多及特易購的高階管理者。彙總訪談的內容之後，得到『量販店12個共同的現象、3個命題、1個研究發現以及量販店7個未來之趨勢』。
本研究依會員制與否及目標市場將量販店分成四類，共提出三個命題。命題1：『採會員制時,不同的經營型態之量販店，會影響行銷組合的選取方式』；命題2：『會員倉儲批型發量販店，是否收取會員費會影響行銷組合的選取方式』；命題3：『綜合型之量販店，是否採會員制不影響行銷組合的選取方式』。
本研究另以量販店之經營型態以及經營績效兩構面，來做量販店的分類，發現此產業特性完全符合Porter在競爭策略一書中，所提到的『U型關係』。除了萬客隆之外，量販店皆有強調的競爭策略（低成本、差異化、專精化策略）。萬客隆因策略模糊，使之位於U型圖的中間，根據Porter的觀點，此種型態績效為不佳。
針對六家個案分析彙總之後，並且結合訪談者與談內容，本研究歸納出量販店的七大趨勢：1.量販店無法專營專業市場（小吃店、公司行號）；2.量販店結合MALL在台灣無法成功；3.自有品牌是獲利的核心關鍵因素；4.未來的戰爭會從價格戰轉變到價值戰；5.行銷手法更加多元化，會員制所衍生的行銷策略使業者更具競爭力；6.覆合式店中店的經營是未來趨勢，賣場勢必改裝；7.市場上將會大者恆大。

關鍵字

量販店 ； 行銷組合

並列摘要

Hypermarket is a type of chain retailing business. The characteristics of hypermarkets is high turnover and low gross margin. Its main function is to provide a shopping environment that fulfills the needs for item varieties, one- stop shopping, bargain buys, and comfortable atmosphere. It is a distinctive target segment compared to that of supermarkets, convenient stores, and department stores. The competition of hypermarket is drastic in Taiwan. Thus, it is important for each hypermarket to plan a suitable marketing mix.

This paper adopt case study method and conduct in-depth interview with the high-level managers of Rt-Mart、Carrefour、Costco、Tesco、Makro and Geant. The results include： ‘’twelve common observations of hypermarkets、three propositions、one research finding、seven future tendencies of hypermarkets ’’

There are three proposition of this study. Proposition one：『Within that hypermarkets adopt membership , different target market stores with adopt different marketing mix』. Proposition two：『Hypermarkets with general consumers as target market , the choices of marketing mix won’t be affected by the membership』. Proposition three： 『Membership system of hypermarkets with retailers as target market , the choices of marketing mix will be influences by the membership fee』.

When we adopt two dimensions of different managerial type and operation performances to classify hypermarkets. We found that it fit with ‘’U shape relation ’’of Porter’s competitive strategy. Each hypermarkets has it’s own distinctive competitive strategy(low-cost, differentiation , focus)except Marko. Because Makro’s strategy was unsteady, thus it’s located the middle of the U chart. According to the Porter’s view, it’s performance would be pour.

Finally , we summarized seven major tendencies of hypermarkets in Taiwan.1.Hypermarkets can not focus on retailers as their target market.2.Hypermarkets that combine with mall will not succeed in Taiwan.3.It’s a key successful factor to have own brand.4.Future competition will change from price war to value war5.Marketing plans will be manifold, and the marketing strategy from membership will be powerful.6.It is a tendency for hypermarkets to have independent stores within the hypermarkets 7.Hypermarkets will become bigger and bigger and that winners will take all.

並列關鍵字

Hypermarket ； Marketing mix

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