全通路管理策略-以台灣星巴克為例

零售通路市場中，進入通路的規模越大就越有機會快速為企業帶來營收，增加獲利，而處在全通路零售產業趨勢中，勇於在虛實通路與多元型態通路進入經營，已是無法避免的通路市場趨勢。當然，企業在進入不同通路時，必須面對新通路帶來的考驗與競爭，因此通路之間的衝突事件將會越來越劇烈。而個案公司在實體直營門市成功經營時，選擇在2014年開始首先進入門檻相較寬鬆的網路電子商務平台，隔年又宣布進入國內零售通路中店數規模最多的便利商店，過程中，企業內外部都歷經進入多通路之後的通路衝突，特別的是，個案公司在進入新通路之前，已先設定營業限制計畫，目的為了預防新通路與實體直營門市產生競爭衝突。其具有完整新通路進入預防衝突策略，同時兼具跨足多重通路的衝突管理經驗，相當值得深入探討。本研究欲了解，國際連鎖企業在進入新通路前，如何調整經營策略；以及在進入新通路後，發生何種通路衝突與採取哪一種處理模式之間的優缺點分析，最後提出通路事業發展之建議。

關鍵字

通路衝突；衝突處理模式；全通路管理策略

並列摘要

In the retail markets，the bigger scale of market channels the company develops，the bigger opportunities of bringing revenues and profits to the business. As the growing trend of omni-channel retail industry，it is an inevitable that business has to enter into both virtual and physical channels as well as multi-channels. But，there always come with challenges and competitions when entering to various channels. Therefore，the conflict events are always happening and the situation are getting intense when managing the existing and new entry channels. While succeed in physical direct stores，the case company decided to enter e-commerce in year 2014 and further announced get into the biggest convenience chain store channels the next year. During that period，the case company confronted several channel confliction issues. The case company is the few companies which have a complete strategy on conflict prevention when entering new channel and also the experience of conflict management in managing multi-channels. It is the area required in-depth exploration. This study is to understand how the international chain business adjusts his operation strategy in entering new channel，the conflict events the company has encountered its conflict resolutions with pros and cons. Lastly， to provide suggestion of channel business development to the company.