台灣家樂福從大型量販店跨足社區超市之問題探討

An Analysis of the Problems Faced by the Mass Merchandiser Carrefour Taiwan Entering the Community Supermarket

王秉義(Ping-Yi Wang)

指導教授 ： 范铮強

國立中央大學/管理學院/管理學院高階主管企管碩士班/碩士(2015年)

摘要

中文摘要
自從金融風暴以後，零售市場競爭趨激烈，而消費者的購物習慣也隨著網路購物平台的發展及其他零售通路的異軍突起而有了明顯的改變。
家樂福原本在2009年展開了社區超市的開發計劃，然而集團總公司因應金融風暴，在全球實行了樽節計劃，暫停了此開發計劃。然而經過了三年，台灣家樂福營業額漸漸萎縮，來客數也日漸下滑，經公司內部調查，原本忠實的顧客並沒有轉移到其他量販業者購物，而是進入了離消費者家只要五到十分鐘路程的全聯福利中心，而全聯福利中心也因為店數的持續擴張，而其營業額也在2012年超越了台灣家樂福。
台灣家樂福在2013年重啟了社區超市的開發計劃，並將新開發的社區超市命名為「便利購」，並決定在2014年以前要在各大都會區的大型住宅區開發三十家便利購，可是直到2014年底，台灣家樂福只擁有九家便利購的社區型生鮮超市，還包含2009年所開發的三家便利購，其中一家位於高雄市前鎮區的便利購，在2014年初開幕三個月後即吹起了熄燈號，這明顯的表示，家樂福便利購社區超市的開發計劃，發生了重大的問題，以至於開發案遇到了瓶頸。
本人實際參與家樂福於2013年所開發的第一家便利購，在開幕前後三個月經歷了實際的營運操作，而發現了以下六個內部問題:
一、選址的問題，二、人員留任、訓練及培訓問題，三、上架商品選擇及價格的問題，四、便利購賣場銷售面積規劃問題，五、訂貨系統、後勤配送問題，六、服務創新問題。
本研究即為針對以上問題，透過家樂福內部公司的營運資料及本人研究分析，提出相對應之解決方案，進而改善便利購的開發計劃，讓台灣家樂福重新贏回台灣消費者的青睞，讓家樂福繼續在台灣零售市場發光發熱。

關鍵字:量販店、社區超市、便利購、服務創新

關鍵字

量販店 ； 社區超市 ； 便利購 ； 服務創新

並列摘要

An Analysis of the Problems Faced by the Mass Merchandiser Carrefour Taiwan Entering the Community Supermarket
Abstract
Starting from the global financial turmoil, fueled by the rapidly expanding online shopping phenomena, there is a shift in consumer shopping habits, which results in escalating competition in the retailing industry. Carrefour Taiwan originally launched the community supermarket development plan in 2009. However, the headquarters in France carried out the cost-down project in response to the financial turmoil. Carrefour Taiwan suspended this development plan after establishing three supermarkets However, after that three-year period, Carrefour Taiwan found another problem of dwindling turnover, but also the decreasing customers. An internal investigation revealed that many original loyal customers did not switch to other discount stores, but rather, many of them switch to buy their daily product in National Union supermarkets located in their local community. The revenue of National Union also surpassed Taiwan Carrefour in 2012. Carrefour Taiwan finally restarted the supermarket development plan in 2013, and branded the new supermarket ”Easy-Buy” and decided to develop 30 new shops in 2014. Until 2014, Carrefour only operates 9 convenient shops, including the three old supermarkets opened in 2009. And one convenient shop in Kaohsiung city was closed after 3 months of frustrating operations. It was obviously that Carrefour Taiwan had serious problems in its new supermarket development project.
The researcher had the opportunity to participate in the first new supermarket operation in 2013. After 3 month, this study found 6 problem areas in the convenient shop operations, namely, location, human resource management, store layout, merchandise and selling price, ordering system and logistics, and service innovation problems.
This study focused on these problems, and proposes the respective solution. Hopefully, Carrefour Taiwan can win the customers back under this convenient- shop development project and keep shining in Taiwanese retail market.

Key words: hypermarket, supermarket, Easy-Buy, service innovation.

並列關鍵字

hypermarket ； supermarket ； Easy-Buy ； service innovation

參考文獻

Designing and Managing the Supply Chain: Concepts, Strategies, and Case Studies,

7. 吳晏榕( 2013)，2013年我國零售式量販店業分析，台灣經濟研究院產經資料庫，

2013/03/25。

1. Adams, J. S. ( 1965), “Inequity in social exchange.” In L. Berkowitz (ed.),

Advances in experimental social psychology. New York: Academic Press.