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題名 動態競爭之研究 : 以Walmart和Amazon為例
Dynamic Competition Analysis - A Case Study of Amazon and Walmart作者 莊竣皓
Chuang, Chun-Hao貢獻者 邱奕嘉
Chiu, Yi-Chia
莊竣皓
Chuang, Chun-Hao關鍵詞 動態競爭
市場共通性
資源相似性
AMC觀點
Amazon
Walmart
Dynamic competition
Market commonality
Resource similarity
AMC theory
Walmart
Amazon日期 2019 上傳時間 7-Mar-2019 11:27:41 (UTC+8) 摘要 在2017年，美國平均每個月都有兩家零售業者宣告破產，且大多都有營業超過五十年的歷史，包括陪伴多數人長大的童年回憶玩具反斗城(Toys R US)；時代的躍進與科技帶來的變革讓許多實體零售業者經營出現困境。此時，亞馬遜(Amazon)反其道而行，於2015年11月在西雅圖開了第一間實體書店Amazon Books，更在2017年6月宣布以137億美元併購在全美擁有460間門市的生鮮超市Whole Foods Market；同一時間，實體零售霸主Walmart像忽然覺醒一樣，於2016年開始積極經營線上市場，接連併購了7間線上電商及線上服飾品牌，也積極的回應Amazon在市場上的競爭，線上與線下霸主的競爭態勢明顯的升高，雙方都積極的踏入對方過去擅長的領域。相較一般學術論文以SWOT分析、五力分析等靜態分析研究，本研究希望藉由動態競爭理論的觀點，以互動的方式來分析Amazon與Walmart之間的競爭關係；首先藉由文獻探討與蒐集次級資料的方式完成競爭者分析，其次依據新聞資料庫的數據整理出雙方競爭過程中的行動與回應，藉此希望能了解雙方的競爭態勢及行動回應的模式。本研究發現在2015年時，雙方的市場共通性因為雙方營收集中於特定幾個地區而顯得較高，在營運數值、成本結構以及資源佈署的資源相似性則因兩者的規模、營運方式、技術佈署有差異而使得資源的相似性較低。經2016年到2018年，在雙方做出諸多競爭行為後，兩者的商品類別之市場共通性明顯的提升，資源相似性也因為併購行為而使兩者的營運規模及成本結構愈趨相似而提升。而由於資源稟賦及多年的資本投資差異，Walmart在面對Amazon的競爭行為時，常常需要藉由併購或與外部合作取得資源後，才有能力做出回應，從過去制定規則、引領實體零售規則的霸主，轉成了新零售時代的挑戰者。
In 2017, two US retailers declared bankruptcy every month on average, and most of them have a history of more than 50 years, including everyone’s childhood memory Toys R US. The changes from generation and technology have caused many physical retailers to run into difficulties. At this time, Amazon is doing the opposite. In November 2015, it opened the first physical bookstore Amazon Books in Seattle. Also in June 2017, it announced a $13.7 billion acquisition of 460 stores supermarket Whole Foods in the United States. At the same time, Walmart, the physical retail tyrant, suddenly became active in the online market. It has successively acquired 7 online e-commerce and online apparel brands, and actively responded to Amazon`s competition in the market. The competitive situation between online and offline hegemons has obviously increased, and both sides have actively stepped into the areas that the other party used to be good at.Compared with the static analysis like SWOT analysis or five-force model in general academic papers, this study hopes to analyze the competitive relationship between Amazon and Walmart in an interactive way through the perspective of dynamic competition theory. First, through the literature discussion and the collection of secondary data completes the competitor analysis; second, analysis the data from the news database to sort out the actions and responses in the competition process, hope to understand the competitive situation and the mode of action response.The study found that in 2015, the market commonality between the two parties was higher since the revenue of them were highly overlapped in certain areas. Also in 2015, the resource similarity between the two parties was lower since the operational value, cost structure and patent resource were different between them due to the difference in the scale and operation mode.From 2016 to 2018, due to the competitive behaviors between two parties, the market commonality of the commodity categories increased significantly. Also, the degree of similarity of resources increased because of the M&A cases which made the operation scale and cost structure of the two companies become more similar. Due to the difference in endowment and years of capital investment, Walmart often needs to obtain resources through M&A or external cooperation, in order to respond to competition from Amazon. Consequently, Amazon turned into a challenger in the new retail era from the overlord who made and lead the rules of a physical retailer.參考文獻 英文文獻期刊 Abrahamson, E., & Fombrun, C. J. (1994). Macrocultures: Determinants and consequences. Academy of Management Review, 19(4), 728-755. Alba, J., Lynch, J., Weitz, B., Janiszewski, C., Lutz, R., Sawyer, A., & Wood, S. (1997). Interactive home shopping: consumer, retailer, and manufacturer incentives to participate in electronic marketplaces. The Journal of Marketing, 38-53. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120. Beck, N., & Rygl, D. (2015). Categorization of multiple channel retailing in Multi-, Cross-, and Omni‐Channel Retailing for retailers and retailing. Journal of Retailing and Consumer Services, 27, 170-178. Berman, B., & Thelen, S. (2004). A guide to developing and managing a well-integrated multi-channel retail strategy. International Journal of Retail & Distribution Management, 32(3), 147-156. Brynjolfsson, E., Hu, Y. J., & Rahman, M. S. (2013). Competing in the age of omnichannel retailing. MIT. Chen, M. J. (1996). Competitor analysis and interfirm rivalry: Toward a theoretical integration. Academy of management review, 21(1), 100-134. Conner, K. R. (1994, August). THE RESOURCE-BASED CHALLENGE TO THE INDUSTRY-STRUCTURE PERSPECTIVE. In Academy of Management Proceedings (Vol. 1994, No. 1, pp. 17-21). Briarcliff Manor, NY 10510: Academy of Management. Harrigan, K. R. (1985). An application of clustering for strategic group analysis. Strategic Management Journal, 6(1), 55-73. Hsu, M.-Y., & Chen, M.-J. (2006). Competitor Analysis and Inter-Firm Rivalry: by integrating market commonality and resource similarity. Darden Graduate School of Business, University of Virginia. Hunt, M. S. (1972). Competition in the major home appliance industry, 1960-1970. Harvard University. Kotler, P., Armstrong, G., & Starr, R. G. (1989). Principles of marketing, Englewood Cliffs, NJ: Prentince-Hall. Inc. p, 8. Li, J., Konuş, U., Pauwels, K., & Langerak, F. (2015). The hare and the tortoise: do earlier adopters of online channels purchase more?. Journal of Retailing, 91(2), 289-308. Melis, K., Campo, K., Breugelmans, E., & Lamey, L. (2015). The impact of the multi-channel retail mix on online store choice: does online experience matter?. Journal of Retailing, 91(2), 272-288. Neslin, S. A., Grewal, D., Leghorn, R., Shankar, V., Teerling, M. L., Thomas, J. S., & Verhoef, P. C. (2006). Challenges and opportunities in multichannel customer management. Journal of service research, 9(2), 95-112. Pauwels, K., Leeflang, P. S., Teerling, M. L., & Huizingh, K. E. (2011). Does online information drive offline revenues?: only for specific products and consumer segments!. Journal of Retailing, 87(1), 1-17. Peteraf, M. A. (1993). The cornerstones of competitive advantage: a resource‐based view. Strategic management journal, 14(3), 179-191. Peteraf, M. A., & Bergen, M. E. (2003). Scanning dynamic competitive landscapes: a market‐based and resource‐based framework. Strategic management journal, 24(10), 1027-1041. Porter, M. E. (1979). How competitive forces shape strategy. Strategic Planning: Readings, 102-117. Rumelt, R. P., & Lamb, R. (1984). Competitive strategic management. Toward a Strategic Theory of the Firm, 556-570. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic management journal, 18(7), 509-533. Verhoef, P. C., Kannan, P. K., & Inman, J. J. (2015). From multi-channel retailing to omni-channel retailing: introduction to the special issue on multi-channel retailing. Journal of retailing, 91(2), 174-181. Verhoef, P. C., Neslin, S. A., & Vroomen, B. (2007). Multichannel customer management: Understanding the research-shopper phenomenon. International journal of research in marketing, 24(2), 129-148. Wang, R. J. H., Malthouse, E. C., & Krishnamurthi, L. (2015). On the go: How mobile shopping affects customer purchase behavior. Journal of Retailing, 91(2), 217-234. Weihrich, H. (1982). The TOWS matrix—A tool for situational analysis. Long range planning, 15(2), 54-66. Zhang, J., Farris, P. W., Irvin, J. W., Kushwaha, T., Steenburgh, T. J., & Weitz, B. A. (2010). Crafting integrated multichannel retailing strategies. Journal of interactive marketing, 24(2), 168-180.網路新聞 Wal-Mart seeks to test drones for home delivery pickup, Retrieved December 7 2018,from: https://www.reuters.com/article/us-wal-mart-stores-drones-exclusive/exclusive-wal-mart-seeks-to-test-drones-for-home-delivery-pickup-idUSKCN0SK2IQ20151027 Walmart Looks to Drones to Speed Distribution, Retrieved December 7 2018,from: https://www.nytimes.com/2016/06/03/business/walmart-looks-to-drones-to-speed-distribution.html?_r=1 Walmart is asking employees to deliver packages on their way home from work, Retrieved December 7 2018,from: https://www.washingtonpost.com/news/business/wp/2017/06/01/walmart-is-asking-employees-to-deliver-packages-on-their-way-home-from-work/?noredirect=on&utm_term=.7b98daeebc77 That`s Smart: See the Tech Helping Us Serve You Better, Retrieved December 7 2018,from:https://blog.walmart.com/innovation/20171026/thats-smart-see-the-tech-helping-us-serve-you-better Associates and Alphabot Team Up to Make Walmart’s Popular Grocery Pickup Service Even Better, Retrieved December 11 2018,from: https://news.walmart.com/2018/08/03/associates-and-alphabot-team-up-to-make-walmarts-popular-grocery-pickup-service-even-better Walmart will Uber and Lyft your groceries to you, Retrieved December 11 2018,from: https://bgr.com/2016/06/03/walmart-uber-lyft-groceries-program/ Now Featured on Wal-Mart’s Website: Higher Prices Than Stores, Retrieved December 11 2018,from: https://www.wsj.com/articles/now-featured-on-wal-marts-website-higher-prices-1510517219 Amazon Prime Air, Retrieved December 14 2018,from: https://www.amazon.com/b?node=8037720011 Amazon Will Supersize Its Second Grab-and-Go Grocery in Seattle, Retrieved December 17 2018,from: http://fortune.com/2018/07/03/amazon-will-supersize-its-second-grab-and-go-grocery-in-seattle/ Amazon Will Consider Opening Up to 3,000 Cashierless Stores by 2021, Retrieved December 17 2018,from: https://www.bloomberg.com/news/articles/2018-09-19/amazon-is-said-to-plan-up-to-3-000-cashierless-stores-by-2021 Introducing Amazon 4-star, Retrieved December 17 2018,from: https://blog.aboutamazon.com/shopping/amazon-4-star Alexa isn’t the shopping behemoth Amazon hoped it would be, Retrieved December 17 2018,from: https://thenextweb.com/insider/2018/08/07/alexa-isnt-the-shopping-behemoth-amazon-hoped-it-would-be/ Bezos Says Amazon Has Topped 100 Million Prime Members, Retrieved December 17 2018,from: https://www.bloomberg.com/news/articles/2018-04-18/amazon-s-bezos-says-company-has-topped-100-million-prime-members Supreme Court Weighs Widening States’ Reach on Online Sales Taxes, Retrieved December 17 2018,from: https://www.wsj.com/articles/supreme-court-set-to-weigh-online-sales-taxes-1523790801 Everything you need to know about Amazon Locker, Retrieved December 18 2018,from: https://www.amazon.com/primeinsider/tips/amazon-locker-qa.html Amazon now lets you pick up Whole Foods orders from a store in 30 minutes without leaving your car, Retrieved December 18 2018,from: https://www.cnbc.com/2018/08/08/amazon-launch-whole-foods-store-pickups.html There`s something for everyone with Prime! , Retrieved December 20 2018,from: https://www.amazon.com/amazonprime?_encoding=UTF8&%2AVersion%2A=1&%2Aentries%2A=0中文文獻王曉鋒、張永強、吳笑一(2015)。零售4.0：零售革命，邁入虛實整合的全通路時代。臺北市 : 遠見天下文化。李飛(2014)。全渠道行銷理論_三論迎接中國多渠道零售革命風暴。北京工商大學學報(社會科學版)，29(3)，1-12。望月 實、花房幸範、三木孝則(2015)。讀懂20%的財報，就能挖掘公司賺錢的秘密。葉繼仁譯。台北市：高寶書版。陳明哲 (2009)。預測競爭對手的回應：AMC三環透視法。未出版之原始資料。陳明哲 (2010)。動態競爭。林豪傑、喬友慶、侯勝宗譯。台北市：智勝文化。陳明哲 (2012a)。察覺－動機－能力：細解AMC分析法（一）。哈佛商業評論，77，30-31。陳明哲 (2012b)。“贏”在動態競爭中的“四部曲”。清華管理評論，2，74-80賴品中 (2018)。企業併購的動態競爭分析以台灣半導體封測廠商日月光與矽品合併為例。國立政治大學科技管理與智慧財產研究所碩士論文，臺北市。 描述 碩士
國立政治大學
科技管理與智慧財產研究所
105364116資料來源 http://thesis.lib.nccu.edu.tw/record/#G1053641161 資料類型 thesis dc.contributor.advisor 邱奕嘉 zh_TW dc.contributor.advisor Chiu, Yi-Chia en_US dc.contributor.author (Authors) 莊竣皓 zh_TW dc.contributor.author (Authors) Chuang, Chun-Hao en_US dc.creator (作者) 莊竣皓 zh_TW dc.creator (作者) Chuang, Chun-Hao en_US dc.date (日期) 2019 en_US dc.date.accessioned 7-Mar-2019 11:27:41 (UTC+8) - dc.date.available 7-Mar-2019 11:27:41 (UTC+8) - dc.date.issued (上傳時間) 7-Mar-2019 11:27:41 (UTC+8) - dc.identifier (Other Identifiers) G1053641161 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/122458 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 科技管理與智慧財產研究所 zh_TW dc.description (描述) 105364116 zh_TW dc.description.abstract (摘要) 在2017年，美國平均每個月都有兩家零售業者宣告破產，且大多都有營業超過五十年的歷史，包括陪伴多數人長大的童年回憶玩具反斗城(Toys R US)；時代的躍進與科技帶來的變革讓許多實體零售業者經營出現困境。此時，亞馬遜(Amazon)反其道而行，於2015年11月在西雅圖開了第一間實體書店Amazon Books，更在2017年6月宣布以137億美元併購在全美擁有460間門市的生鮮超市Whole Foods Market；同一時間，實體零售霸主Walmart像忽然覺醒一樣，於2016年開始積極經營線上市場，接連併購了7間線上電商及線上服飾品牌，也積極的回應Amazon在市場上的競爭，線上與線下霸主的競爭態勢明顯的升高，雙方都積極的踏入對方過去擅長的領域。相較一般學術論文以SWOT分析、五力分析等靜態分析研究，本研究希望藉由動態競爭理論的觀點，以互動的方式來分析Amazon與Walmart之間的競爭關係；首先藉由文獻探討與蒐集次級資料的方式完成競爭者分析，其次依據新聞資料庫的數據整理出雙方競爭過程中的行動與回應，藉此希望能了解雙方的競爭態勢及行動回應的模式。本研究發現在2015年時，雙方的市場共通性因為雙方營收集中於特定幾個地區而顯得較高，在營運數值、成本結構以及資源佈署的資源相似性則因兩者的規模、營運方式、技術佈署有差異而使得資源的相似性較低。經2016年到2018年，在雙方做出諸多競爭行為後，兩者的商品類別之市場共通性明顯的提升，資源相似性也因為併購行為而使兩者的營運規模及成本結構愈趨相似而提升。而由於資源稟賦及多年的資本投資差異，Walmart在面對Amazon的競爭行為時，常常需要藉由併購或與外部合作取得資源後，才有能力做出回應，從過去制定規則、引領實體零售規則的霸主，轉成了新零售時代的挑戰者。 zh_TW dc.description.abstract (摘要) In 2017, two US retailers declared bankruptcy every month on average, and most of them have a history of more than 50 years, including everyone’s childhood memory Toys R US. The changes from generation and technology have caused many physical retailers to run into difficulties. At this time, Amazon is doing the opposite. In November 2015, it opened the first physical bookstore Amazon Books in Seattle. Also in June 2017, it announced a $13.7 billion acquisition of 460 stores supermarket Whole Foods in the United States. At the same time, Walmart, the physical retail tyrant, suddenly became active in the online market. It has successively acquired 7 online e-commerce and online apparel brands, and actively responded to Amazon`s competition in the market. The competitive situation between online and offline hegemons has obviously increased, and both sides have actively stepped into the areas that the other party used to be good at.Compared with the static analysis like SWOT analysis or five-force model in general academic papers, this study hopes to analyze the competitive relationship between Amazon and Walmart in an interactive way through the perspective of dynamic competition theory. First, through the literature discussion and the collection of secondary data completes the competitor analysis; second, analysis the data from the news database to sort out the actions and responses in the competition process, hope to understand the competitive situation and the mode of action response.The study found that in 2015, the market commonality between the two parties was higher since the revenue of them were highly overlapped in certain areas. Also in 2015, the resource similarity between the two parties was lower since the operational value, cost structure and patent resource were different between them due to the difference in the scale and operation mode.From 2016 to 2018, due to the competitive behaviors between two parties, the market commonality of the commodity categories increased significantly. Also, the degree of similarity of resources increased because of the M&A cases which made the operation scale and cost structure of the two companies become more similar. Due to the difference in endowment and years of capital investment, Walmart often needs to obtain resources through M&A or external cooperation, in order to respond to competition from Amazon. Consequently, Amazon turned into a challenger in the new retail era from the overlord who made and lead the rules of a physical retailer. en_US dc.description.tableofcontents 第一章 緒論 1第一節 研究背景與動機 1第二節 研究目的與問題 3第三節 研究流程與步驟 3第二章 文獻探討 5第一節 通路整合 5第二節 動態競爭 12第三章 研究方法 21第一節 研究架構 21第二節 資料蒐集方法 21第三節 變數定義及公式分析 22第四章 動態競爭研究分析 25第一節 Amazon與Walmart的市場共通性 25第二節 Amazon與Walmart的資源相似性 28第三節 競爭行為的驅動因子 36第五章 個案佈局暨競爭分析 40第一節 Walmart佈局及通路分析 40第二節 Amazon的佈局及通路分析 45第三節 雙方的競爭行為 53第四節 Amazon與Walmart的通路整合分析 62第六章 結論與建議 66第一節 研究發現 66第二節 結論 70第三節 研究限制 71第四節 後續研究建議 71參考文獻 73附錄一 Amazon與Walmart 2015與2011年詳細成本結構 80附錄二 Walmart的通路整合研究 81附錄三 Amazon的通路整合研究 85 zh_TW dc.format.extent 3929802 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G1053641161 en_US dc.subject (關鍵詞) 動態競爭 zh_TW dc.subject (關鍵詞) 市場共通性 zh_TW dc.subject (關鍵詞) 資源相似性 zh_TW dc.subject (關鍵詞) AMC觀點 zh_TW dc.subject (關鍵詞) Amazon zh_TW dc.subject (關鍵詞) Walmart zh_TW dc.subject (關鍵詞) Dynamic competition en_US dc.subject (關鍵詞) Market commonality en_US dc.subject (關鍵詞) Resource similarity en_US dc.subject (關鍵詞) AMC theory en_US dc.subject (關鍵詞) Walmart en_US dc.subject (關鍵詞) Amazon en_US dc.title (題名) 動態競爭之研究 : 以Walmart和Amazon為例 zh_TW dc.title (題名) Dynamic Competition Analysis - A Case Study of Amazon and Walmart en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 英文文獻期刊 Abrahamson, E., & Fombrun, C. 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Competitor analysis and interfirm rivalry: Toward a theoretical integration. Academy of management review, 21(1), 100-134. Conner, K. R. (1994, August). THE RESOURCE-BASED CHALLENGE TO THE INDUSTRY-STRUCTURE PERSPECTIVE. In Academy of Management Proceedings (Vol. 1994, No. 1, pp. 17-21). Briarcliff Manor, NY 10510: Academy of Management. Harrigan, K. R. (1985). An application of clustering for strategic group analysis. Strategic Management Journal, 6(1), 55-73. Hsu, M.-Y., & Chen, M.-J. (2006). Competitor Analysis and Inter-Firm Rivalry: by integrating market commonality and resource similarity. Darden Graduate School of Business, University of Virginia. Hunt, M. S. (1972). Competition in the major home appliance industry, 1960-1970. Harvard University. Kotler, P., Armstrong, G., & Starr, R. G. (1989). Principles of marketing, Englewood Cliffs, NJ: Prentince-Hall. Inc. p, 8. Li, J., Konuş, U., Pauwels, K., & Langerak, F. (2015). 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Journal of interactive marketing, 24(2), 168-180.網路新聞 Wal-Mart seeks to test drones for home delivery pickup, Retrieved December 7 2018,from: https://www.reuters.com/article/us-wal-mart-stores-drones-exclusive/exclusive-wal-mart-seeks-to-test-drones-for-home-delivery-pickup-idUSKCN0SK2IQ20151027 Walmart Looks to Drones to Speed Distribution, Retrieved December 7 2018,from: https://www.nytimes.com/2016/06/03/business/walmart-looks-to-drones-to-speed-distribution.html?_r=1 Walmart is asking employees to deliver packages on their way home from work, Retrieved December 7 2018,from: https://www.washingtonpost.com/news/business/wp/2017/06/01/walmart-is-asking-employees-to-deliver-packages-on-their-way-home-from-work/?noredirect=on&utm_term=.7b98daeebc77 That`s Smart: See the Tech Helping Us Serve You Better, Retrieved December 7 2018,from:https://blog.walmart.com/innovation/20171026/thats-smart-see-the-tech-helping-us-serve-you-better Associates and Alphabot Team Up to Make Walmart’s Popular Grocery Pickup Service Even Better, Retrieved December 11 2018,from: https://news.walmart.com/2018/08/03/associates-and-alphabot-team-up-to-make-walmarts-popular-grocery-pickup-service-even-better Walmart will Uber and Lyft your groceries to you, Retrieved December 11 2018,from: https://bgr.com/2016/06/03/walmart-uber-lyft-groceries-program/ Now Featured on Wal-Mart’s Website: Higher Prices Than Stores, Retrieved December 11 2018,from: https://www.wsj.com/articles/now-featured-on-wal-marts-website-higher-prices-1510517219 Amazon Prime Air, Retrieved December 14 2018,from: https://www.amazon.com/b?node=8037720011 Amazon Will Supersize Its Second Grab-and-Go Grocery in Seattle, Retrieved December 17 2018,from: http://fortune.com/2018/07/03/amazon-will-supersize-its-second-grab-and-go-grocery-in-seattle/ Amazon Will Consider Opening Up to 3,000 Cashierless Stores by 2021, Retrieved December 17 2018,from: https://www.bloomberg.com/news/articles/2018-09-19/amazon-is-said-to-plan-up-to-3-000-cashierless-stores-by-2021 Introducing Amazon 4-star, Retrieved December 17 2018,from: https://blog.aboutamazon.com/shopping/amazon-4-star Alexa isn’t the shopping behemoth Amazon hoped it would be, Retrieved December 17 2018,from: https://thenextweb.com/insider/2018/08/07/alexa-isnt-the-shopping-behemoth-amazon-hoped-it-would-be/ Bezos Says Amazon Has Topped 100 Million Prime Members, Retrieved December 17 2018,from: https://www.bloomberg.com/news/articles/2018-04-18/amazon-s-bezos-says-company-has-topped-100-million-prime-members Supreme Court Weighs Widening States’ Reach on Online Sales Taxes, Retrieved December 17 2018,from: https://www.wsj.com/articles/supreme-court-set-to-weigh-online-sales-taxes-1523790801 Everything you need to know about Amazon Locker, Retrieved December 18 2018,from: https://www.amazon.com/primeinsider/tips/amazon-locker-qa.html Amazon now lets you pick up Whole Foods orders from a store in 30 minutes without leaving your car, Retrieved December 18 2018,from: https://www.cnbc.com/2018/08/08/amazon-launch-whole-foods-store-pickups.html There`s something for everyone with Prime! , Retrieved December 20 2018,from: https://www.amazon.com/amazonprime?_encoding=UTF8&%2AVersion%2A=1&%2Aentries%2A=0中文文獻王曉鋒、張永強、吳笑一(2015)。零售4.0：零售革命，邁入虛實整合的全通路時代。臺北市 : 遠見天下文化。李飛(2014)。全渠道行銷理論_三論迎接中國多渠道零售革命風暴。北京工商大學學報(社會科學版)，29(3)，1-12。望月 實、花房幸範、三木孝則(2015)。讀懂20%的財報，就能挖掘公司賺錢的秘密。葉繼仁譯。台北市：高寶書版。陳明哲 (2009)。預測競爭對手的回應：AMC三環透視法。未出版之原始資料。陳明哲 (2010)。動態競爭。林豪傑、喬友慶、侯勝宗譯。台北市：智勝文化。陳明哲 (2012a)。察覺－動機－能力：細解AMC分析法（一）。哈佛商業評論，77，30-31。陳明哲 (2012b)。“贏”在動態競爭中的“四部曲”。清華管理評論，2，74-80賴品中 (2018)。企業併購的動態競爭分析以台灣半導體封測廠商日月光與矽品合併為例。國立政治大學科技管理與智慧財產研究所碩士論文，臺北市。 zh_TW dc.identifier.doi (DOI) 10.6814/THE.NCCU.TIIPM.008.2019.F08 en_US
