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題名 消費性電子產品零售業經營策略之個案研究-以R公司為例
A case study of r company on retail consumer electronics business strategy作者 林正勇
Lin, Cheng Yung貢獻者 李易諭
Lee, Y.Y.
林正勇
Lin, Cheng Yung關鍵詞 零售業
營運策略
商業模式
競爭力
Retail
Operational Strategy
Business Model
Competitiveness日期 2017 上傳時間 1-Mar-2017 17:06:22 (UTC+8) 摘要 面對全球化市場與激烈競爭壓力下，企業如何維持生存及永續經營的長期競爭優勢，與提升股東的價值，己經成為企業追求的目標及使命。 \n全球重要的商業模式流通活動，其中以零售業為面對最終消費者的主要經營業者，而隨著消費者生活型態的多元化、銷售模式的突破與創新，以及市場競爭的愈趨激烈，也逐漸有了嶄新的面貌，更帶來了企業營運策略上的挑戰。零售業將如何透過轉型與創新，掌握市場新商機? \n本研究透過個案R公司，曾經是一個近百年經營歷史的美國前二大消費性電子類產品零售商，擁有自有品牌,代理及加盟店總數曾經高達7000多家,零售點幾乎遍佈全美各州.公司業績曾超過美金60 億美元,(約NT 1,800億元),其企業形象與產品服務等,曾為美國消費者認為是新科技創新與零售產業之標竿。\n本研究經由探討及分析個案公司過去不同時期的營運策略及商業模式運用，歷程如何極大化其競爭力領先市場競爭者。 然而面對消費性電子產品市場不段變遷、新科技及網際網路創新之商業營運模式下，個案公司如何面臨重大經營挑戰而下市。科技的發達，帶來消費行為的改變，不論是實體零售業者、或是線上業者，都必須與時俱進才能保持競爭力。未來，業者若不加緊腳步，整合虛實通路行銷、產品及服務的需求，及適時的調整營運模式與策略，恐怕會在業績上重大衝擊。希望由此個案研究結論, 能給相關企業未來參考進而有所助益。\n\n關鍵詞：零售業、營運策略、商業模式、競爭力
In the face of global market and intense competition, how to maintain the long-term competitive advantage of survival and sustainable management, and to enhance the value of shareholders, has become the pursuit of business goals and mission.\nThe world`s major business model of circulation activities, of which the retail industry to face the ultimate consumer of the main business, and with the diversification of consumer lifestyle, sales model breakthrough and innovation, and the increasingly fierce market competition, But also gradually have a new look, but also brought the business strategy on the challenges. How will the retail industry manage new business opportunities through transformation and innovation?\nThis study, through Case R- Company, was a top consumer electronics retailer in the United States for nearly a century, with its own brands, agents and franchises totaling more than 7,000 retail outlets in almost all states. The company`s performance has exceeded US $ 6 billion (about NT $ 180 billion), its corporate image and product services, etc., was the US consumer think is the new technology innovation and retail industry benchmark.\nThis study explores and analyzes the use of business strategies and business models in the past different periods of time, and how the process maximizes its competitive leading market competitors. However, the face of consumer electronics market is not changing, new technology and Internet innovation business model, the case of how companies face major business challenges and market. The development of technology, bringing changes in consumer behavior, whether physical retailers, or online industry, must keep pace with the times to remain competitive. In the future, if the industry does not step up the pace, the integration of the actual situation of marketing, product and service needs, and timely adjustment of business models and strategies, should have major impacts of the performance. Hope that the case study conclusions, to the future reference to the relevant enterprises and then help.\n\nKeywords: Retail, Operational Strategy, Business Model, Competitiveness參考文獻 參考文獻\n一、中文部分 \n1. Aaker, David A（1998），沈雲驄、湯宗勳譯（1999），《品牌行銷法則》，台北：商業周刊。\n2. Baghai, M., Coley, S., and White, D. (1999)，林小慧譯，《企業成長煉金術》，台北：時報出版\n3. Grundy, Tony (2003)，傅悅齊譯 (2004)，《大師解讀策略》，臺北市：天下雜誌公司。\n4. Yin, Robert K. (2001)，尚容安譯,《個案研究法》，台北：弘智文化事業公司。\n5. 于卓民 (2014) ，國際企業環境與管理: 四版，台北，華泰文化出版社。\n6. 司徒達賢 (2014)，管理學的新世界：二版，台北，遠見天下文化出版股份有限公司。第11章。\n7. 司徒達賢 (2001)，策略管理新論：觀念架構與分析方法，台北，智勝文\n化事業股份有限公司。\n8. 林宏達 (2016), 「零售業新時代來臨一次看懂amazon go在玩什麼花樣」臺北市：財訊雙週刊 第 519 期。\n9. 黃銘宏（2015）， 企業轉型與成長之個案研究，國立政治大學經營管理碩士學程碩士論文。\n10. 張順教 (2015) ，賽局與策略管理個案分析，台北，華泰文化出版社。\n11. 張瑞芬（2010）。電子商務概論（第二版）。台北：華泰文化出版社。\n12. 顧淑馨（譯）（2005）。「全球舞台大未來」（大前研一原著）。台北：培生出版社。\n13. 陳威如、余卓軒（2013）。平台革命。台北：商周出版張崇仁（2010）。\n\n二、英文部分\n1. Aaker, D. A. (1991). Managing brand equity: Capitalizing on the value of a brand name. United States of America, Free Press.\n2. Aaker, D. A. (1989), “ Managing and Skills: The Key to Sustainable Competitive, California Management Review, Winter, pp.91-106. \n3. Ansoff, H. I. (1965), Corporate Strategy, New York: McGraw-Hill.\n4. Baden, D. A., Harwood, I. A., & Woodward, D. G. (2009). The effect of buyer pressure on suppliers in SMEs to demonstrate CSR practices: an added incentive or counter productive?. European Management Journal, 27(6), 429-441.\n5. Barney, J. (1986), Organizational culture: Can it be a source of sustained competitive advantage? Academy of Management Review, 11(3): 656-665.\n6. Burns, T. & Stalker, G. M. (1961), The management of innovation. London: Tavistock Publications. \n7. Carter, C. R., & Rogers, D. S. (2008). A framework of sustainable supply chain management, moving toward new theory. International journal of physical distribution & logistics managemengt, 38(5), 360-387.\n8. Chandler, A. D. (1962), Strategy and Structure, Cambridge: Harvard University Press.\n9. Chien, M.H.,(2004), “ A Study to Improve Organizational Performance:A View from SHRM,” Journal of American Academy of Business, 4 (1/2),289-291.\n10. Conner, K.R. and Prahalad, C.K. (1996). A Resource-based Theory of the Firm:\nKnowledge versus Opportunism. Organization Science, 7, 477-501.\n11. Daft, R. L. (2004), Organization Theory and Design. 8th edition. South-Western College Publishing, USA.\n12. Delvin, G. & Bleackley, M. (1988). Strategic Alliance Guidelines for Success. Long Range Planning, 21 (5), 18-23.\n13. Drucker, P. F. (1993), “Post-Capitalist Society,” New York: Harper Collins, p.25-30. \n14. Drucker, P. F. (1995), Managing in a time of great change. New York: Penguin. \n15. Foerstl, K., Azadegan, A., Leppelt, T., & Hartmann, E. (2015). Drivers of supplier sustainability: Moving beyond compliance to commitment. Journal of Supply Chain Management, 51(1), 67-92.\n16. Freeman, C. (1982) The Economics of Industrial Innovation. London: Pinter, 2nd \ned., 66.\n17. Freeman, R. E. (2010). Strategic management: A stakeholder approach.\nCambridge University Press.\n18. Hamel, G., Doz, Y.L., and Prahalad, C.K. (1989). Collaborate with Your\nCompetitiors and Win. Harvard Business Review.\n19. Hamel, G. (1991). Competition for Competence and Inter-Partner Learning\nwithin International Strategic Alliances. Strategic Management Journal, 12, 83-\n103.\n20. Hill, C. W. L. and G. R. Jones, (1998), Strategic Management Theory (4th ed.), Houghton Mifflin Company, Boston, NY.\n21. Hofer, Charles W. &, Schendel, Dan (1978), Strategy Formulation: Analytical Concepts. West Group\n22. James, B. (1985). Alliance: The new strategic focus. Long Range Planning, 18\n(3), 76-81.\n23. Jick, T.D. (1993), Managing Change. Boston: Richard D. IRWIN, Inc.\n24. Johnson, W.M., Christensen, M.C., & Kagermann, H. (2008). Reinventing Your Business Model. Harvard Business review, 57-68.\n25. Kotler, P. (1976), Marketing Management (3rd ed.), Prentice Hall, London.\n26. Laudon, K. C. & Traver, C. G.(2002). E-commerce: Business, technology, \nsociety. Boston: Addison Wesley.\n27. Lindgart, Z., Reeves, M., Stalk, G. & Deimler, M.S. (2009). Business Model Innovation. When the Game Gets Though, Change the Game. Boston: The Boston Consulting Group.\n28. Magretta, Joan (2011). Understanding Michael Porter: The Essential Guide to Competition and Strategy, United States of America, Haward Business Review.\n29. Osterwalder, Alexander &, Pigneur, Yves ( 2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. United States of America : John Wiley & Sons, Inc.\n30. Porter, M. E. (1980), Competitive Strategy: Techniques for Analyzing Industrial and Competitors, The Free Press, N.Y.\n31. Porter, M. E. (1985). Competitive Advantage, The Free Press, N.Y.\n32. Porter, M. E. (1986), “Competition in Global Industries: a Conceptual Framework. Competition in Global Industries, Harvard Business School Press, Boston.\n33. Porter, M. E. (1990), The Competitive Advantage of Nations, The Free Press, N.Y.\n34. Porter, M. E. (1996), “What is Strategy? Harvard Business Review, Vol. 74, No. 6, 61-78.\n35. Timmers, P. (1998). Business Models for Electronic Markets. Electronic Market, 8(2),3-8.\n36. Yin, R. K. (1989). Case study research: Design and methods. Applied Social Research Series, 5.\n\n\n三、網站部份 \n1. CTA ( Consumer Technology Assocision) 網站https://www.cta.tech/\n2. EpochTimes網站http://www.epochtimes.com/b5/5/10/16/n1087246.htm\n3. RadioShack Corporation公司網站 https://www.radioshack.com/ ， 登錄時間：09/28/2016。\n4. 維基百科(Wikipedia) 網站 https://en.wikipedia.org/wiki/Consumer_electronics登錄時間：10/24/2016。\n 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
103932040資料來源 http://thesis.lib.nccu.edu.tw/record/#G0103932040 資料類型 thesis dc.contributor.advisor 李易諭 zh_TW dc.contributor.advisor Lee, Y.Y. en_US dc.contributor.author (Authors) 林正勇 zh_TW dc.contributor.author (Authors) Lin, Cheng Yung en_US dc.creator (作者) 林正勇 zh_TW dc.creator (作者) Lin, Cheng Yung en_US dc.date (日期) 2017 en_US dc.date.accessioned 1-Mar-2017 17:06:22 (UTC+8) - dc.date.available 1-Mar-2017 17:06:22 (UTC+8) - dc.date.issued (上傳時間) 1-Mar-2017 17:06:22 (UTC+8) - dc.identifier (Other Identifiers) G0103932040 en_US dc.identifier.uri (URI) https://ah.lib.nccu.edu.tw/item?item_id=123101 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 103932040 zh_TW dc.description.abstract (摘要) 面對全球化市場與激烈競爭壓力下，企業如何維持生存及永續經營的長期競爭優勢，與提升股東的價值，己經成為企業追求的目標及使命。 \n全球重要的商業模式流通活動，其中以零售業為面對最終消費者的主要經營業者，而隨著消費者生活型態的多元化、銷售模式的突破與創新，以及市場競爭的愈趨激烈，也逐漸有了嶄新的面貌，更帶來了企業營運策略上的挑戰。零售業將如何透過轉型與創新，掌握市場新商機? \n本研究透過個案R公司，曾經是一個近百年經營歷史的美國前二大消費性電子類產品零售商，擁有自有品牌,代理及加盟店總數曾經高達7000多家,零售點幾乎遍佈全美各州.公司業績曾超過美金60 億美元,(約NT 1,800億元),其企業形象與產品服務等,曾為美國消費者認為是新科技創新與零售產業之標竿。\n本研究經由探討及分析個案公司過去不同時期的營運策略及商業模式運用，歷程如何極大化其競爭力領先市場競爭者。 然而面對消費性電子產品市場不段變遷、新科技及網際網路創新之商業營運模式下，個案公司如何面臨重大經營挑戰而下市。科技的發達，帶來消費行為的改變，不論是實體零售業者、或是線上業者，都必須與時俱進才能保持競爭力。未來，業者若不加緊腳步，整合虛實通路行銷、產品及服務的需求，及適時的調整營運模式與策略，恐怕會在業績上重大衝擊。希望由此個案研究結論, 能給相關企業未來參考進而有所助益。\n\n關鍵詞：零售業、營運策略、商業模式、競爭力 zh_TW dc.description.abstract (摘要) In the face of global market and intense competition, how to maintain the long-term competitive advantage of survival and sustainable management, and to enhance the value of shareholders, has become the pursuit of business goals and mission.\nThe world`s major business model of circulation activities, of which the retail industry to face the ultimate consumer of the main business, and with the diversification of consumer lifestyle, sales model breakthrough and innovation, and the increasingly fierce market competition, But also gradually have a new look, but also brought the business strategy on the challenges. How will the retail industry manage new business opportunities through transformation and innovation?\nThis study, through Case R- Company, was a top consumer electronics retailer in the United States for nearly a century, with its own brands, agents and franchises totaling more than 7,000 retail outlets in almost all states. The company`s performance has exceeded US $ 6 billion (about NT $ 180 billion), its corporate image and product services, etc., was the US consumer think is the new technology innovation and retail industry benchmark.\nThis study explores and analyzes the use of business strategies and business models in the past different periods of time, and how the process maximizes its competitive leading market competitors. However, the face of consumer electronics market is not changing, new technology and Internet innovation business model, the case of how companies face major business challenges and market. The development of technology, bringing changes in consumer behavior, whether physical retailers, or online industry, must keep pace with the times to remain competitive. In the future, if the industry does not step up the pace, the integration of the actual situation of marketing, product and service needs, and timely adjustment of business models and strategies, should have major impacts of the performance. Hope that the case study conclusions, to the future reference to the relevant enterprises and then help.\n\nKeywords: Retail, Operational Strategy, Business Model, Competitiveness en_US dc.description.tableofcontents 第一章 緒論 1\n第一節 研究背景與動機 1\n第二節 研究目的 3\n第三節 研究範圍 4\n第四節 研究流程 4\n第五節 論文結構 6\n第二章 文獻探討 7\n第一節 零售與品牌 7\n一、 零售業定義 7\n二、 品牌權益之定義 9\n三、 消費性電子產品定義: 12\n第二節 商業模式 13\n一、 商業模式的定義 13\n二、 商業模式組成要素 14\n第三節 競爭力 18\n一、 核心競爭力 18\n二、 競爭優勢分析 21\n三、 經營策略 26\n第三章 研究方法 29\n第一節 研究架構 29\n第二節 研究方法 30\n第三節 研究限制 32\n第四章 個案分析 33\n第一節 公司背景簡介 33\n第二節 企業面臨之問題與挑戰 41\n一、 大型實體量販店威脅 41\n二、 新科技快速出台重大影響 41\n三、 來自網路購物網站衝擊 42\n第三節 企業經營策略,績效分析與討論 45\n一、 創建期與第一次被併購: (1921-1962) 45\n二、 成長期: 市場擴張與國際化 (1963-1980) 46\n三、 成熟期 : 創新產品、品質及服務 (1981-2005) 49\n四、 衰退期: 營運績效滑落期: (2006-2012) 54\n五、 掙扎期:下市、再次被併購 (2012-2015) 57\n第四節 成功因素探討 60\n一、 地域優勢便利性: 60\n二、 優質聚焦客戶服務: 60\n三、 創新產品與DIY(Do It Yourself) 市場龍頭 61\n四、 自有品牌策略 62\n第五章 結論與建議 67\n第一節 研究結論 67\n第二節 研究建議 69\n參考文獻 71\n附錄 75 zh_TW dc.format.extent 1705571 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0103932040 en_US dc.subject (關鍵詞) 零售業 zh_TW dc.subject (關鍵詞) 營運策略 zh_TW dc.subject (關鍵詞) 商業模式 zh_TW dc.subject (關鍵詞) 競爭力 zh_TW dc.subject (關鍵詞) Retail en_US dc.subject (關鍵詞) Operational Strategy en_US dc.subject (關鍵詞) Business Model en_US dc.subject (關鍵詞) Competitiveness en_US dc.title (題名) 消費性電子產品零售業經營策略之個案研究-以R公司為例 zh_TW dc.title (題名) A case study of r company on retail consumer electronics business strategy en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 參考文獻\n一、中文部分 \n1. Aaker, David A（1998），沈雲驄、湯宗勳譯（1999），《品牌行銷法則》，台北：商業周刊。\n2. Baghai, M., Coley, S., and White, D. (1999)，林小慧譯，《企業成長煉金術》，台北：時報出版\n3. Grundy, Tony (2003)，傅悅齊譯 (2004)，《大師解讀策略》，臺北市：天下雜誌公司。\n4. Yin, Robert K. (2001)，尚容安譯,《個案研究法》，台北：弘智文化事業公司。\n5. 于卓民 (2014) ，國際企業環境與管理: 四版，台北，華泰文化出版社。\n6. 司徒達賢 (2014)，管理學的新世界：二版，台北，遠見天下文化出版股份有限公司。第11章。\n7. 司徒達賢 (2001)，策略管理新論：觀念架構與分析方法，台北，智勝文\n化事業股份有限公司。\n8. 林宏達 (2016), 「零售業新時代來臨一次看懂amazon go在玩什麼花樣」臺北市：財訊雙週刊 第 519 期。\n9. 黃銘宏（2015）， 企業轉型與成長之個案研究，國立政治大學經營管理碩士學程碩士論文。\n10. 張順教 (2015) ，賽局與策略管理個案分析，台北，華泰文化出版社。\n11. 張瑞芬（2010）。電子商務概論（第二版）。台北：華泰文化出版社。\n12. 顧淑馨（譯）（2005）。「全球舞台大未來」（大前研一原著）。台北：培生出版社。\n13. 陳威如、余卓軒（2013）。平台革命。台北：商周出版張崇仁（2010）。\n\n二、英文部分\n1. Aaker, D. A. (1991). Managing brand equity: Capitalizing on the value of a brand name. United States of America, Free Press.\n2. Aaker, D. A. (1989), “ Managing and Skills: The Key to Sustainable Competitive, California Management Review, Winter, pp.91-106. \n3. Ansoff, H. I. (1965), Corporate Strategy, New York: McGraw-Hill.\n4. Baden, D. A., Harwood, I. A., & Woodward, D. G. (2009). The effect of buyer pressure on suppliers in SMEs to demonstrate CSR practices: an added incentive or counter productive?. European Management Journal, 27(6), 429-441.\n5. Barney, J. (1986), Organizational culture: Can it be a source of sustained competitive advantage? Academy of Management Review, 11(3): 656-665.\n6. Burns, T. & Stalker, G. M. (1961), The management of innovation. London: Tavistock Publications. \n7. Carter, C. R., & Rogers, D. S. (2008). A framework of sustainable supply chain management, moving toward new theory. International journal of physical distribution & logistics managemengt, 38(5), 360-387.\n8. Chandler, A. D. (1962), Strategy and Structure, Cambridge: Harvard University Press.\n9. Chien, M.H.,(2004), “ A Study to Improve Organizational Performance:A View from SHRM,” Journal of American Academy of Business, 4 (1/2),289-291.\n10. 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