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題名 中國行銷通路策略創新之研究—以T家具公司為例
The Innovation of Sales Channel Strategy in ChinaA-Case Study T Furnishing Company
作者 任禹霓
貢獻者 李仁芳
關鍵詞 中國行銷通路
行銷通路模式創新
在平的世界中競爭
顧客價值創新
策略創新
藍海策略
資源理論
量販店零售業
競爭優勢
中國傢俱市場
Innovation of Sales Channel
Strategy in China
Strategic Innovation
KSF
Business Landscape
SWOT
business model
value innovation
Blue Ocean Strategy
World Is Flat
日期 2007
上傳時間 18-Sep-2009 15:09:02 (UTC+8)
摘要 中國經濟最近二、三十年一直保持高速增長的趨勢，尤其是2006至今中國股市的井噴式發展，為中國資本投資市場帶來巨大發展機遇的同時，也帶動了相關產業的發展，如家居零售業就存在著顯著的連動效應。一方面，持續的牛市給股民帶來了高收益，提高了潛在消費者的購買力；另一方面，投資市場的發展也為家居業融資提供了便利。但是，中國家居業市場現有的行銷通路策略，存在嚴重的趨同性，眾多廠家依靠幾乎雷同的通路策略進行著殘酷的零和博弈競爭。家俱工廠，都必須依靠幾家大規模的大型家具賣場通路為載體在裡面開店，方能順利行銷自己產品到客戶手上，家具工廠產品通常交由經銷商在各城市代理販售，或開自營店，若有家俱工廠和家具大賣場因為經銷商的資訊不對接，家俱工廠可能就會失去黃金店面，壓縮到自己生產的傢具品牌空間通路。近年中國火熱的零售通路家樂福、大潤發、沃爾馬，馬不停蹄的在中國展店分食上千億人民幣的量販銷售額，家居業能否藉由前述迥異的通路模式，並充分發揮工廠本身有的資源基礎與核心技術，進而探索出一種創新的行銷通路模式，為顧客創造更高的讓渡價值的同時，擺脫殘酷的紅海競爭，成為家居業競爭參與者面臨的一大挑戰。本文以傢俱工廠T公司為例，通過對其行銷通路策略的綜合系統分析，從傳統家居商場到零售通路的量販店中展店，探索出一套適合中國市場的行銷通路創新模式。
     本文分六章，第一章是本文的緒論部分，介紹研究背景及意義，並對相關概念進行界定，提出本文的研究思路和方法，以及文章的結構安排和創新之處。在第二章中主要對資源基礎理論、藍海策略及創新理論等文獻進行了綜述，作為整篇文章的理論支柱。第三章介紹了中國零售業市場的發展概況，著重分析了中國市場量販店發展的情況，為後面提出行銷通路創新提供背景與動機。第四章分析了中國家居業市場現行的幾種主要的行銷通路模式，並綜合分析其特點。第五章以T公司為例提出為何開創新通路及其在中國市場行銷通路模式創新實務。第六章結論與建議。
In last decade, China`s economy kept growing at top speed. The booming stock market, while bringing the enormous opportunity for the Chinese capital market development, has driven the development of relevant industries too. The effect on furniture business is absolutely apparent. On one hand, the bullish stock market has brought high returns to stock holders, while raising the purchasing power of potential consumers. On the other hand, the development of capital market has offered the convenience to financing in furniture business too. However, the homogeneity and zero-sum game of marketing strategy in furniture business is serious enough to be a catastrophe to everyone concerned. In order to approach potential customers, the furniture factories must all rely on several sales channels of high market share to run their own shops inside. Furniture factories usually have their own distributors to promote their sales, or run their own shops. If there is information asymmetry between the furniture factories and sales channels, the furniture factories will encounter the possibility of the loss of shop presence and brand damage. In recent years, Carrefour, RT-Mart, and Wal-Mart develop their own sales channels in China at high speed in order to share the millions of dollars market. How to take advantage of the above-mentioned sales channels and leverage their own resources and core competence to create innovative sales channels, while offering higher value for the customers and getting rid of the cruel Red Sea competition is a challenge to the furniture factories and every participant concerned nowadays. This text takes furniture factory T Company as an example, through comprehensive and systematic marketing strategy analysis, and researches on T Company’s traditional sales channels and new sales channels within retailing chains, to explore a set of sales channels innovation model which is suitable for the Chinese market.
     This research consists of six chapters. Chapter one which is an introduction part mainly focuses on the basis of the selected title and related definition, introduces relevant concepts, ways of thinking and method studied, and last but not least recommends the thesis structure and its possible innovation. Chapter two is literature review and comment. Representative figures, relevant fields of the thesis and their research results are reviewed on a chronological basis, including several following respects: Resource-Base Theory, Blue Ocean Strategy, and Innovation Theory. Chapter three is the development overview of Chinese retailing business and also analyzes the development of hypermarkets in China emphatically in order to illustrate the background and motive for sales channels innovation. In Chapter four, this research analyzes existing models of sales channels and its characteristics of Chinese furniture business comprehensively. Chapter five takes T Company as an example and further elaborates its strategy and operation on the innovation of sales channels construction. Chapter six is the conclusion and follow-up study suggestion.
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網路資料來源：
紅星美凱龍http://www.redstarzz.com 居然之家http://www.juran.com.cn/
吉盛偉邦http://www.jswb.com.cn/ 月星集團http://www.yuexing.com/
家樂福http://www.carrefour.com.cn/ 焦點裝修家居網 home.focus.cn
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描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
91932925
96
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0919329252
資料類型 thesis
dc.contributor.advisor 李仁芳zh_TW
dc.creator (作者) 任禹霓zh_TW
dc.date (日期) 2007en_US
dc.date.accessioned 18-Sep-2009 15:09:02 (UTC+8)-
dc.date.available 18-Sep-2009 15:09:02 (UTC+8)-
dc.date.issued (上傳時間) 18-Sep-2009 15:09:02 (UTC+8)-
dc.identifier (Other Identifiers) G0919329252en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/35492-
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) 91932925zh_TW
dc.description (描述) 96zh_TW
dc.description.abstract (摘要) 中國經濟最近二、三十年一直保持高速增長的趨勢，尤其是2006至今中國股市的井噴式發展，為中國資本投資市場帶來巨大發展機遇的同時，也帶動了相關產業的發展，如家居零售業就存在著顯著的連動效應。一方面，持續的牛市給股民帶來了高收益，提高了潛在消費者的購買力；另一方面，投資市場的發展也為家居業融資提供了便利。但是，中國家居業市場現有的行銷通路策略，存在嚴重的趨同性，眾多廠家依靠幾乎雷同的通路策略進行著殘酷的零和博弈競爭。家俱工廠，都必須依靠幾家大規模的大型家具賣場通路為載體在裡面開店，方能順利行銷自己產品到客戶手上，家具工廠產品通常交由經銷商在各城市代理販售，或開自營店，若有家俱工廠和家具大賣場因為經銷商的資訊不對接，家俱工廠可能就會失去黃金店面，壓縮到自己生產的傢具品牌空間通路。近年中國火熱的零售通路家樂福、大潤發、沃爾馬，馬不停蹄的在中國展店分食上千億人民幣的量販銷售額，家居業能否藉由前述迥異的通路模式，並充分發揮工廠本身有的資源基礎與核心技術，進而探索出一種創新的行銷通路模式，為顧客創造更高的讓渡價值的同時，擺脫殘酷的紅海競爭，成為家居業競爭參與者面臨的一大挑戰。本文以傢俱工廠T公司為例，通過對其行銷通路策略的綜合系統分析，從傳統家居商場到零售通路的量販店中展店，探索出一套適合中國市場的行銷通路創新模式。
     本文分六章，第一章是本文的緒論部分，介紹研究背景及意義，並對相關概念進行界定，提出本文的研究思路和方法，以及文章的結構安排和創新之處。在第二章中主要對資源基礎理論、藍海策略及創新理論等文獻進行了綜述，作為整篇文章的理論支柱。第三章介紹了中國零售業市場的發展概況，著重分析了中國市場量販店發展的情況，為後面提出行銷通路創新提供背景與動機。第四章分析了中國家居業市場現行的幾種主要的行銷通路模式，並綜合分析其特點。第五章以T公司為例提出為何開創新通路及其在中國市場行銷通路模式創新實務。第六章結論與建議。		zh_TW
dc.description.abstract (摘要) In last decade, China`s economy kept growing at top speed. The booming stock market, while bringing the enormous opportunity for the Chinese capital market development, has driven the development of relevant industries too. The effect on furniture business is absolutely apparent. On one hand, the bullish stock market has brought high returns to stock holders, while raising the purchasing power of potential consumers. On the other hand, the development of capital market has offered the convenience to financing in furniture business too. However, the homogeneity and zero-sum game of marketing strategy in furniture business is serious enough to be a catastrophe to everyone concerned. In order to approach potential customers, the furniture factories must all rely on several sales channels of high market share to run their own shops inside. Furniture factories usually have their own distributors to promote their sales, or run their own shops. If there is information asymmetry between the furniture factories and sales channels, the furniture factories will encounter the possibility of the loss of shop presence and brand damage. In recent years, Carrefour, RT-Mart, and Wal-Mart develop their own sales channels in China at high speed in order to share the millions of dollars market. How to take advantage of the above-mentioned sales channels and leverage their own resources and core competence to create innovative sales channels, while offering higher value for the customers and getting rid of the cruel Red Sea competition is a challenge to the furniture factories and every participant concerned nowadays. This text takes furniture factory T Company as an example, through comprehensive and systematic marketing strategy analysis, and researches on T Company’s traditional sales channels and new sales channels within retailing chains, to explore a set of sales channels innovation model which is suitable for the Chinese market.
     This research consists of six chapters. Chapter one which is an introduction part mainly focuses on the basis of the selected title and related definition, introduces relevant concepts, ways of thinking and method studied, and last but not least recommends the thesis structure and its possible innovation. Chapter two is literature review and comment. Representative figures, relevant fields of the thesis and their research results are reviewed on a chronological basis, including several following respects: Resource-Base Theory, Blue Ocean Strategy, and Innovation Theory. Chapter three is the development overview of Chinese retailing business and also analyzes the development of hypermarkets in China emphatically in order to illustrate the background and motive for sales channels innovation. In Chapter four, this research analyzes existing models of sales channels and its characteristics of Chinese furniture business comprehensively. Chapter five takes T Company as an example and further elaborates its strategy and operation on the innovation of sales channels construction. Chapter six is the conclusion and follow-up study suggestion.		en_US
dc.description.tableofcontents 摘 要 IV
     表 目 錄 X
     圖 目 錄 XI
     第1章 緒 論 1
     1.1研究背景及意義 1
     1.1.1研究背景 1
     1.1.2 研究目的及意義 2
     1.2相關概念界定 2
     1.2.1 創新 2
     1.2.2 藍海策略 3
     1.2.3 零售業 3
     1.2.4 量販店 4
     1.3研究思路和方法 4
     1.3.1 研究思路 4
     1.3.2研究方法 5
     1.4結構安排和創新之處 6
     1.4.1 論文結構安排 6
     1.4.2 創新之處 8
     第2章 文獻綜述 9
     2.1 資源基礎理論 9
     2.2 核心能力理論 20
     2.3 競爭分析及持久競爭優勢的形成 24
     2.3.1 產業競爭分析 24
     2.3.2 持久競爭優勢的形成 28
     2.4 藍海策略 35
     2.5 策略創新 46
     第3章 中國零售業市場發展概述 67
     3.1 中國經濟發展歷程 67
     3.2 中國零售業態發展 77
     3.2.1 零售業 77
     3.2.2 中國零售業的演進 86
     3.3 中國連鎖零售業發展現狀 90
     3.4 中國市場量販店發展現狀 102
     3.4.1 量販店（Hypermarket）： 102
     3.4.2 量販店中國市場發展——以家樂福為例 105
     第4章 中國家居行業行銷通路的主要模式 126
     4.1 紅星美凱龍的行銷通路模式——以“車間化作業模式”為主導 130
     4.1.1 紅星美凱龍簡介 130
     4.1.2 紅星美凱龍的行銷通路模式 133
     4.2 吉盛偉邦的行銷通路模式——“品牌集中展示十商場化管理” 142
     4.2.1 吉盛偉邦簡介 142
     4.2.2 吉盛偉邦行銷通路模式 144
     4.3 月星的行銷通路模式——傢俱製造為後盾，市場化的經營模式，商場化的管理，大的Shopping mall的模式 150
     4.3.1 月星集團簡介 151
     4.3.2 月星行銷通路模式 155
     4.4 居然之家的行銷通路模式——以“國有企業投資控股”、“市場管理商場化”，創新“居然模式”，提高商場品牌知名度，與廠家簽約戰略合作 160
     4.4.1 居然之家簡介 161
     4.1.2 居然之家的行銷通路模式 163
     第5章 T公司行銷通路模式創新 177
     5.1 T公司簡介 178
     5.1.1 T公司的發展現狀 178
     5.1.2 以T公司為代表的家居行業主要通路模式——經銷商代理模式 181
     5.1.3 T公司行銷通路現狀 182
     5.2 T公司行銷通路創新SWOT分析 189
     5.2.1 T公司面對的外部環境機遇 189
     5.2.2 T公司面臨的外部環境威脅 207
     5.2.3 T公司掌握的內部優勢 213
     5.2.4 T公司存在的內部劣勢 220
     5.3 T公司經營模式創新 221
     5.3.1家居零售的傳統主導模式——以大型家具商場為通路的經銷代理制處於“紅海”競爭中 223
     5.3.2家居零售的傳統主導模式的弊病與思考 226
     5.3.3 零售通路的“店中店”模式為T公司實現價值創新 229
     5.3.4 T公司“店中店”(家樂福)模式實施的支援因素 235
     第6章 結論 248
     6.1研究發現與結論 248
     6.1.1研究發現 248
     6.1.2研究結論 251
     6.2實務建議 258
     6.3後續研究建議 264
     參考文獻 266
     中文文獻： 266
     英文文獻： 268
     附錄 273
     附錄1 273
     附錄2 281
     附錄3 290
     附錄4 296
     
     表 目 錄
     表2- 1 策略性資源的內涵 17
     表2- 2　其他學者資源基礎觀點論述匯總表 19
     表2- 3 持久競爭優勢其他相關研究匯總表 33
     表2- 4 藍海策略與紅海策略比較 36
     表2- 5 從肉搏式競爭到藍海策略 45
     表2- 6 其他學者創新定義匯總表 48
     表2- 7 以消費者利益與技術變化程度來劃分的創新類型 50
     表2- 8 創新結構類型 51
     表2- 9 Gilbert的創新構面 52
     表2- 10 其他學者對創新的分類 52
     表2- 11 多樣創新來源 56
     表2- 12 推式經濟與拉式經濟 57
     表2- 13 策略構面 64
     表2- 14 策略創新評估構面 66
     表3- 1 主要國家國民平均生產毛額（GDP/美元） 70
     表3- 2 主要國家和地區經濟成長率（﹪） 71
     表3- 3 中國一级行政區年平均每户家庭所得(元/人民币) 73
     表3- 4 中國一级行政區受調查家庭户數 74
     表3- 5 各區域平均每户家庭所得(元/人民币) 75
     表3- 6 各區域平均家户所得與全國的比例（%） 76
     表3- 7 零售商定義匯總表 77
     表3- 8 零售業態分類表 79
     表3- 9 不同零售業態的比較 83
     表3- 10 中國大陸對外資零售商的開放演進 89
     表3- 11 2005 年度大陸全國前 30 家連鎖企業經营统計表 91
     表3- 12 2006年中國連鎖100强 95
     表3- 13 量販店定義整理 103
     表3- 14 量販店發展特徴整理 104
     表3- 15　大陸行政區 1995-2006 家樂福展店一覽表 105
     表3- 16　大陸地區 1995-2006 家樂福展店一覽表 107
     表3- 17　中國1995-2006 城鎮居民人均可支配收入/人口一覽表 109
     表4- 1 各通路比較表…………………………………………………….171
     表5- 1 T公司各品牌的專業店數量 185
     表5- 2 2005年中國人口统計數據表 190
     表5- 3 城鎮居民家庭人均收入及恩格爾系數 191
     表5- 4 T公司SWOT分析匯總表 221
     表6- 1 銷售財務分析 257
     表6- 2 專賣店上海月星銷售財務分析 257
     
     
     圖 目 錄
     圖1- 1 研究思路邏輯圖 5
     圖1- 2 論文結構安排 8
     圖2- 1 文獻綜述結構圖 9
     圖2- 2 資源基礎方法策略分析結構圖 13
     圖2- 3 傳統 SWOT分析資源基礎模式與產業吸引力模式的比較 14
     圖2- 4 資源基礎模式圖 15
     圖2- 5 有形資產、無形資產與組織能力的三者關係 18
     圖2- 6 核心能力：競爭的基礎 21
     圖2- 7 核心能力構建流程圖 23
     圖2- 8 辨識核心能力的架構 24
     圖2- 9 五力分析結構圖 25
     圖2- 10 價值鏈分析框架圖 28
     圖2- 11 競爭優勢的取得 29
     圖2- 12 持久競爭優勢的決定性要素 30
     圖2- 13 競爭優勢的決定因素 30
     圖2- 14 持久競爭優勢的來源 32
     圖2- 15 Rothwell & Zegveld 的交叉型模式圖 55
     圖2- 16 事業模式概念 65
     圖3- 1 中國零售業市場發展概述結構圖 67
     圖4- 1 中國家居零售業的發展階段 126
     圖4- 2 中國家居行業行銷通路邏輯圖 129
     圖4- 3 各家通路經營式 170
     圖5- 1 T公司經銷專賣店分佈圖 185
     圖5- 2 T公司各品牌專賣店分佈情況 186
     圖5- 3 1996至2005年結婚率和離婚率走勢圖 194
     圖5- 4 全國房地產開發景氣指數趨勢圖 195
     圖5- 5 T公司行銷通路區域分佈圖 218
     圖5- 6 T公司的“店中店”模式 223
     
     圖5- 7 “店中店”模式的價值創新 230		zh_TW
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dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0919329252en_US
dc.subject (關鍵詞) 中國行銷通路zh_TW
dc.subject (關鍵詞) 行銷通路模式創新zh_TW
dc.subject (關鍵詞) 在平的世界中競爭zh_TW
dc.subject (關鍵詞) 顧客價值創新zh_TW
dc.subject (關鍵詞) 策略創新zh_TW
dc.subject (關鍵詞) 藍海策略zh_TW
dc.subject (關鍵詞) 資源理論zh_TW
dc.subject (關鍵詞) 量販店零售業zh_TW
dc.subject (關鍵詞) 競爭優勢zh_TW
dc.subject (關鍵詞) 中國傢俱市場zh_TW
dc.subject (關鍵詞) Innovation of Sales Channelen_US
dc.subject (關鍵詞) Strategy in Chinaen_US
dc.subject (關鍵詞) Strategic Innovationen_US
dc.subject (關鍵詞) KSFen_US
dc.subject (關鍵詞) Business Landscapeen_US
dc.subject (關鍵詞) SWOTen_US
dc.subject (關鍵詞) business modelen_US
dc.subject (關鍵詞) value innovationen_US
dc.subject (關鍵詞) Blue Ocean Strategyen_US
dc.subject (關鍵詞) World Is Flaten_US
dc.title (題名) 中國行銷通路策略創新之研究—以T家具公司為例zh_TW
dc.title (題名) The Innovation of Sales Channel Strategy in ChinaA-Case Study T Furnishing Companyen_US
dc.type (資料類型) thesisen
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