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題名 精品產業集團經營策略-以LVMH及Inditex為例
The Operation Strategy of Groups in Luxury Industry- Case Studies on LVMH and Inditex作者 張雅晴 貢獻者 黃國峯
張雅晴關鍵詞 精品經營
LVMH
Inditex日期 2012 上傳時間 10-二月-2014 14:46:51 (UTC+8) 摘要 LVMH集團成立以來，勢力不斷擴大，商品領域不斷擴增，成為高級精品界的代表之一；另一方面，隨著全球經濟波動，造成景氣不比以往，因此促使「平價精品」的風氣蓬勃，也讓許多學者好奇探究帶動起「快速平價時尚」的產業龍頭Inditex集團的成功之道。LVMH及Inditex兩集團，分居不同市場區隔，採取之策略存在差異，卻分別持續成長、開拓新事業、利潤增加，分居產業群首。因此本研究對兩大集團操作手法與市場區隔之相異，卻於市場上皆有正向表現進行深入探討。 本研究藉由文獻整理及個案探討的方式，比較歸納LVMH及Inditex兩集團營運策略的異同，從而提出研究發現。研究發現LVMH的總體策略，對目標條件設定清楚，策略執行是必須能夠滿足顧客、達到技術創新、分散風險以及能夠滿足資源的功用並達到綜效，例如綜合整理文獻發現其主要是為其目標客群打造一套完整的產品線，來滿足其目標客群的所有需求，因而以併購為其多角化的手段。又其目標客群較為高端，其併購知名高端品牌，利用品牌的知名度，再次提高LVMH集團的名聲，提高客群對其的忠誠度，獲得更多的商品銷售；透過這樣的正向循環，來提高其總體價值。而其網絡策略便是因應這樣的策略，建立起強勢的形象，當總體設定條件有目標符合時，便能較容易地將其併購，完成總體策略的藍圖。而總體策略的藍圖越完整，也越加強其集團的規模，對於建立強勢的形象也越有幫助。本研究認為LVMH集團採取強勢的購併風格，可能與其身為精品集團界的龍頭，希望表現強者風範有關。當其擁有這樣的實力、配合這樣的強勢作風，將有助於被購併品牌臣服於它、而未被購併的品牌更渴望成為其中一員，利用集團優勢輔助自己。其他功能政策及綜效運作情形也於研究中詳述。 而Inditex集團利用穩定的供應鏈，不斷根據消費者需求及流行趨勢，快速更新；此外，於此新創供應鏈模式中，資訊系統佔了極大工程，例如最為人稱道的當日回饋分店資訊以利總部掌握消費者潮流、服裝標準化資訊系統以利加速製程，甚或集團品牌間的資訊共享等溝通整合的作用，提供集團間品牌綜效上的互助關係。因此其與供應商或合作夥伴之間的網絡關係良好，而得以維持良好供貨及展店品質，以符合其核心理念—快速、平價與流行。 最後，透過分析兩大集團之經營策略，本研究提出實務建議供精品品牌廠商參考借鑒。 參考文獻 中文部分(依姓氏筆畫排序)1. 王佳煌、潘中道等(譯)(2002)，當代社會研究法：質化與量化研究途徑(原作者: W. 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國立政治大學
企業管理研究所
100355049
101資料來源 http://thesis.lib.nccu.edu.tw/record/#G1003550491 資料類型 thesis dc.contributor.advisor 黃國峯 zh_TW dc.contributor.author (作者) 張雅晴 zh_TW dc.creator (作者) 張雅晴 zh_TW dc.date (日期) 2012 en_US dc.date.accessioned 10-二月-2014 14:46:51 (UTC+8) - dc.date.available 10-二月-2014 14:46:51 (UTC+8) - dc.date.issued (上傳時間) 10-二月-2014 14:46:51 (UTC+8) - dc.identifier (其他 識別碼) G1003550491 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/63639 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所 zh_TW dc.description (描述) 100355049 zh_TW dc.description (描述) 101 zh_TW dc.description.abstract (摘要) LVMH集團成立以來，勢力不斷擴大，商品領域不斷擴增，成為高級精品界的代表之一；另一方面，隨著全球經濟波動，造成景氣不比以往，因此促使「平價精品」的風氣蓬勃，也讓許多學者好奇探究帶動起「快速平價時尚」的產業龍頭Inditex集團的成功之道。LVMH及Inditex兩集團，分居不同市場區隔，採取之策略存在差異，卻分別持續成長、開拓新事業、利潤增加，分居產業群首。因此本研究對兩大集團操作手法與市場區隔之相異，卻於市場上皆有正向表現進行深入探討。 本研究藉由文獻整理及個案探討的方式，比較歸納LVMH及Inditex兩集團營運策略的異同，從而提出研究發現。研究發現LVMH的總體策略，對目標條件設定清楚，策略執行是必須能夠滿足顧客、達到技術創新、分散風險以及能夠滿足資源的功用並達到綜效，例如綜合整理文獻發現其主要是為其目標客群打造一套完整的產品線，來滿足其目標客群的所有需求，因而以併購為其多角化的手段。又其目標客群較為高端，其併購知名高端品牌，利用品牌的知名度，再次提高LVMH集團的名聲，提高客群對其的忠誠度，獲得更多的商品銷售；透過這樣的正向循環，來提高其總體價值。而其網絡策略便是因應這樣的策略，建立起強勢的形象，當總體設定條件有目標符合時，便能較容易地將其併購，完成總體策略的藍圖。而總體策略的藍圖越完整，也越加強其集團的規模，對於建立強勢的形象也越有幫助。本研究認為LVMH集團採取強勢的購併風格，可能與其身為精品集團界的龍頭，希望表現強者風範有關。當其擁有這樣的實力、配合這樣的強勢作風，將有助於被購併品牌臣服於它、而未被購併的品牌更渴望成為其中一員，利用集團優勢輔助自己。其他功能政策及綜效運作情形也於研究中詳述。 而Inditex集團利用穩定的供應鏈，不斷根據消費者需求及流行趨勢，快速更新；此外，於此新創供應鏈模式中，資訊系統佔了極大工程，例如最為人稱道的當日回饋分店資訊以利總部掌握消費者潮流、服裝標準化資訊系統以利加速製程，甚或集團品牌間的資訊共享等溝通整合的作用，提供集團間品牌綜效上的互助關係。因此其與供應商或合作夥伴之間的網絡關係良好，而得以維持良好供貨及展店品質，以符合其核心理念—快速、平價與流行。 最後，透過分析兩大集團之經營策略，本研究提出實務建議供精品品牌廠商參考借鑒。 zh_TW dc.description.tableofcontents 目錄 I圖目錄 III表目錄 IV第一章 緒論 11.1 研究背景與動機 11.2 研究目的與問題 21.3 研究流程 3第二章 文獻探討 42.1 精品 42.1.1 定義 42.1.2 產業定義及起源 62.1.3 產業現況 62.2 集團企業之探討 132.3 品牌策略之探討 162.3.1 品牌延伸發展概況 162.3.2 副品牌 192.3.3 多品牌 212.4 綜效 27第三章 研究設計 313.1 研究架構 313.2 研究方法 32第四章 LVMH集團 344.1 沿革背景 344.2 總體策略 374.2.1 總公司策略 374.2.2 集團綜效 414.3 網絡策略 444.4 功能政策 464.4.1 研發與製造 464.4.2 行銷 484.4.3 人力資源 504.4.4 財務 524.5 小結 52第五章 INDITEX集團 555.1 沿革背景 555.2 總體策略 585.2.1 總公司策略 595.2.2 集團綜效 625.3 網絡策略 665.4 功能政策 675.4.1 研發、生產與分銷 685.4.2 行銷 725.4.3 人力資源 755.4.4 財務 755.5 小結 76第六章 比較與分析 806.1 個案整理與比較 806.2 研究發現 92第七章 結論與建議 957.1 研究結論 957.2 實務意涵 977.3 研究限制與未來研究建議 97參考文獻 99 zh_TW dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G1003550491 en_US dc.subject (關鍵詞) 精品經營 zh_TW dc.subject (關鍵詞) LVMH zh_TW dc.subject (關鍵詞) Inditex zh_TW dc.title (題名) 精品產業集團經營策略-以LVMH及Inditex為例 zh_TW dc.title (題名) The Operation Strategy of Groups in Luxury Industry- Case Studies on LVMH and Inditex en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 中文部分(依姓氏筆畫排序)1. 王佳煌、潘中道等(譯)(2002)，當代社會研究法：質化與量化研究途徑(原作者: W. 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