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博碩士論文 etd-0129108-170158 詳細資訊
Title page for etd-0129108-170158
論文名稱
Title
台灣量販業者力量上升對上游製造商之影響
The effect of Taiwanese Hypermarketers' soaring power to their suppliers.
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
80
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2007-06-10
繳交日期
Date of Submission
2008-01-29
關鍵字
Keywords
通路力量、量販店
Hypermarket, Channel Power.
統計
Statistics
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中文摘要
「沃爾瑪效應」一詞指沃爾瑪從鄉間雜貨店發展成為全球最大企業後,它的採購力量和決策對於員工、供應商、社區與環境產生的衝擊與影響,而沃爾瑪對於上游供應商的影響力早已超過一般交易的範疇,影響擴及製造商的其它經營決策,甚至連P&G都要透過合併其他品牌來提升對沃爾瑪與其他大型零售商的議價力量。
而國外量販式的銷售方式於1980年代正式進入台灣後,對台灣原有零售業態產生了很大的衝擊,歷經各國業者進入、退出市場後,目前主要呈現三強鼎立的狀態,業者間價格競爭激烈,本研究主要探討在近年台灣量販業者近年對上游製造商的通路力量(Channel Power)是否上升,及對製造商產生何種影響。
本研究採取個案分析法,透過訪談量販業者與其上游製造商來瞭解雙方的交易內容,從中分析近年量販業者對於上游製造商的力量是否上升,與反應在製造商的哪些經營活動。
本研究發現儘管近年台灣量販業整體呈現衰退,但領導廠商如家樂福對於上游製造商的力量仍然是上升的,明顯反應在附加費用(退佣、促銷費用)的徵收上,對於中、小型製造商量販業者則較有能力影響其產品決策,要求其設計特定規格款式的產品。另外,從本研究的個案發現,供應量販業的中小型製造商,擅長在產品上作彈性變動以避免量販業者間對相同產品的競價、削價競爭,但和量販業者交易的中小型製造商,須特別注意本身的資金週轉是否能應付量販業的各種交易要求。
Abstract
“The Wal-Mart Effect” indicates how Wal-Mart impacts the stakeholders such as employees, supplier, community and the environment when it becomes one of the biggest companies in the world. The effect on its suppliers is not only confined to the
regular transaction relationship, but also their decision making. Even the Procter and
Gamble, the giant company of consumer goods, has to increase its bargaining power to Wal-Mart by merging other brands.
The “mass selling”, which was first introduced into Taiwan by foreign hypermarket in the 1980s’ impacts the original retailing business of Taiwan. After
being entering and withdrawing by several companies, the hypermarket business in Taiwan is now mainly dominated by three companies, Carrefour, RT-Mart and FE-Geant, which have fierce price competition between one another.
This study attempts to find out whether the bargaining power of the hypermarketers to their suppliers is increased these years as well as the effect of this
power to their suppliers by using the case-study method. We interviewed one hypermarket company and several suppliers of hypermarket companies in order to know their content of transaction.
It is found that the hypermarket industry in Taiwan decayed in recent years, but the dominant companies, such as Carrefour, still has an increasing power to their suppliers. This increasing power reflects mainly on its imposition of sales commission and promotion fee. Besides, hypermarket retailers have more power to affect the smaller suppliers’ the decision making of products. From the cases that are discussed
in this paper, it’s also found that the smaller suppliers would avoid price-competition
of the hypermarket retailers by supplying products with few differences in specification. However, these suppliers should pay more attention to their cash flow to ensure their ability to contract with hypermarket retailers which usually have strict payment conditions.
目次 Table of Contents
圖目錄.................................................................3
表目錄.................................................................3
論文摘要.............................................................4
Abstract..............................................................5
第一章 序論........................................................7
第一節 研究背景與動機....................................7
第二節 研究目的..............................................10
第三節 研究流程..............................................11
第二章 文獻回顧..............................................12
第一節 沃爾瑪效應..........................................12
第二節 通路權力..............................................15
第三節 台灣量販業介紹..................................29
第三章 研究設計..............................................36
第一節 研究架構..............................................36
第二節 研究方法..............................................36
第三節 研究對象選擇......................................37
第四章 個案分析..............................................39
第一節 製造商個案..........................................39
第二節 量販店個案..........................................54
第三節 製造商個案同異分析比較..................56
第四節 結論......................................................61
第五章 結論與建議..........................................68
第一節 研究結論..............................................68
第二節 研究建議..............................................69
參考文獻...........................................................70
附錄一...............................................................75
附錄二- 本研究使用之問卷.............................77
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5. 王慧馨(2005,8月15日)。量販店賣100 元才賺3元。經濟日報,A13 版。
6. 王慧馨(2005,8 月15 日)。微利時代,怨啊! 通路、供應商搶利潤,大嘆錢難賺。經濟日報,A13版。
7. 王慧馨(2006,1 月20 日)。削價戰激烈,量販店擴大推自營品牌。經濟日報,A10版。
8. 王慧馨、張正(2006,1 月2 日)。量販促銷戰 全力破解囚犯困境。經濟日報,A12版。
9. 李至和(2006,10 月30 日)。愛買突圍,強打自營保健食品。經濟日報,A10版。
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四、其他英文資料
1. Ghemawat, P. and Mark, K., 2006, “The real Wal-Mart Effect”, Harvard Business
School Working Knowledge, from http://hbswk.hbs.edu/item/5474.html.
2. Progressive Grocer Annual Report of the Grocery Industry (April 2001)
3. Progressive Grocer’s Super 50 (Jan. 2004)
4. Standard & Poor’s, Industry Surveys: Textile, Apparel & Home Furnishings, 1995, p. T99 and Renstrom, p. 4
5. San Francisco Chronicle, 1995, “Top Executives Offer Views on Industry Trends”,February, D1.
五、網路資訊
1. 大潤發網站:http://www.rt-mart.com.tw/
2. 家樂福網站:http://www.carrefour.com.tw
3. 萬家福網站:http://www.megaful.com.tw/
4. 愛買網站:http://www.fe-geant.com.tw/
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