美國與日本的零售業領先全球，台灣零售業向來師法美日，以其馬首是瞻，消費流行亦與美日習習相關。日本早在西元1722年江戶時代即有均一價概念的連鎖店出現，美國則在1959年時萌芽，但台灣直到近年，全球商業環境的快速變遷，產業的競爭日益激烈，不少企業經營紛紛朝向國際化、資訊化及多角化發展。由於社會進步，國民生活水準大幅提昇，消費者對商品價格的重視漸漸轉而對產品品質及服務的重視。
1987年政府放寬進口限制及降低關稅，並准許外商在台灣設廠與拓展內銷市場，促成我國零售業的成長。在市場開放競爭下，1990年代國內大型連鎖零售通路興起，商品價格主導權逐漸由製造商手中轉移至零售通路業者，使得如便利商店、量販店之零售業者一躍成為新興發展重要產業。
均一價商店的經營與其他業種業態相較下，薄利多銷更是要求制度、標準及效率，不僅提供給消費者一個完善的購物環境，也是小型的量販店或百貨公司。
個案企業快速擴張及多角化經營之策略比起同業有更快的決策速度，但是否風險評估及資金週轉皆在企業可承受之範圍，否則雖拉大經濟規模卻錯估市場胃納量。建議仍應審慎評估跨足之行業之產業競爭力。加上近年來國內外經貿環境劇變，包括微利競爭盛行、中國大陸經濟的崛起、企業全球化的布局、國際經濟版圖的變動、國際油價及重要原物料價格大幅上漲、京都議定書生效、匯率變動，在在考驗業者之經營能耐。
企業競爭內涵由傳統的體力競賽，轉化為品質、創意、創新、智財權、知識與速度的競爭。為強化競爭力，連鎖產業必須不斷創新研發，強化總部之策略管理與後勤支援能力，加速體系全面升級，以提升商品及服務之附加價值。Michael Porter說：「策略要不斷的改變，產品要不斷的創新」，連鎖產業要深度耕耘，創新突破，脫離低價值之產業活動，才能永續發展。

Retailers in the US and Japan are taking the lead where as retailers in Taiwan are working its way up to follow this lead. Consumption trend in Taiwan’s society is associated with these countries. Japan launched the so-called “one priced” chain stores in 1722 and the US began operating these sorts of chain stores in 1959. Taiwan hasn’t got involved in this “one price operating strategy” till recent years. Due to the fact that businesses are operating under a rapidly changing environments as well as facing great competition, a huge amount of enterprises are working towards an internationalized and diversified multinational company. The living standards in Taiwan have been improving over the years; consumers now tend to put more emphasis on the quality and services of the product rather than on the price of the product.
Government in Taiwan loosened the importing barrier and lowered the tariff in 1987. This action encouraged foreign companies to set up firms in Taiwan which has lead to a positive growth in Taiwan’s retailer industry. The retailer industry was booming in the 1990s where the price of the product was determined by the retailer rather than the manufacturer. Therefore, retailers such as convenience stores and chain retail stores were acting as an important role in leading it to success.
In comparison, these “one priced” chain stores are making slight amounts of profit on each item and that’s where the standard and efficiency matters. It provides customers with a pleasant shopping environment and it’s seen as a kind of mini department store. The expanding and diverse strategy that the company adopts enables the company to operate more efficiently than its competitors. The risks and availability of cash flow are under sustainable circumstances. Otherwise, it might result in expanding the economics of scale but miscalculating the capacity of the market. It is suggested that evaluation of the competitive advantage is essential prior to the company becoming a multinational company. Changes in the economical, social and business environments challenge the operator’s ability in dealing with these matters.
Businesses are turning from physical-oriented into product-oriented competitors and that is where quality, innovation and creativity matters. In order to enhance its competitiveness, chain stores must grow by continuously improving and innovating of the products; enhancing its strategic management and backup support to create the value added product and services for the customers.

目 錄
中文摘要 iv
Abstract v
誌謝詞 vi
目 錄 vii
表目錄 ix
圖目錄 x
第一章

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