傳統零售業追求非有機成長的策略與手段

Abstract

特力屋零售事業群從1995年開始創立B&Q迄今已經將近18個年頭，已經成為臺灣最為成功的居家用品與服務公司。但追求進一步發展的同時，遇到國內外零售環境的變遷與內部管理能力不足的自省下，為了提昇組織的專業能力，以追求下一波的成長，創辦人何湯雄董事長開始啟動特力屋零售事業群的改造工程。 本文的研究目的，是以「特力屋零售事業群」為研究的主要物件，整理特力推動一連串變革的過程，並探討下列議題：(1)成長中的企業，其進行變革的目的及意義為何？(2)由創業者所主導的企業，如何順利的轉變成為由專業經理人管理的企業？這當中所遇到的挑戰會是什麼？如何解決？(3)由創業者所管理的公司，其體質該如何改善，才能變成一個更偉大的公司？ 本文以個案研究法為主要方法，除透過訪談高階主管與次級資料收集外，研究過程中亦比對組織變革相關的理論，作為分析基礎，檢視特力屋零售事業群推動變革的過程是否有哪些可取或不足之處。 研究結論發現，特力屋零售事業群的變革過程與處理抗拒的方式，大致與學者所研究的步驟相去不遠，但是關鍵的成功要素卻是身為創業者，也是推動改革的主導者須能夠先於企業組織改變，後續相關的措施才能夠順利推動，以獲致成功的結果。

Testrite Retail Group founded B&Q in 1995. The Group has since become the most successful DIY and home furniture company in Taiwan. Chairman Ho began the reconstruction of Testrite Retail Group in order to pursue further development and future profit growth. He faced a changing retail environment both within Taiwan and outside of the country, as well as a deficit of managerial talent. This study examines Testrite Retail Group’s series of business transformations, and discusses the following subjects: (1) The rationales for, and the results, of transformations undergone by a rapidly-growing firm. (2) How to transform smoothly from a start-up led by its entrepreneur-founder to a more mature enterprise led by seasoned executives, resolving the inevitable challenges that will be encountered along the way. (3) Turning a successful entrepreneurial startup into a mature company that will grow in its core business, possibly expand into other areas, and perhaps even go public. The Case Research method is used for this study. Besides interviewing high-level management and collecting secondary data, this study also references Organizational-Change-related theories as the foundation of the analysis. The study also examines the transformation processes of Testrite Retail Group, to see if the changes made were sufficient, and to determine if there are lessons to be learned from the company’s experience. The conclusion of this study is that Testrite Retail Group’s transformative processes, and the ways it dealt with those in the organization who resisted change, are fairly consistent with what would be predicted by the theories of Organizational Change. That being said, the key factor in TRG’s the success was Chairman Ho, who embodied, that is, personally took on, the transformations that he made, before enacting them in the company; this personal metamorphosis allowed for Testrite Retail Group’s smooth developments, which garnered successful results in terms of such criteria as store, sales, and profit growth.