臺灣零售業全通路策略發展—連鎖零售業者之實證分析

Abstract

全通路策略在西方的研究從十年前即是蓬勃發展，且有討論各種主題，如行銷面、結合大環境議題如疫情等的研究，儘管在臺企業內化全通路策略的數量越來越多，但在臺灣的研究數量較少，且主題多為企業的個案研究或特定功能面的討論。因此，本研究聚焦在以全通路策略為主軸對於零售產業的縱面(longitudinal)與橫斷面(cross-sectional)分析。整合過去西方的文獻，基於零售業上市櫃共12間的企業年報資料，利用內容分析法研究過去十二年零售業在策略發展上對全通路的理解與認識。 發現在年報中重點揭露政策實踐的描述、大環境事件、行銷和顧客服務與體驗，未揭露策略成功程度、經營團隊、獎勵制度調整與產品退貨；跨時序分析上四時期與西方大致相同，然詞彙、認識及執行程度相對較淺；且提出全通路策略為核心的全面性五層分析架構，企業重視前台的通路和會員經營和後台的行銷、供應鏈與資訊系統，忽略後台的人資、實體店、財務與客服；也將企業分群發現大部份企業都重視並執行全通路策略，差異在於長期投入的程度影響後續的成果，群內則是個體經營決策上的差異造成進展不同；更與海外標竿企業沃爾瑪(Walmart)比較發現臺灣企業不以全通路策略的發展作為唯一主軸，且後台的人資、實體店揭露較少，但資訊系統則相反；最後彙整出臺灣上市櫃零售業者實踐全通路策略的五步驟，更有效地幫助其他企業效仿零售產業的先進者提供顧客更好的服務體驗。

The research on omnichannel strategy in the Western context has been flourishing for the past decade, covering various topics such as marketing and the integration of macro environmental issues like pandemics. Although there is a growing trend of Taiwanese businesses adopting omnichannel strategies, research on this topic in Taiwan is relatively scarce and mainly consists of case studies or discussions on specific functional aspects. Therefore, this study focuses on the longitudinal and cross-sectional analysis of the retail industry with a central emphasis on omnichannel strategy. By integrating existing Western literature, this study utilizes content analysis to examine the understanding and perception of omnichannel strategy in the retail industry based on the annual reports of 12 publicly listed retail companies over a span of twelve years. The findings reveal that the annual reports primarily disclose policy implementation descriptions, macro environmental events, marketing, customer service, and experience, while neglecting to disclose the degree of strategy success, management teams, adjustments in reward systems, and product returns. In terms of cross-temporal analysis, four periods are roughly aligned with the Western context, but the vocabulary, understanding, and implementation levels are relatively shallow. Furthermore, a comprehensive five-layer analytical framework, centered around omnichannel strategy, is proposed to better evaluate the scope and progress of omnichannel strategy formulation and development in companies. This framework places emphasis on front-end channels and membership management, as well as back-end aspects such as marketing, supply chain, and information systems, while overlooking human resources, physical stores, finance, and customer service. Additionally, data clustering is performed to understand that most companies prioritize and implement omnichannel strategies, but the differences lie in the extent of long-term investments, which subsequently affect the outcomes. Within the clusters, variations in individual business decision-making lead to different levels of progress. By comparing with the overseas benchmark enterprise Walmart, the study identifies differences in the development of omnichannel strategy, where Taiwanese companies do not solely focus on omnichannel strategy and disclose less information regarding human resources and physical stores, but exhibit strength in information systems. Finally, a five-step process of implementing omnichannel strategy is synthesized for Taiwanese listed retail companies, aiming to assist other enterprises in emulating advanced practices and providing customers with enhanced service experiences.