台灣百貨商場之經營策略研究-以T1購物中心為例

Abstract

在台灣百貨商場林立的競爭環境中，大型且非集團連鎖經營的百貨商場很少，而在經營多年後還能轉型成功的大型商場更是非常稀少。 個案T1購物中心營運初期是一間市場定位不清、業績表現不佳的購物中心。本研究聚焦在2009年至2010年間，個案在受限的資源下，如何利用產業關鍵因素分析結果，找出改善方向，然後掌握大環境的變化及本身的優勢，聚焦高端消費者以實現差異化。隨後個案觀察競爭者及消費者，建立了明確的市場區隔及未來市場定位的目標，再參考國外相關產業的趨勢分析，集中火力開發高端消費者尚未被滿足的購物需求。同時，個案也在檢討商業模式後，提升與品牌的合作、經營消費者的滿意度。最後，經過多年的努力，個案成功轉型為知名的精品時尚地標。

In the competitive environment with numerous department stores & malls in Taiwan, there are very few large-scale malls that are not chain-operated by the group. Moreover, large and single-operated shopping malls that can be successfully transformed after many years from opening are even rarer. The case (T1 mall) was initially a shopping mall with unclear market positioning and poor performance. This research focuses on how the case used the results of the analysis of key factors in the industry to find out the direction for improvement from 2009 to 2010 under limited resources. And how the case grasped the changes in the general environment and its own advantages and focused on high-end consumers to create differentiation. Afterwards, the case observed the competitors and consumers to establish a clear market segmentation and a vision for the future market position. Then referring to the trend analysis of related foreign industries report, the case strived to develop consumers’ unmet shopping needs. At the same time, the case improved the cooperation with the brand and operate the satisfaction of consumers after reviewing the business model. Finally, for years of hard work, the case successfully transformed into a well-known luxury fashion landmark.