全國連鎖性超級市場產業之經營發展策略分析 —以惠康百貨為例

Abstract

現代零售通路三十幾年來的發展，促進並帶動了台灣的商業及消費革命，台灣零售市場已為高度競爭的市場。平價的社區超級市場快速崛起，2018年的年增率僅次於便利商店，而市占率也逼近量販店；同時電視購物與網路購物等新型態的競爭者也蓬勃發展，造成消費者有更多的通路可以選擇，因而顧客價值也就此改變。 本研究目的是探討超市產業總體環境及其關鍵成功因素，也對個案公司的主要競爭者進行研究分析，同時對個案公司下兩個事業部的經營策略及競爭策略分析。本研究方法為利用五力分析、BCG矩陣分析、關鍵成功因素與一般性競爭策略分析來進行相關議題探討。 研究結果分析得知，零售產業結構已經出現變化，便利商店和超市業的年增率成長高過百貨業及量販業。同時便利商店市占率上已經趕上百貨業，而超市業即將超越量販業。透過五力分析得知，在通路為王并前三大通路業者占了整個超市產業超過七成情況下，供應商的議價能力顯得薄弱。另一方面各通路業者用低價搶占市場，且促銷資訊透明而造成消費者的議價能力強。現除了新型態通路，電商加入搶奪市場外，在便利商店小店做大，量販店大店做小的情況下，各通路業者必須投入更多的資源和成本來爭奪零售業這塊大餅，也經由產業環境及五力分析歸納出產業的關鍵因素為「規模經濟、學習曲線、成本優勢和品牌知名度」。 本研究總結，個案公司在競爭對手搶奪市場的同時，未對主要事業部頂好檢討改變其競爭策略，依舊死守差異化作法。但依賴Jasons為企業帶來第二成長曲線，確實在初期Jasons受益於台灣的食安危機下表現良好。然而為追求其成長而貿然改變Jasons的競爭策略從焦點差異轉向差異化，此舉不僅模糊了策略，形成進退不得的困境，也造成與另一個事業部─頂好搶奪顧客及內部資源的現象。 於論文撰寫期間，惠康台灣已對外宣布出售給家樂福的情況下，希望本研究可以為企業的經營管理提供一些寶貴的經驗及意見。也為惠康來台灣迄今留下一個歷史的紀錄。

The development of modern retail channels over the past 30 years has facilitated and driven the commercial and consumer revolution in Taiwan. Taiwan’s retail market has become a highly competitive market. Affordable community-based supermarkets have risen rapidly, and in 2018, their annual growth rate was second only to convenience stores. Their market share is also approaching that of hypermarkets. At the same time, television shopping channels, online shopping, and other new types of competitors are also flourishing, giving consumers more channels to choose from and thereby changing the values of customers. The purpose of this study is to explore the overall environment of the supermarket industry and its key success factors. It also examines and analyzes the case company’s main competitors, as well as the business and competitive strategies of the two business divisions under the case company. The method of research involves the use of five forces analysis, the BCG matrix, key success factors and generic competitive strategy analysis to engage in discussion of related topics. The findings and analysis in this research indicate that the structure of the retail industry is already changing. The convenience store and supermarket industries are experiencing greater increases in their annual growth rates than the department store and hypermarket industries. Meanwhile, in terms of market share, convenience stores have already caught up with department stores, and supermarkets are about to surpass hypermarkets. Five forces analysis shows that in a situation where the channel is king and the top three industry players make up more than 70 percent of the entire supermarket industry, the bargaining power of suppliers becomes comparatively weak. On the other hand, the use of low prices by retailers to seize the market and the transparency of promotional information gives consumers greater bargaining power. In addition to the entry of new forms of channels and e-commerce players into the competition, convenience stores are now growing in size as hypermarkets are becoming smaller, requiring retailers to invest more resources and costs into competing for a piece of the retail pie. Through industry environment and five forces analysis, the key factors of the industry can be identified: economies of scale, learning curve, cost advantage and brand awareness. This study concludes that as its rivals were competing for the market, the case company did not review or change its competitive strategy for its main business division, Wellcome, and held firmly onto its approach of differentiation. Relying on Jasons to bring a second growth curve for the business did in fact work well in the early stages when Jasons was benefitting from Taiwan’s food safety crisis. However, shifting Jasons’ competitive strategy from differentiation focus to differentiation in haste in pursuit of growth not only clouded the strategy and produced a dilemma, but also created a situation where Jasons was competing with the company’s other business division, Wellcome, for customers and internal resources. During the writing of this thesis, Wellcome Taiwan has announced to the public its sale to Carrefour. It is the hope that this research will provide valuable experience and advice on business operation and management and serve as a record of history for Wellcome since its entry into Taiwan.