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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 韓廷允 | zh_TW |
| dc.contributor.advisor | JungYun Han | en |
| dc.contributor.author | 長塚勝 | zh_TW |
| dc.contributor.author | Masaru Nagatsuka | en |
| dc.date.accessioned | 2024-02-22T16:31:01Z | - |
| dc.date.available | 2024-02-23 | - |
| dc.date.copyright | 2024-02-22 | - |
| dc.date.issued | 2024 | - |
| dc.date.submitted | 2024-01-31 | - |
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Retrieved November 29th from https://www.aeon.info/en/company/group/ AEON. (c) Store list. Retrieved November 29th from https://www.aeon.com/store/list/ AEON. (d) WAON Retrieved November 29th from https://www.waon.net/ AEON. (e) about WAON. Retrieved January 28 from https://www.waon.net/about/ AEON. (f) iAEON. Retrieved November 29th from https://www.aeon.com/aeonapp/ Ansoff, H. I. (1957). Strategies for diversification. Harvard Business Review, 35(5), 113-124. Atré. Philosophy. Retrieved November 28rth from https://www.atre.co.jp/company/corporate/philosophy/ Atré. (2023). Company Profile. 18. https://www.atre.co.jp/assets/pdf/company/companyprofile.pdf Automotive Inspection & Registration Information Association. (2023). Number of Automobiles Owned by Prefecture and Vehicle Type. https://www.airia.or.jp/publish/statistics/ub83el00000000wo-att/01_2.pdf Beans. Shop list. JR East Urban Development Corporation. Retrieved November 28th from https://beans.jrtk.jp/ Buzzell, R. D. (1983). Is Vertical Integration Profitable? Harvard Business Review, 61(1), 92-102. East Japan Railway Company. (2001). Suica IC Card debut https://www.jreast.co.jp/press/2001_1/20010904/ East Japan Railway Company. (2004). Shopping service using Suica IC Card started https://www.jreast.co.jp/press/2003_2/20040204.pdf East Japan Railway Company. (2006). The JR East Japan Group's station buildings, "Lumine," "Atre," and "Espal," will now accept Suica throughout the entire facility! https://www.jreast.co.jp/press/2006_1/20060609.pdf East Japan Railway Company. (2006b). Auto-charge service will start from October 1, 2006! https://www.jreast.co.jp/press/2006_1/20060702.pdf East Japan Railway Company. (2006c). Mobile Suica will step up with new services. https://www.jreast.co.jp/press/2006_1/20060902.pdf East Japan Railway Company. (2016d). Suica will be compatible with Apple Pay. https://www.jreast.co.jp/press/2016/20160906.pdf East Japan Railway Company. (2017). 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Shopping center gyo no benchmark shihyo (an) [Benchmark Indicators for Shopping Center Industry (Proposal)]. 20. Retrieved September 25th, 2017, from https://www.meti.go.jp/shingikai/enecho/shoene_shinene/sho_energy/kojo_handan/pdf/2017_001_05_01.pdf Japan Council of Shopping Centers. (2022). The current situation of our country's shopping centers. https://www.jcsc.or.jp/sc_data/data/overview Japan Council of Shopping Center. Definition of shopping centers. Retrieved November 29th from https://www.jcsc.or.jp/sc_data/data/definition Japan Direct Marketing Association. (2023, August 24th). E-commerce market expected to reach 12.7 trillion yen https://www.jadma.or.jp/pdf/2023/20230824press2022marketrize.pdf Japan Franchise Association. Franchise chain statistical survey. Retrieved November 30 from https://www.jfa-fc.or.jp/particle/29.html Japan Private Railway Association. Terminology. Retrieved November 28th from https://www.mintetsu.or.jp/knowledge/term/16471.html JR East Design Corporation. List of projects. Retrieved December 4th from https://www.jred.co.jp/projects/ Japan National Tourism Organization. (2023, November 16th, 2023). Trends in the Visitor Arrivals to Japan by Year. Retrieved December 7th from https://statistics.jnto.go.jp/en/graph/#graph--inbound--travelers--transition Japan Travel Agency. (2022). Consumption Trends of Visitors to Japan - Results and Analysis of the Survey on Consumption Trends of Visitors to Japan. https://www.mlit.go.jp/kankocho/siryou/toukei/content/001609726.pdf JR East Urban Development Corporation. Shopping Center Business. Retrieved November 28th from https://www.jrtk.jp/business/sc/ JR East Urban Development Corporation. (2022). Interview: Shapo 50th Anniversary Project https://www.jrtk.jp/kuramachi_lab/detail_00039/ JR East Urban Development Corporation. (2023). Corporate Profile https://www.jrtk.jp/recruit/pdf/corporateprofile.pdf Kawashima, Y. (2018). Lumine wa naze erabarerunoka [Why is LUMINE chosen?]. JMA Management Center. https://pub.jmam.co.jp/book/b359643.html Liu, H. Y., & Hsu, C. W. (2011). Antecedents and consequences of corporate diversification. Management Decision, 49(9), 1510-1534. https://doi.org/10.1108/00251741111173961 LUMINE. (a) History. Retrieved November 28th from https://www.lumine.co.jp/english/profile/history/ LUMINE. (b) Company Overview. Retrieved November 28th from https://www.lumine.co.jp/english/profile/ Matthysen, A. M.; Pelser, T.G.; Prinsloo, J.J. (2019). Key Relationship Principles for Retail Tenants and Shopping Centre Management. Journal of Contemporary Management, 16, 73-105. https://journals.co.za/doi/10.35683/jcm18068.0006 Markides, C. C. (1997). To Diversify or Not To Diversify. Harvard Business Review. https://hbr.org/1997/11/to-diversify-or-not-to-diversify Matsumoto, A. (2017). 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How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137-145. https://www.hbs.edu/faculty/Pages/item.aspx?num=10692 Rakuten. (2020). Rakuten and JR East Launch Suica Services in Rakuten Pay App that Enable Customers to Issue, Charge and Pay with Suica https://global.rakuten.com/corp/news/update/2020/0525_01.html Ramanujam, V., & Varadarajan, P. (1989). Research on corporate diversification: A synthesis. Strategic management journal, 10(6), 523-551. https://doi.org/10.1002/smj.4250100603 Reed, R., & Luffman, G. A. (1986). Diversification: The growing confusion: Summary. Strategic Management Journal 7(1), 29-35. Rumelt, R. P. (1982). Diversification Strategy and Profitability: Summary. Strategic Management Journal (pre-1986), 3(4), 359. Seven & I Holdings. Super store segment. Retrieved November 29th from https://www.7andi.com/ir/library/co_financial/2022/supermarket Seven & I Holdings. (2007). 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Country Resource Environments, Firm Capabilities, and Corporate Diversification Strategies*. Journal of Management Studies, 42(1), 161-182. https://doi.org/10.1111/j.1467-6486.2005.00492.x West Japan Railway Company. (2023). 2023 Fact Sheets https://www.westjr.co.jp/company/ir/library/fact/pdf/2023/fact2023.pdf Yeon-Jung, S. (2015). EFFICIENCY OF THE DIVERSIFICATION STRATEGIES OF THE PRIVATE RAILWAY COMPANIES IN JAPAN. Academy of Strategic Management Journal, 14(2), 185-196. https://da.lib.kobe-u.ac.jp/da/kernel/D1006598/ | - |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/91743 | - |
| dc.description.abstract | 公司透過將業務組合多元化，以在各業務單元之間創造協同效應，從而將業務風險降至最低。這篇單一案例研究分析了一家日本鐵路運營商East Japan Railway Company （JR East）集團，探討了他們進入購物中心業務的多元化決策。儘管鐵路運輸服務和購物中心的業務性質存在差異，但競爭分析顯示，他們的購物中心利用鐵路服務的資產和客戶，為他們提供了強大的競爭優勢。多元化評估確定了該公司致力於通過引入共同支付平台和營銷策略，在兩個行業之間創造最大的協同效應。本文進一步檢驗了競爭對手策略和技術發展對JR East協同效應的影響。評估結果表明，有必要提高客戶忠誠度以保持其增長並最大程度地利用其營銷工作的成果。JR East已經在應對挑戰方面採取了一些策略；專注於線下體驗，推出了一個帶有新激勵措施的忠誠計劃，並通過推出金融服務擴大了與客戶的接觸點。在本文的最後，提出了一些建議，以優化這些實施，提出了入境客戶的重要性，改善忠誠計劃，並引導金融服務的介紹。建議還包括學術含義，要在評估公司的協同效應時注意客戶的相關性，以及協同效應和競爭優勢的過時性，呼籲對企業多元化進行長期的研究。 | zh_TW |
| dc.description.abstract | Companies diversify their business portfolio to create synergies among various business units to minimize business risks. This single case study analyzes a Japanese railway operator, East Japan Railway Company (JR East) -group, in their diversification decision into the shopping center business. Despite the difference in business nature between railway transit service and shopping centers, competition analysis revealed that their shopping centers’ utilization of the assets and customers of railway service provided them with strong competitive advantages against their rivals. The diversification assessment identifies that the company strives to create maximum synergies between the two sectors by introducing a common payment platform and marketing strategies. This paper goes further to examine the impacts of competitors’ strategies and the development of technology on JR East’s synergy. The assessment result indicates the need to improve customer loyalty to retain its growth and maximize the outcome of its marketing effort. JR East is already implementing some strategies to cope with the challenges; focusing on off-line experience, introducing a loyalty program with new incentives, and expanding its touchpoints with customers by launching financial services. At the end of this paper, suggestions are made to optimize these implementations by proposing the importance of inbounds, improving the loyalty program, and navigating the introduction of financial services. The suggestions also include academic implications to pay attention to the relatedness of customers when assessing synergies of a company, and obsolescence of synergies, calling for the long-term examination of corporate diversification. | en |
| dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2024-02-22T16:31:01Z No. of bitstreams: 0 | en |
| dc.description.provenance | Made available in DSpace on 2024-02-22T16:31:01Z (GMT). No. of bitstreams: 0 | en |
| dc.description.tableofcontents | Table of Contents
Acknowledgment ii 摘要 iii Abstract iv 1. Introduction 1 1.1. Motivation and Purpose 1 1.2. Research Questions 2 1.3. Significance of the study 3 2. Literature Review: Diversification 4 2.1. Literature review 4 2.2. Research gaps 6 3. Method and context 7 3.1. Diversification in railway companies in Japan 7 3.2. Shopping Centers 8 3.3. Shopping centers operated by JR East 8 3.3.1. LUMINE 9 3.3.2. atré 11 3.3.3. Shapo and Beans 11 3.3.4. Ecute 12 3.3.5. Suica card, mobile Suica, and JRE point program 13 3.4. Competitors 15 3.4.1. AEON (WAON card / iAEON) 15 3.4.2. Seven & i Holdings (nanaco card / 7iD) 16 3.4.3. Other shopping center operators in Japan 18 3.5. JR East’s performance in shopping center market 19 4. Key success factors for JR East’s shopping center business 22 4.1. Porter’s Five Forces analysis 22 4.1.1. Five forces analysis: rail-side shopping centers 22 4.1.2. JR East’s strength in five force analysis 29 4.2. Synergies with shopping center business 31 4.2.1. JR East’s diversification 31 4.2.2. Horizontal diversification and synergy for JR East's shopping centers 32 4.2.3. Vertical diversification and synergy for JR East’s shopping centers 33 5. New challenges in shopping center business 35 5.1. Competitor’s concentration strategy to gain market share 36 5.2. Smaller membership size and low conversion from IC card holder to member 37 5.3. Development of E-commerce 38 6. JR East’s responses to the challenge 39 6.1. Unique offline experience for high-end shopping centers 40 6.2. Integrated loyalty program with more incentives 41 6.3. Expanded interface with consumers 42 7. Suggestions for JR East’s strategic responses 43 7.1. Unique offline experience for high-end shopping centers 43 7.2. Integrated loyalty program with more incentives 46 7.3. Expanded interface with consumers 47 8. Academic implications 48 9. Future Research and Limitation 50 10. Conclusion 51 11. References 52 | - |
| dc.language.iso | en | - |
| dc.title | 從鐵軌到零售：揭開JR東日本拓展購物中心開發的競爭優勢和挑戰 | zh_TW |
| dc.title | Rails to Retail: Unraveling Corporate Advantages and Challenges in JR East’s Entry into Shopping Center Development | en |
| dc.type | Thesis | - |
| dc.date.schoolyear | 112-1 | - |
| dc.description.degree | 碩士 | - |
| dc.contributor.oralexamcommittee | 吳政衞;謝冠雄 | zh_TW |
| dc.contributor.oralexamcommittee | Cheng-Wei Wu;Kuan-Hsiung Hsieh | en |
| dc.subject.keyword | 鐵路公司,購物中心,多元化,綜效,競爭分析,行銷策略, | zh_TW |
| dc.subject.keyword | Railway operators,Shopping centers,Diversification,Synergy,Competitive analysis,Marketing strategies, | en |
| dc.relation.page | 61 | - |
| dc.identifier.doi | 10.6342/NTU202400265 | - |
| dc.rights.note | 未授權 | - |
| dc.date.accepted | 2024-02-02 | - |
| dc.contributor.author-college | 管理學院 | - |
| dc.contributor.author-dept | 企業管理碩士專班 | - |
| 顯示於系所單位： | 管理學院企業管理專班(Global MBA) | |
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