数据加载中.....
|
请使用永久网址来引用或连结此文件:
https://nccur.lib.nccu.edu.tw/handle/140.119/107010
|
| 题名: | 化妝品零售業快速回應市場需求之商業模式-以小三美日為例
Business models for quick response to demand uncertainty in cosmetics retail industry - a case study of 小三美日 |
| 作者: | 莊惟亞
Chuang, Weiya |
| 贡献者: | 羅明琇
Lo, Sonia
莊惟亞
Chuang, Weiya |
| 关键词: | 快速回應
需求不確定性
化妝品零售業
Quick response
Demand uncertainty
Cosmetics retail |
| 日期: | 2016 |
| 上传时间: | 2017-03-01 17:39:23 (UTC+8) |
| 摘要: | 近年來，化妝品零售業之發展已趨成熟，且邁入「消費者導向」的時代。在屈臣氏、康是美等傳統藥妝店之銷售模式下，業者必須提早預測未來市場的流行趨勢及需求量，提早生產，並鋪貨至全台各門市，導致其需要花時間去反應市場需求變動，使供應鏈內的存貨量相當高，支付大量無謂的存貨成本，最終便轉嫁予消費者。而近年新崛起的化妝品零售業者，網羅各國的美妝品，隨時掌握最新流行資訊、能夠精準抓住趨勢、快速回應消費者需求，減少為反應市場需求變動所備之存貨，同時還能維持低價競爭。
在外部環境不斷變化的消費市場裡，此種快速回應能力被視為能夠提升競爭優勢的利器，尤其是在化妝品市場裡，因其汰換快及生命週期短的產業特性，必須更強調「速度」的要求。
故，本研究採用個案研究法，並挑選最初此開創全新商業模式的企業之一-小三美日作為研究對象，探討為什麼會有需求不確定性，以及化妝品零售業者在面對需求不確定性時如何因應，及其快速回應市場需求之商業模式。
經過深入探討個案公司之快速回應策略以及商業模式，歸納本研究之發現如下：
1. 以顧客為中心之商業模式
2. 快速回應策略
3. 承擔風險換取彈性
本研究之貢獻在於建立一快速回應需求不確定性之改善原則和因應策略之架構，以期瞭解如何透過快速回應消除供應鏈上沒有加值的活動，從而提升消費者價值，創造共同利益，並為未來其他業者提供發展方向。然而，本研究僅就個案公司之主要商業流程活動以及如何因應需求不確定性進行探討，未針對執行後之效果及績效衡量指標進行後續研究。此外，由於本研究為單一個案研究，若能增加研究樣本，或可歸納出快速回應市場需求之準則，作為不同產業中的企業之參考案例。
In recent years, the development of cosmetics retailing has matured and entered the "consumer-oriented" era. Under the business model of Watsons, Cosmed and other traditional cosmetics channels, the companies must predict the future trends and the market demands before producing and distributing products to various channels in Taiwan. Under this model, the companies need time to respond to the changes in demand, and companies are therefore faced with considerably with high level of stock. Not only does this generates a lot of unnecessary inventory costs, but this costs will also be passed on to consumers, which is reflected on the retail price. On the other hand, the new rising cosmetics retailers collect products from all over the world; these companies are able to accurately grasp the trend and quickly respond to various of demands of consumers. As a result, the companies do not have to keep high level of stock, this eliminates non value-added activities and unnecessary expenses, which also allows them to maintain their competitiveness in price.
In the constantly changing consumer market, the ability to respond quickly can be seen as a competitive advantage. Especially in the cosmetics market with short product life cycle, the cosmetics retailer must place emphasis on speed.
This research is based on case study method, and selects one of the first companies that developed the new business model as the research subject: 小三美日. The research is to discuss, the causes of demand uncertainty, how do the cosmetics retailers respond when facing demand uncertainty, and the business model of quick response to market demand.
With in-depth case study of the quick response strategies and business model of 小三美日, the findings are as below:
1. The customer-oriented business model
2. Quick response strategies
3. Risk taking for flexibility
The academic contribution of this study is to create the structure of improving principles and strategies of quick response to demand uncertainty, understand how to eliminate non value-added supply chain activities through the strategies of quick response, thus increasing customer value, creating common interests accordingly, and providing guidance for the future development of other retail industries. However, this research discusses the business model and quick response strategies while ignoring the performance evaluation. Meanwhile, since this is a single case study, the future research could increase the research subjects to construct the guidelines of quick response to market demand as a reference to companies in different industries. |
| 參考文獻: | 中文部分
1. 行政院主計處. （2016）. 中華民國行業標準分類.
2. 林我聰, & 郭建良（2002）.製造業快速回應系統之參考架構的建立. 資訊管理學報, 8.2: 45-72
3. 林淑馨.（2010） 質性研究: 理論與實務. 巨流圖書股份有限公司.
4. 財團法人資訊工業策進會. 台灣商業快速回應推動藍圖（1998）. 經濟部商業司
5. 統一超商股份有限公司. （2015）. 股東會年報.
6. 陳欣瑜（2012）. 藥品及化妝品零售業發展趨勢. 台灣趨勢研究http://www.twtrend.com/share_cont.php?id=27
7. 張佩婷（2004）東西方化妝品公司經營策略之比較-日本資生堂集團和法國香奈兒集團之個案探討.
8. 經濟部統計處. （2015, 2014, 2013, 2012, 2011）. 經濟統計年報.
9. 經濟部統計處. （2015, 2014, 2013, 2012, 2011) 批發、零售及餐飲業經營實況調查報告
10. 盧舜年, & 鄒坤霖. （2002). 供應鏈管理的第一本書: 打破企業間的藩籬 (Vol. 128). 城邦出版集團.
11. 黃玉禎.（2012) 手握180個美妝品牌 比一間百貨還多。 商業周刊，1299期。2012-10-15，取自：商業周刊知識庫
12. 顏瓊玉（2014）. 上市、降價 都比別人快2週. 商業周刊，1367期. 2014-01-27，取自：商業周刊知識庫
13. 寶雅股份有限公司. （2015）. 股東會年報.
14. 潘淑滿. （2003）. 質性研究: 理論與應用. 臺北市: 心理出版社.
英文部分
15. Bolstorff, P., & Rosenbaum, R. G. (2012). Supply chain excellence: a handbook for dramatic improvement using the SCOR model. Amacom Div American Mgmt Assn.
16. Chen, F., Drezner, Z., Ryan, J. K., & Simchi-Levi, D. (2000). Quantifying the bullwhip effect in a simple supply chain: The impact of forecasting, lead times, and information. Management science, 46(3), 436-443.
17. Christopher, M., & Towill, D. R. (2002). Developing market specific supply chain strategies. The International Journal of Logistics Management, 13(1), 1-14.
18. Creswell, J. W., Moloney, F. J., Allen, R. J., & Pagitt, D. Qualitative Inquiry and Research Design: Choosing Among Five Approaches.
19. Eisenhardt, K. M. (1989). Building theories from case study research. Academy of management review, 14(4), 532-550.
20. Fisher, M. L. (1997). Do Not Copy or Post. Harvard business review, 1.
21. Lee, Hau L., Padmanabhan, V., & Whang, S. (1997). The bullwhip effect in supply chains. MIT Sloan Management Review, 38(3), 93.
22. Lee, Hau L. (2002). Aligning supply chain strategies with product uncertainties.California management review, 44(3), 105-119.
23. Lee, Hau L., Venkata Padmanabhan, and Seungjin Whang. "Information distortion in a supply chain: The bullwhip effect." Management science50.12_supplement (2004): 1875-1886.
24. Lee, Hau L. (2004). The triple-A supply chain. Harvard business review, 82(10), 102-113.
25. Mentzer, John T., Theodore P. Stank, and Terry L. Esper. "Supply chain management and its relationship to logistics, marketing, production, and operations management." Journal of Business Logistics 29.1 (2008): 31-46.
26. Schramm, W. (1971). Notes on Case Studies of Instructional Media Projects.
27. Simchi-Levi, D., & Zhao, Y. (2003). The value of information sharing in a two-stage supply chain with production capacity constraints. Naval Research Logistics, 50(8), 888-916.
28. Stalk, G. (1990). Competing against time: How time-based competition is reshaping global markets. Simon and Schuster.
29. Sterman, J. D. (1989). Modeling managerial behavior: Misperceptions of feedback in a dynamic decision making experiment. Management science,35(3), 321-339.
30. Tang, C. S. (2006). Perspectives in supply chain risk management. International Journal of Production Economics, 103(2), 451-488.
31. Van Der Vorst, J. G. A. J., Beulens, A. J., Wit, W. D., & Beek, P. V. (1998). Supply chain management in food chains: Improving performance by reducing uncertainty.International Transactions in Operational Research, 5(6), 487-499.
32. Yin, R. (1994). Case study research: Design and methods. Beverly Hills. |
| 描述: | 碩士
國立政治大學
企業管理研究所(MBA學位學程)
104363059 |
| 資料來源: | http://thesis.lib.nccu.edu.tw/record/#G0104363059 |
| 数据类型: | thesis |
| 显示于类别: | [企業管理研究所（MBA學位學程）] 學位論文
|
文件中的档案:
| 档案 |
大小 | 格式 | 浏览次数 |
|---|
| 305901.pdf | 1577Kb | Adobe PDF2 | 360 | 检视/开启 |
|
在政大典藏中所有的数据项都受到原著作权保护.
|
