| 摘要: | 當全球籠罩在新冠疫情的衝擊下，幾乎影響到所有產業的發展!
更因為杜絕疫情的擴散，採取嚴峻的防疫手段而不可避免地衝擊著全球的經濟體系，造成各種產業不同的危機與崩盤。
最接近民生需求的零售量販業同樣也面臨極大的威脅與挑戰!
當然零售量販業也無情地被要求要能有做出即時的轉型的能力與資源方能勝出與存活。
本研究以台灣量販通路家樂福為例，透過個案研究法及市調市場資訊收集，去了解家樂福的轉型策略是如何透過通路新改革、新組織模式、以及創新行銷模式與服務，得以因應疫情前的衝擊而站穩腳步，同時針對疫情後時代消費者行為改變的新常態，能跟上新興起之新零售時代的浪潮，立於不敗之地。
結合邱志聖策略行銷分析架構、商業模式圖 (BMC) 來探討家樂福勝出之關鍵因素，以及未來發展趨勢。
研究分析發現，家樂福針對疫情變化因應決策快速又有彈性，及時掌握消費者訴求，以及全通路營運執行的落實力是主要致勝關鍵!
運用新的思維，打造新的轉型模式，制定轉型目標同時滿足消費者新常態消費行為模式轉變，零接觸、發展永續環保概念，以及健康導向新消費訴求，建構完整新的生態圈及全通路的機制，以力保在疫後新零售時代仍居零售量販業龍頭之地位。
依策略行銷分析，本研究歸納出家樂福除了整體營運經營策略調整、數位轉型投資，以及全通路提供銷售服務外，如何以消費者為中心，精準行銷與溝通，智慧創新服務，了解跨通路的消費需求，提供更貼心的消費者購物體驗歷程。
從“心”思維，把心放在消費者身上、把消費者放在心上! 讓消費者擁有以客為尊的購物旅程，確保企業取得先機!
未來如何發揮及利用”分享經濟” 及”行動經濟”，擴大服務範疇及場域，深度會員經營以及妥善掌握全通路供應鏈管理效率、強化倉儲及物流力將是未來的挑戰與機會。
When the world is shrouded in the impact of the new crown epidemic, it will affect the development of almost all industries!
Furthermore, because of preventing the spread of the epidemic and adopting severe epidemic prevention measures, it will inevitably impact the global economic system, causing different crises and collapses in various industries.
The retail business that is closest to the needs of people`s livelihood is also facing great threats and challenges!
Of course, the retail industry is also ruthlessly required to have the ability and resources to make immediate transformation in order to win and survive.
This study takes Carrefour, a mass retail channel in Taiwan, as an example to understand how Carrefour’s transformation strategy responds to the impact before the epidemic through new channel reforms, new organizational models, and innovative marketing models and services through case study methods and market research market information collection. Standing firm, while aiming at the new normal of consumer behavior changes in the post-epidemic era, it can keep up with the wave of the emerging new retail era and remain invincible.
Combining Qiu Zhisheng`s strategic marketing analysis framework and Business Model Canvas (BMC) to discuss the key factors for Carrefour`s success and future development trends.
The research and analysis found that Carrefour’s decision-making in response to changes in the epidemic is quick and flexible, timely understanding of consumer demands and the implementation of omni-channel operation execution are the main keys to success!
Use new thinking to create a new transformation model, formulate transformation goals while satisfying the transformation of consumers` new normal consumption behavior patterns, zero contact, develop sustainable environmental protection concepts, and health-oriented new consumption demands, and construct a complete new ecosystem and full-channel the mechanism is to ensure that it still maintains its leading position in the retail sales industry in the post-epidemic new retail era.
According to the analysis of strategic marketing, in addition to the adjustment of the overall operation and management strategy, investment in digital transformation and the provision of sales services in all channels, Carrefour will focus on consumers, carry out precise marketing and communication, intelligent and innovative services, understand cross-channel consumer demand, and provide A more intimate consumer shopping experience.
From the "heart" thinking, put your heart on consumers and put consumers on your heart! Let consumers enjoy the ultimate shopping experience and help enterprises win opportunities!
In the future, how to make full use of the "sharing economy" and "action economy", expand the scope of services and fields, deepen membership management, properly grasp the management efficiency of the full-channel supply chain, and strengthen warehousing and logistics capabilities will be future challenges and opportunities. |
