政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/35492
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文筆數/總筆數 : 113822/144841 (79%)
造訪人次 : 51789196      線上人數 : 538
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜尋範圍 查詢小技巧：
  • 您可在西文檢索詞彙前後加上"雙引號"，以獲取較精準的檢索結果
  • 若欲以作者姓名搜尋，建議至進階搜尋限定作者欄位，可獲得較完整資料
    •  進階搜尋


    請使用永久網址來引用或連結此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/35492


    題名: 中國行銷通路策略創新之研究—以T家具公司為例
    The Innovation of Sales Channel Strategy in ChinaA-Case Study T Furnishing Company
    作者: 任禹霓
    貢獻者: 李仁芳
    關鍵詞: 中國行銷通路
    行銷通路模式創新
    在平的世界中競爭
    顧客價值創新
    策略創新
    藍海策略
    資源理論
    量販店零售業
    競爭優勢
    中國傢俱市場
    Innovation of Sales Channel
    Strategy in China
    Strategic Innovation
    KSF
    Business Landscape
    SWOT
    business model
    value innovation
    Blue Ocean Strategy
    World Is Flat
    日期: 2007
    上傳時間: 2009-09-18 15:09:02 (UTC+8)
    摘要: 中國經濟最近二、三十年一直保持高速增長的趨勢，尤其是2006至今中國股市的井噴式發展，為中國資本投資市場帶來巨大發展機遇的同時，也帶動了相關產業的發展，如家居零售業就存在著顯著的連動效應。一方面，持續的牛市給股民帶來了高收益，提高了潛在消費者的購買力；另一方面，投資市場的發展也為家居業融資提供了便利。但是，中國家居業市場現有的行銷通路策略，存在嚴重的趨同性，眾多廠家依靠幾乎雷同的通路策略進行著殘酷的零和博弈競爭。家俱工廠，都必須依靠幾家大規模的大型家具賣場通路為載體在裡面開店，方能順利行銷自己產品到客戶手上，家具工廠產品通常交由經銷商在各城市代理販售，或開自營店，若有家俱工廠和家具大賣場因為經銷商的資訊不對接，家俱工廠可能就會失去黃金店面，壓縮到自己生產的傢具品牌空間通路。近年中國火熱的零售通路家樂福、大潤發、沃爾馬，馬不停蹄的在中國展店分食上千億人民幣的量販銷售額，家居業能否藉由前述迥異的通路模式，並充分發揮工廠本身有的資源基礎與核心技術，進而探索出一種創新的行銷通路模式，為顧客創造更高的讓渡價值的同時，擺脫殘酷的紅海競爭，成為家居業競爭參與者面臨的一大挑戰。本文以傢俱工廠T公司為例，通過對其行銷通路策略的綜合系統分析，從傳統家居商場到零售通路的量販店中展店，探索出一套適合中國市場的行銷通路創新模式。
    本文分六章，第一章是本文的緒論部分，介紹研究背景及意義，並對相關概念進行界定，提出本文的研究思路和方法，以及文章的結構安排和創新之處。在第二章中主要對資源基礎理論、藍海策略及創新理論等文獻進行了綜述，作為整篇文章的理論支柱。第三章介紹了中國零售業市場的發展概況，著重分析了中國市場量販店發展的情況，為後面提出行銷通路創新提供背景與動機。第四章分析了中國家居業市場現行的幾種主要的行銷通路模式，並綜合分析其特點。第五章以T公司為例提出為何開創新通路及其在中國市場行銷通路模式創新實務。第六章結論與建議。
    In last decade, China`s economy kept growing at top speed. The booming stock market, while bringing the enormous opportunity for the Chinese capital market development, has driven the development of relevant industries too. The effect on furniture business is absolutely apparent. On one hand, the bullish stock market has brought high returns to stock holders, while raising the purchasing power of potential consumers. On the other hand, the development of capital market has offered the convenience to financing in furniture business too. However, the homogeneity and zero-sum game of marketing strategy in furniture business is serious enough to be a catastrophe to everyone concerned. In order to approach potential customers, the furniture factories must all rely on several sales channels of high market share to run their own shops inside. Furniture factories usually have their own distributors to promote their sales, or run their own shops. If there is information asymmetry between the furniture factories and sales channels, the furniture factories will encounter the possibility of the loss of shop presence and brand damage. In recent years, Carrefour, RT-Mart, and Wal-Mart develop their own sales channels in China at high speed in order to share the millions of dollars market. How to take advantage of the above-mentioned sales channels and leverage their own resources and core competence to create innovative sales channels, while offering higher value for the customers and getting rid of the cruel Red Sea competition is a challenge to the furniture factories and every participant concerned nowadays. This text takes furniture factory T Company as an example, through comprehensive and systematic marketing strategy analysis, and researches on T Company’s traditional sales channels and new sales channels within retailing chains, to explore a set of sales channels innovation model which is suitable for the Chinese market.
    This research consists of six chapters. Chapter one which is an introduction part mainly focuses on the basis of the selected title and related definition, introduces relevant concepts, ways of thinking and method studied, and last but not least recommends the thesis structure and its possible innovation. Chapter two is literature review and comment. Representative figures, relevant fields of the thesis and their research results are reviewed on a chronological basis, including several following respects: Resource-Base Theory, Blue Ocean Strategy, and Innovation Theory. Chapter three is the development overview of Chinese retailing business and also analyzes the development of hypermarkets in China emphatically in order to illustrate the background and motive for sales channels innovation. In Chapter four, this research analyzes existing models of sales channels and its characteristics of Chinese furniture business comprehensively. Chapter five takes T Company as an example and further elaborates its strategy and operation on the innovation of sales channels construction. Chapter six is the conclusion and follow-up study suggestion.
    參考文獻: 中文文獻：
    1. 方至民.企業競爭優勢.2000年.頁53
    2. 司徒達賢（1994）《如何巧編策略圖》臺北：天下雜誌，第 159期
    3. 司徒達賢(1995).策略管理.臺北:遠流.
    4.任興洲.國務院發展研究中心市場經濟研究所副所長、研究員.《紅星美凱龍經營模式解析》
    5. 朱希斌：北京市建築裝飾協會會長《紅星美凱龍經營模式解析》
    6. 杜培培.《藍海戰略之我見》「J」.管理科學.2006年（12）
    7. 李田樹、李芳齡 譯（2000），啟動革命，臺北：天下文化，頁 124。
    8. 江北鑾．兩岸連鎖零售業之發展探討．臺灣東華大學管理學院高階經營管理 碩士在職專班碩士論文，2007年7月
    9. 吳思華.策略九說.臺北:臉譜文化出版社.2000. 頁38—52.
    10.林晉寬 (1995). 從資源基礎理論探討資源特性與成長策略之關係.國立政治大學企業管理研究所未出版博士論文.
    11. 金偉燦（W. Chan Kim）芮妮‧莫伯尼(Renée Mauborgne)《藍海策略》天下遠見出版.2005
    12. 施百俊 （2003）. 事業模式創新的研究，國立臺灣大學商學研究所博士論文.
    13. 段友琴.《顛覆傳統零售模式—吉盛偉邦綠地國際傢俱村開業前瞻》深圳傢俱報.2007.6月
    14. 孫珣恒（1996）.《披荊斬棘:新產品普及的五大關鍵》.突破雜誌.第104期.p.24-25.
    15. 高淑芬.資源特性與合作業策略關聯之研究-以資源基礎觀點.國立中興大學企業管理研究所論文.1993年6月.
    16.馮國經，馮國綸，尤朗(傑瑞)．溫德(2008)《在平的世界中競爭》台灣培生教育出版股份
    17. 徐國樹.《市場空隙與藍海戰略》「J」.行銷策略.2006年（12）
    18. 湯明哲（2003），策略經論基礎篇，第一版，臺北：天下遠見
    19. 夏清華.從資源到能力:競爭優勢戰略的一個理論綜述[J].管理世界2002,4.
    20. 陳錫楨(2003).產業動向-TFT-LCD業.產業經濟，第263期，pp.74-76
    21.陳秋宏,李文瑞.產業群聚與競爭優勢—我國印刷電路板產業發展與競爭力之分析.經濟情勢暨評論季刊,第三卷,第四期,第209-229頁(1998).
    22.鄭佳鳳《企業策略創新與持續性競爭優勢的研究 ：以Dell公司為例》東吳碩士論文
    23. 虞智芳（2001） 《累積專利，不讓英代爾獨大》臺北：天下雜誌，第245期
    24. 賴士葆,《科技管理論文集》,臺北,華泰書局,頁95-148;頁211-232,1990年
    25.戴國良（2001）.臺灣服務業優勢領導廠商關鍵成功因素之探索─以資源基礎理論與知識經濟為觀點.臺灣大學商學研究所博士論文
    網路資料來源：
    紅星美凱龍http://www.redstarzz.com 居然之家http://www.juran.com.cn/
    吉盛偉邦http://www.jswb.com.cn/ 月星集團http://www.yuexing.com/
    家樂福http://www.carrefour.com.cn/ 焦點裝修家居網 home.focus.cn
    英文文獻：
    1. Aaker, D. A. (1989). Managing Assets and Skills: The Key to a Sustainable Competitive Advantage, California Management Review, Winter, pp. 91-106.
    2. Abernathy, W.J. & Clark, K. B. (1983), Industrial Renaissance, NY: Addison-Wesley.
    3. Afuah, A. (1998). “Innovation Management: Strategies, Implementation and Profits”, Oxford University Press, New York.
    4. Amabile, T. M. “A Model of Creativity and Innovation in Organizations”, Research in Organizational Behavior, 10, 123-167, JAI Press Inc.1996.
    5. Barney, J. Organizational Culture: Can It Be A Source of Sustained Competitive Advantage. Academy of Management Review,1986,11(3):656-665.
    6. Barney, J. (1991), Firm Resources and Sustained Competitive Advantage, Journal of Management, Vol.17, pp. 99-120.
    7. Bessant, J. & Cayn, S.,（1997）, “High-Involvement Innovation through Management”, International Journal of Technology Management, 14
    8. Betz, F. (1987), Managing Technology-Competing through New Ventures, Innovation, and Corporate Research, NY: Prentice Hall.
    9. Betz, F.(1993), Strategic Technology Management, McGraw Hill.
    10. Brown, R. “Managing the “S” Curves of Innovation”, The Journal of Consumer Marketing, 9(1), 61-72. 1992.
    11. Chacke, G. K. (1998), Technology Management-Application to Corporate Markets and Military Missions, NY: Praeger.
    12. Clark, Kim B. and T. Fujimoto.（1988）, “Overlapping Problem Solving in Product Development”, Harvard Business School Working Paper, April.
    13. Crag James C. & Robert M. Grant, Strategic Management（1993）,p.70
    14. Drucker, P. F. Innovation and Entrepreneurship: Practice and Principles. [M].New York: Harper & Row,1985
    15. Farmer I W,Gilbert M J. Dependent strength reduction of rock salt[A]. In: Proceedings of the 1st Technology,1994,9(2):42–46.
    16. Frankle, E.G. (1990), Management of Technological Change, Kluwer Academic.
    17. Gallouj, F. & Weinstein, O. (1997), innovation in Services , Research Policy, Vol. 26(4-5), PP.537-556.
    18. Gobeli, D. H. & Brown, D. J. (1987), “Analyzing Product Innovations”, Research Management, 30(4), 25-31.
    19. Grant, R. M. (1991), "The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation", California Management Review, Spring, pp. 114-135.
    20. Hafeez, K., Zhang, Y. B. & Malak, N., “Core Competence for Sustainable Competitive Advantage: A Structured Methodology for Identifying Core Competence,” IEEE Transactions On Engineering Management, Vol. 49, No.1, 2002, pp.31.
    21. Hall, R. (1992). The Strategic Analysis of Intangible resources. Strategic Management Journal, Vol.13, pp.135-144
    22. Hamel, Gary（1998）, “Strategy Innovation and the Quest for Value.” Sloan Management Review, Winter Vol. 39, Iss. 2, pp. 7-14.
    23. Hamel, Gary（2000）, Leading the Revolution, Harvard Business School Press: Boston, MA.
    24. Henderson & Clark （1990）.Architectural Innovation: the Configuration of Existing Product Technologies and the Failure of Established Firms.
    25. Hill, C. W. L. & Jones, R. G. Strategic Management: An Integrated Approach, 4th ed., Boston: Houghton Mifflin Co. 1998.
    26. Hill, C. W. L. & Jones, G.. R.（2001）, “An Integrated Approach, Houghton Mifflin Company”,Strategic Management, pp.29.
    27. Higgins, J.M. (1995), The Core Competence: Innovation, Planning Review,Vol.23(6), PP.32-35
    28. Higgins,E.T. The "Self Digest" :Self-knowledge Serving Self-Regulatory Functions.Journal of Personality and Social Psychology,1996,71(6):1062-1083
    29. Hitt, M. A., Ireland, R. D., Camp, S. M. & Sexton, D. L.（2001）, “Guest editors’ introduction to the special issue: strategic entrepreneurship: entrepreneurial strategies for wealth creation.” Strategic Management Journal, Vol. 22, pp.479-491.
    30. Holt, K. (1988), “The Role of the User in Product Innovation”, Technovation, 8,53-56.
    31. Hoskisson, R., Hitt, M. , Wan, W., and Yiu, D. Theory and research in strategic management: swings of a pendulum[J], Journal of Management, 1999, 25 (3).
    32. Howell & Higgins （1990）“Champions of Technological ion Innovation”, Administrative Science Quarterly, 35(2), 317-341.
    33. Kim, W. C. and Mauborgne, Renée（1999）, “Strategy, value innovation, and the knowledge economy”, Sloan Management Review, Spring: pp. 41-54.
    34. Kotler and G .Armstrong. Principles of Marketing [M]. Prentice-Hall, International Inc.,1994(sixth edition)
    35. Mahoney, J. T. & Pandian, J. R. (1992). The resource-based view within the conversation of strategic management, Strategic Management Journal, 13, 363-380
    36. Markides, Constantinos（1997），“ Strategic Innovation.” Sloan Management Review, Spring: pp.9-23.
    37. Markides, Constantinos（2004），“What is Strategy and How do You Know If You Have One .” Business Strategy Review, Vol.15, Iss.2, Summer: p.5.
    38. Marquish, D. G. (1982), The Anatomy of Successful Innovation, Cambridge: Winthrop Publishers.
    39. McGourty.J. Tarshis.L.A. & Dominick.P.（1996）, “Managing Innovation: Lessons from World Class Organizations”, International Journal of Technology Management, 11（3/4）, pp.354-368.
    40. Montogomery, C. A., Resources: the Essence of Corporate Advantage, Harvard Business School Case. N1-792-064, 1992.
    41. Penrose,Edith T.,1959:The theory of Growth of the Firm[M],Basil Blackwell Publisher,Oxford.
    42. Peteraf, M. A. (1993), The Cornerstone of Competitive Advantage: A Resource-Based View , Strategic Management Journal, Vol.14, pp. 179-191.
    43. Porter, M. E.（1980）, Competitive Strategy - Techniques for Analysis Industries and Competitors, New York: The Free Press, 1980.
    44. Porter, Michael E. The Competitive Advantage of Nation [M].New York: Free Press,1991
    45. Porter, E. Michae（l1996）, “What is strategy？”Harvard Business Review, Vol. 74 Iss. 6, pp.61-79
    46. Prahalad, C K, and Hamel, G. The core competence of the corporation［J］. Harvard Business Review, 1990， 68(3):79-95.
    47. Robert（1995）Product Innovation Strategy Pure and Simple, NY: McGraw-Hill, Inc..
    48.Rothwell,R.&Zegveld,W (1985),Industrial Innovation and Public Policy-Preparing for the 1980s and the 1990s, Frances Printer.
    49. Schumpeter, J. A. “The Theory of Economic Development”, Cambridge, M.A.Ë Harvard University Press.1934.
    50. Selznick, Philip. 1957. Leadership in Administration. New York: Harper and Row.
    51. Steele (1990),Management Policy and Strategy, Doubleday, North Holland.
    52. Thompson, V. A. “Bureaucracy and Innovation”, Administrative Science Quarterly, 5, 1-20. 1965
    53. Tidd, J., J.Bessant, and K. Pavitt (2001). “Managing Innovation: Integrating Technological, Market and Organizational Change”, New York：John Wiley and Sons.
    54. Tushman, M. L. & Nadler D. “Organizing for Innovation”, California Management Review, 28(3), 74-92. 1986
    55. Ulusoy, G(2003). “An Assessment of Supply Chain and Innovation management Practices in the Manufacturing Industries in Turkey”, Journal of Production Economics, Vol. 88, pp. 251-270
    56. Venlataraman, S. and Sarasvathy, S. D.（2001）, “Strategy and entrepreneurship: outlines of an unfold story.” Handbook of Strategic Management, Hitt M. A., Freeman E., Harrison J. S. （eds.）, Blackwell: Oxford.
    57. Vrakking. W. J., (1990）, “The Innovative Organization. “Long Range Planning ,23（2）, pp.94-102.
    58. W. Souder. Managing New Product Innovations[M].Lexington Books, D. C. Heath and Company, Massachusetts/Toronto, 1988.
    59. Wernerfelt, B. (1984). A Resource-based View of the Firm. Strategic Management Journal, 5, pp. 171-180.
    60. Zong, B. & Jin, J.L. (1986), Technology Development Patterns of Small and Medium Sized Companies in the Korean Machinery Industry, Technovation Vo1.4, PP.279-296.
    描述: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    91932925
    96
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0919329252
    資料類型: thesis
    顯示於類別:[經營管理碩士學程EMBA] 學位論文

    文件中的檔案:

    檔案 描述 大小格式瀏覽次數
    32925201.pdf44KbAdobe PDF21752檢視/開啟
    32925202.pdf133KbAdobe PDF21239檢視/開啟
    32925203.pdf126KbAdobe PDF21210檢視/開啟
    32925204.pdf520KbAdobe PDF21779檢視/開啟
    32925205.pdf292KbAdobe PDF21872檢視/開啟
    32925206.pdf413KbAdobe PDF212356檢視/開啟
    32925207.pdf567KbAdobe PDF24894檢視/開啟
    32925208.pdf452KbAdobe PDF24099檢視/開啟
    32925209.pdf715KbAdobe PDF24061檢視/開啟
    32925210.pdf545KbAdobe PDF21761檢視/開啟
    32925211.pdf150KbAdobe PDF22748檢視/開啟
    32925212.pdf228KbAdobe PDF21728檢視/開啟
    32925201a_1023.pdf174KbAdobe PDF2620檢視/開啟


    在政大典藏中所有的資料項目都受到原著作權保護.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - 回饋