中國從改革開放1978年到至今2018年中國零售業經過40年的發展歷程，自中國2001年12月加入世界貿易組織WTO（World Trade Organization），開放全球進入中國市場，加速中國零售業的現代化。2008年金融海嘯後，中國零售業開始分岔，百貨零售業快速規模化擴張，以及電子商務快速崛起。

群光廣場成立2003年是由台灣上市公司藍天電腦集團(CLEVO) 所於中國大陸轉投資的大型連鎖百貨。經歷電商平台低價衝擊；規模化的變革；連鎖化實體零售競爭對手大幅增加，許多傳統的百貨商場，陸陸續續面臨倒閉或轉型。此外，外資零售渠道與當地零售商競爭，先天的競爭條件差異，例如：取得資源成本高。
群光廣場百貨發展出獨特的精緻服務，以及科技結合的數字化的經營模式，重塑百貨人貨場，從傳統走向先進零售百貨，業績逆勢快速成長。2016年成都群光廣場，相較去年獲利增長近180%，並創造當年單月單店1億人民幣營業額，2017年更達到13.6億人民幣，1290萬來客人次。以及2017年三店合計營業額，約60 億人民幣傲人成績，並在近年內，在二、三、四線城市快速擴張。

本研究利用哈佛個案的方式進行研究，藉由個案故事的內容探討商業模式、資源基礎理論、服務主導邏輯之價值共創、實踐歷程/制定等理論議題。了解在電商衝擊和同業競爭激烈的狀況下，群光廣場發展出何種獨特的商業模式和核心資源，並用服務主導邏輯和顧客共同創造價值。最後，透過對環境的敏捷感知，即時調整公司行動，以保持持續競爭力。
關鍵字：群光廣場、百貨零售、商業模式、資源基礎理論、服務主導邏輯、價值共創、實踐歷程

China's retail industry has undergone 40 years’ course of development since the start of the Reform and Opening up. After China joined the World Trade Organization (WTO) in December 2001 by opening its market to the global players, China’s retail industry has witnessed acceleration of the modernization. After the global financial crisis in 2008, China's retail industry began to split towards rapid expansion of department store retail industry or the rapid rise of e-commerce.
Founded in 2003, Chicony Square is a large chain department store invested by Taiwanese listed company CLEVO Group in the Mainland China. Experiencing the fierce competition from e-commerce retail platforms through low-cost and large-scale strategy and significant increase of offline chain stores, many traditional department stores are facing bankruptcy or transformation. Furthermore, foreign-funded retail channels compete with local retailers on different terms by nature, such as higher resource costs. Chicony Square Department Store has developed a digital business model of combining unique and exquisite service with technology, reshaping the department store business from traditional model to the advanced retail department store model. The performance has grown rapidly against the trend. In 2016, Chengdu Chicony Square achieved profit growth of nearly 180% year on year and turnover record of 100 million yuan per store per month during that year. In 2017, it reached 1.36 billion yuan and 12.9 million visitors. The total turnover of the three stores in 2017 reached about 6 billion yuan with rapid expansion in the second, third and fourth-tier cities over the recent years.
This study uses the Harvard case methodology to conduct research, and explores theoretical issues such as business model, resource-based theory, value co-creation of service dominant logic, and enactment through the content of case stories. The study also explores the unique business model and core resources developed by Chicony Square in the context of e-commerce shocks and fierce competition in the industry, and uses service dominant logic to create value together with customers. Finally, through the agile perception of the environment, the company's actions are immediately adjusted to maintain continued competitiveness.
Keywords: Chicony Square, Department Store Retail, Business Model, Resource-Based Theory, Service Dominant Logic, Value Co-creation, Enactment

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