Basic Search / Detailed Display

Author: 吳明正
Min-cheng Wu
Thesis Title: 創造共享價值經營策略之研究—以中國大潤發為個案研究對象
A study of Creating Shared Values Business Strategy-Case of RT Mart China
Advisor: 梁瓊如
Chiung-ju Liang
Committee: 紀佳芬
Chia-fen Chi
王孔政
Kung-jeng Wang
Degree: 碩士
Master
Department: 管理學院 - 管理研究所
Graduate Institute of Management
Thesis Publication Year: 2012
Graduation Academic Year: 100
Language: 中文
Pages: 92
Keywords (in Chinese): 商用地產開發核心能力創新地圖創造共享價值大潤發
Keywords (in other languages): Commercial real estate development, Core Competencies, Innovation Map, Creating Shared Values, RT-Mart
Reference times: Clicks: 379Downloads: 4
Share:
School Collection Retrieve National Library Collection Retrieve Error Report
  • 對許多躍躍欲試將進入新興市場的企業而言,在新市場或許不太能夠完全移植母公司原有的優勢進行本業的擴散,特別是當自身的新領域是別人的核心事業時,發展的過程更需創新因子的協助,並且要能確切掌握自身有限的資源與優勢,補足所欠缺的條件,以在最短的時間內向母國交出漂亮的成績單。
    中國,這個由世界工廠逐漸轉型成世界市場的企業競技場,過去十多年吸引了無數的大型外資前撲後繼的投入,有著同文同種優勢的台商也參與角逐,加入這世界級的競賽。隨著改革開放後經濟的起飛,販賣民生必需品的零售通路業者跟著成長茁狀。
    2011年八月,在香港掛牌上市的高鑫零售,由上海大潤發與中國歐尚(Auchan)所共同組成;為中國大型超市通路業態中的總體收益與個別門市收益雙料冠軍,正是具代表性的贏家。國際商業零售巨擘美商沃爾碼(Walmart),及過去先行搶佔中國市場的法商家樂福(Carrfour),在市場上雖與大潤發纏鬥多年,相互抗衡;現階段已被大潤發這後起之秀遠遠拋在後頭。本文期能透過核心能力與創新地圖,就大潤發的成長軌跡與商業模式進行剖析,並以創造共享價值的觀點來探討其與競爭者的差異,並辨識其勝出的成功關鍵因素。
    本研究首先介紹中國零售通路產業環境及發展歷程,將台商大潤發在中國所應用的核心競爭力為軸,其應對的商業策略與營運模式為緯;進一步以個案研究法探討中國大潤發之價值鏈及經營管理策略。研究發現:中國大潤發在商用土地開發能力的基底下,於市場擴展的過程中擁有選址設點與低成本展店的優勢。結合了商用地產與零售管理能力的大潤發,運用既集權又分權的靈活本土化策略,與消費者、供應商及員工的創造共享價值原則;輔以注重執行細節的管理方式,塑造了今天的通路狀元。
    期望本研究剖析的核心優勢的轉換及創新地圖所分析的商業模式與創造共享價值策略,可為企業進入新市場時進行快速擴散的參考,以節省異地摸索的時間並尋得開闢成功的途徑。


    For many enterprises that are eager to enter emerging markets, it is unlikely to transplant the original advantages from its parent company into new markets to expand core business. Especially when the new field is the core business of others, the assistance of innovation factors is even more required during one’s development process. To be able to generate a quick positive result, an enterprise will have to utilize its resources and core competencies to an extent that can compensate all its short falls when competing with industry conglomates.

    China, a corporate arena, was once the factory of the world gradually transformed into the market of the world, attracted numerous large foreign investors continuously invested in the past decade. Taiwanese companies, whom have the advantage speaking same language, also participate in this world-class competition. With the took off in economic development after the reform and opening up, all retailers selling daily necessities grow strongly with the booming economy

    Sun Art retail, listed in Hong Kong in August 2011, is composed by Shanghai RT-Mart and Auchan. RT mart wins champions at both catagories of total revenues and individual outlets earnings. International commercial retail giant Wal-Mart, and the market early player, the French representative Carrefour, although have wrangled and competed with the RT-Mart for many years, they are now far behind this rising star. Reading through this paper, it is expected to get a view exploring RT mart’s differences from its competitors, and also identify its critical success factors by analyzing RT mart’s business model and tracking its growth path from the perspectives of core competencies and innovation map.

    In this research, it firstly introduces the environment and development of Chinese retail industry. Then it looks into Taiwanese RT mart’s position to take all its core competancies as axis and see its responsive business strategies and operation model as weft. And it further investigates RT mart’s value chains and management strategies by case- study method. The research discovered that RT-Mart which holds the basis of the commercial land development capabilities, has advantages of site selection and low initial store set up cost in the process of market expansion. With a combination of commercial real estate and retail management capabilities, RT mart also has flexibility adopting both centralization and decentralization management when executing localization strategies. Moreover, RT mart’s benefit-sharing principles out of creating shared values upon consumers, suppliers and employees, coupled with its detail- oriented implementation, these factores all contribute to pave its way to hypermart champion.

    With the analysis including core strengths conversion, business model under innovation map and creating shared-values strategies, it is expected that this research may be a reference for enterprises when entering new markets to conduct a rapid expansion and find its path to success.

    摘 要....................................................................I Abstract.................................................................II 誌 謝.....................................................................III 目 錄.....................................................................IV 圖 目 錄..................................................................VI 表 目 錄..................................................................VIII 第一章 緒論.................................................................1 1.1 研究動機與目的..........................................................1 1.2 研究範圍與方法..........................................................2 1.3 研究流程與架構..........................................................3 第二章 文獻探討..............................................................4 2.1核心能力............................................................. ..4 2.2複製核心價值-穩健向外擴....................................................8 2.3另闢成長蹊徑.............................................................9 2.4價值創新................................................................11 2.5價值創新開創市場.........................................................18 2.6創新地圖................................................................19 2.7創造共享價值.............................................................23 第三章 中國零售大型超市產業分..................................................32 3.1 中國零售大型超市通路產業簡.................................................32 3.2 中國零售大型超市通路業者發展趨..............................................36 第四章 個案研究...............................................................47 4.1個案企業簡介-大潤發.......................................................47 4.2核心能力分析─商用地產開發及物業管理...........................................50 4.3商業模式分析─大潤發創新地圖..................................................62 4.4創造共享價值於大潤發的落實...................................................79 第五章 結論與建議..............................................................86 5.1 研究結論.................................................................86 5.2 研究建議.................................................................88 參考文獻......................................................................90

    中文期刊/論文/書籍
    1.2010 中國統計年鑑
    2.「零售地產行業研究報告」,卓越管理顧問,2006/08
    3.「百貨零售業與商業地產的共贏路徑」,第九屆中國百貨高峰論壇,2011
    4.彭勇財,「大潤發供應鏈管理」,江蘇科技大學經濟管理學院,2010/06
    5.孫景武、袁靜,「大賣場外資零售企業在華經營策略與績效的實證研究」,現代管理科學,2007年第6期
    6.歐金剛,「也談連鎖超市企業供應鏈管理中的價值網構建」,商場現代化期刊,2009年3月第568期
    7.李紅霞,「家樂福超市農產品價值鏈管理研就及啟示」,安徽農業科學期刊,2008,36(12):5205-5206
    8.「2009 中國連鎖超市、大賣場防損狀況調查」,CCFA 中國連鎖經營協會,2010
    9.「2011中國零售業20個趨勢」,中國電子商務研究中心,2011
    10.王鍊利著,「中國房地產之厄」,天行健出版社,2011年11月版
    11.孫洪剛、闫娜、陳建波、王崴、秦小東著,「模式決定未來-中國商業地產六大模式」,地產雜誌,2011年
    9月號
    12.雷馬斯瓦米、高哈特著,「共同創造到底有多厲害」,商周出版社,2011年7月版
    13.C.K.普哈拉著,「消費者王朝-與顧客共創價值」,天下雜誌出版社,2004年6月版
    外文期刊/論文/書籍
    1.C.K. Prahalad﹐Gary Hamel(1990)﹐“The core competence of the corporation”﹐Harvard
    Business Review
    2.Chris Zook(2007)﹐“Finding Your Next Core Business: What if you've taken your
    core as far as it can go?”﹐Harvard Business Review
    3.Chris Zook(2007),”Unstoppable: Finding Hidden Assets to Renew the Core and
    Fuel Profitable Growth”, Harvard Business School Press
    4.Chris Zook and Allen James(2010) , Revised Edition,”Profit from the Core: A
    Return to Growth in Turbulent Times”, Harvard Business Press
    5.Chris Zook & James Allen (2003),” Growth Outside the Core”, Harvard Business
    Review,vol.81, No12,pp.69
    6.C.K. Prahalad, R.A. Mashelkar(2010),”Innovation’s Holy Grail”, Harvard
    Business Review
    7.Donald L. Laurie﹐Yves L. Doz﹐Claude P. Sheer(2007)﹐“Creating New Growth
    Platforms”﹐Harvard Business Review
    8.Patrick Lencioni(2002),”Make Your Values Mean Something”,Harvard Business
    Review
    9.Peter Drucker(2002),”The Discipline of Innovation”, Harvard Business Review
    10.Geoffrey More(2004),”Darwin and the Demon: Innovating Within Established
    Enterprises”, Harvard Business Review
    11.Ron Adner(2006), “Match Your Innovation Strategy to Your Innovation
    Ecosystem”, Harward Business Review
    12.Geoffrey A.Moore(2004),“The old Innovation Stategy”, Harvard Business
    Review
    13.Philip Kotler (2012), “A Frame Work for Marketing Management”, fifth Edition,
    Prentice Hall
    14.Clayton Christensen(2004),”Seeing What Next”,Harvard Business School
    Publishing Corporation
    15.Mark W. Johnson, Clayton M. Christensen, Henning Kagermann (2010)
    “Reinventing Your Business Model”, Harvard Business Review
    16.Hammer, Michael (2004),”Deep Change: How Operational Innovation Can
    Transform Your Company” ,Harvard Business Review,vol.82, No3,pp.87
    17.Michael E. Porter,Mark R. Kramer(2011), “Creating Shared Values”, Harvard
    Business Review
    18.Michael E. Porter(1985), “Competative Advantage”, Harvard Business Review
    19.Michael E. Porter (2011),Madrid Expomanagement
    20.China FMCG Retail Universe Retail Establishment Survey,Nielson,2010/03
    21.Sun Art Retail, HSBC Global Research,2011/08
    22.Sun Art,CLSA Asia Pacific Market,2011/08
    23.Sun Art Retail Group,Morgan Stanley Research, 2011/09
    24.Sun Art Retail Limited,Morgan Stanly Research,2011/09
    25.Sun Art Retail Group, Detusche Bank Global Markets Research,2012/03

    參考網站:
    1.中國投資指南,http://www.fdi.gov.cn/index.htm
    2.中國政府網,http://www.gov.cn/
    3.中國商務部外資司,http://wzs.mofcom.gov.cn/
    4.中國國家統計局,http://www.stats.gov.cn/
    5.證券交易所公開資訊觀測站,http://newmops.tse.com.tw/
    6.哈佛商業評論全球中文版,http://www.hbrtaiwan.com
    7.聯商網,http://www.linkshop.com.cn/
    8.凱德商業地產官網,http://www.capitaland.com.cn/
    9.維基百科,http://zh.wikipedia.org/

    無法下載圖示 Full text public date 2017/06/27 (Intranet public)
    Full text public date This full text is not authorized to be published. (Internet public)
    Full text public date This full text is not authorized to be published. (National library)
    QR CODE