| Summary: | 碩士 === 淡江大學 === 管理科學研究所 === 84 === In the wake of economic growth by leaps and bounds in taiwan,
the significanttransformation of international situation, heavy
diversification of Taiwan''ssociety and consumers'' values, the
distribution industry has undergone sharpchanges over the past
decade.Makro which started out its first store at Patehin
suburban Taoyuan in December 1989 has brought up especially
remarkableimpact.During the six years period since then, we have
seen an entirely diff-erent picture in international trends,
economic and social climates or con-sumer tendency in Taiwan
or even competitive status. What does the retailstatus today
differ from the previous ? How has the competitive position
changed? Are hypermarkets competitive enough as before? Do
they decline in role and status with passage of time? In the
face of the future uncertainty,what strategies should
hypermarkets take in response to maintain their posi-tion in the
market ? It is just these questions which have prompted into
themotives and objectives of the present study.To attain the
said objectives,this study probes into the status quo of hyper-
markets, industrial analysis and strategy related literatures
as the very grounds of analysis. Volume sales stores, or
hypermarkets,are the major sam-ples for the present study.Aiming
at the motivations and objectives,we obtain the following
conclusions.One. Ecological environments of the industries: 1.
Vertical analysis: 1) Dynamic development of general
environments is in favor of hypermarkes. 2) Technological
development is beneficial to hyper-markets but is against the
local sources. The adjustment of commodities in domestic and
foreign sources,overall human resources development are in
favorof such development. 3) Industries might develop toward
extreme poles and lowpricing. They will develop toward
international,large-scale or vague-boundrytrends. 2. Horizontal
analysis: 1)Hypermarkets may replace other lines. 2) Compre-
hensive retail markets where the hypermarkets exist are subject
to extremelyfiere competition. 3) As comprehensive retail is
mature in development whilehypermarket is in growing phase, they
are segmented from conventional marketsbut share quite a few in
common. 4) Hypermarkets show quite low gross profi-tability.
Their surplus valuehings upon sales scale. Their operating
costsare lower than other lines as well. They are potential in
the gain of econo-mical scale and must adjust ratio of foreign
supply sources.Two. Development strategies (proposals to the
lines):In the shor-run: Intensive growth strategies, aiming at
supermarkets as the target competitors.In the
mid-run: diversification strategies, aiming at convenience
stores as the target competitors.In the long-
run: Resource conversion strategies, aiming at department stores
as the target competitors.
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