ENVIRONMENTAL ANALYSIS AND DEVELOPING STRATEGIES OF WAREHOUSE

• Main Authors: TAO, TELIN, 陶德霖
• Other Authors: Chen Yi-Sheng, Wu Shu-Hwa
• Format: Others
• Language: zh-TW
• Published: 1996
• Online Access: http://ndltd.ncl.edu.tw/handle/25029516101859190507

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.