| Summary: | 碩士 === 雲林科技大學 === 企業管理系碩士班 === 97 === In footwear manufacturing, Taiwan has earned the fine reputation of “kingdom of shoe-making” and Taiwan is also a significant marketing location for well-known worldwide branded athlete shoes. Due to the competition and expansion among brands, the market scale of sport-shoes in Taiwan ranges from NTD 100 billion to 120 billion where the market share of Nike exceeds 40 percent.Nike becomes the channel captain; meanwhile, Nike forms a unique co-opetition relationship among the sport-shoes retailer in Taiwan.
At present, there is no nationwide sport-shoes retailer in Taiwan since it is still in a status of rivalry and partition among retailers.Through this situation, Nike is able to dominate a coercive power to each retailer so that every retailer must be a follower.In the industrial environment, if retailers want to have growth and obtain above-average returns, competitive strategy is necessarily emphasized.
In this study, we used the operation of sport-shoes retailing company, C firm, as a study subject to investigate its management process, networking, resource and value generated from other activities.The Strategic Posture Analysis method from Seetoo Dah-Hsian was applied to analyze the strategic dimension in order to entirely present the competitive strategy of case retailing company.
The sport-shoes industry changes rapidly as the founder of Nike, Phil Knight said, “Every six months is a new lifetime, and you''ve got to worry about what''s coming up to stay ahead of the curve.” Now we can see the trend is that (a) the function of sport-shoes is no longer just about sports (b) market segmentation and selection are more significant in marketing (c) the innovative operation model and business operation will take advantage of the tendency to work (d) the effect of the rise of the great nations(CHINA) appear. Therefore, we can expect that more intense competition will last.
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