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研究生:陳福唐
研究生(外文):Fu-tang Chen
論文名稱:價格破壞情境下零售廠商的因應策略
論文名稱(外文):The Strategy of Retailers against Price Destruction
指導教授:周庭銳周庭銳引用關係
指導教授(外文):Ting-jui Chou
學位類別:碩士
校院名稱:國立高雄第一科技大學
系所名稱:行銷與流通管理所
學門:商業及管理學門
學類:行銷與流通學類
論文種類:學術論文
論文出版年:2002
畢業學年度:90
語文別:中文
論文頁數:117
中文關鍵詞:價格破壞組織資源品牌知覺
外文關鍵詞:price destructionorganizational resourcebrand identity
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  本研究主要在討論於價格破壞情境下,零售廠商的因應策略。因為近年來,由於經濟的不景氣,市場競爭的白熱化,導致零售業者以價格破壞的降價策略吸引消費者,以刺激購買力,也因此打破了業者彼此間降價促銷的常規,打亂了市場競爭的型態。
  所以本研究從組織資源與品牌知覺去架構四個研究假說如下:
一、當組織資源雄厚,而消費者品牌知覺清晰時,廠商將會使用價值抵抗策略來因應市場的價格破壞。
二、當組織資源雄厚,而消費者品牌知覺模糊時,廠商將會使用淨空市場策略來因應市場的價格破壞。
三、當組織資源缺乏,而消費者品牌知覺清晰時,廠商將會使用市場轉進策略來因應市場的價格破壞。
四、當組織資源缺乏,而消費者品牌知覺模糊時,廠商將會使用價格追隨策略來因應市場的價格破壞。

  接著以針對台灣連鎖暨加盟協會的有效會員作為問卷調查的對象。並採用SPSS統計軟體作檢定。經過統計分析驗証後得出以「價值抵抗策略」獲得完全支持,而「市場淨空策略」則獲得部份支持,其餘的「市場轉進策略」及「價格追隨策略」兩個策略在執行組織績效上並沒有顯著的相關性。
  因此最後建議廠商採用價值抵抗策略時,應採取快速的導入新的產品或新的服務以更替不具競爭力的舊產品及服務。而且要採用價值提昇計劃來提昇產品的附加價值。


  This research studies the strategy of retailers in a price destruction situation. The recent economic recession has given rise to much severe competition, compelling retailers to drop sales price in order to attract consumers to return and consequently, to stimulate the weak buying power. This kind of price drops is not the price discounts commonly used by corporations. It is in fact a price destruction strategy with profound affects on the market.

  This research constructs four hypotheses based on two factors─organizational resources and consumer brand identity. The four hypotheses are as follows:
1.When the organization’s resources are plentiful and consumer brand identity is high, the company will use the “Value Defense Strategy” to react to the price destruction within the market.
2.When the organization’s resources are plentiful and consumer brand identity is low, the company will use the “Market Clearance Strategy” to react to the price destruction in the market.
3.When the organization’s resources are low, and consumer brand identity is high, the company will use the “Market Transfer Strategy” to react to the price destruction in the market.
4.When the organization’s resources are low, and consumer brand identity is low, the company will use the “Tag-along-price Strategy” to react to the price destruction in the market.

  The targets of this research are the members of the TCFA (Taiwan Chain Stores and Franchise Association). SPSS is used to analyze the data. The analysis fully supports hypothesis 1 — “Value Defense Strategy” and partially supports hypothesis 2 —“Market Clearance Strategy”. However, neither “Market Transfer Strategy” nor “Tag-along-price Strategy” seems to have direct relationship with the performance of the organization.

  Finally, if the “Value Defense Strategy” is chosen to respond to the price destruction in the market, the research suggests that the company should rapidly introduce new products/services to replace outdated and non-competitive ones. Furthermore, it should implement plans for increasing the value and added-value of products/services.

目 錄

中文提要  i
英文提要 iii
誌謝 v
目錄 vi 
表目錄 viii 
圖目錄 ix 
第一章 緒論 1
  第一節 研究背景與動機1
  第二節 研究目的2
  第三節 研究範圍3
第四節 研究步驟與流程11  
第二章 文獻探討13
  第一節 前言13
  第二節 資源基礎理論15
第三節 品牌知覺及其重要性27
第四節 價格競爭之因應策略39
第五節 研究架構的推導46
第三章 研究設計52
  第一節 變數的操作性定義52
第二節 問卷內容54
第三節 資料蒐集與分析方法59
第四節 研究工具之信度檢定63
第四章 研究結果65
第一節 價格破壞策略之分析65
第二節 商之組織規模與其消費者品牌知覺間之關係分析69
第三節 資源規模與品牌知覺下廠商對應之策略假說與績效間的關係81
第五章 結論與建議83
  第一節 研究假設之驗証84
第二節 研究結論85
第三節 建議86
第四節 研究限制90
參考文獻 93
附錄一103
附錄二105
附錄三106
附錄四106

表目錄

表1-1 民國88年至90年經濟指標2
表1-2 連鎖店之定義5
表1-3 連鎖體系之商店數目限制6
表2-1 資源相關名詞18
表2-2 策略性資源的內涵22
表2-3 績效指標相關研究彙整27
表2-4 品牌資產的定義29
表2-5 關於品牌資產的品牌知識構念之衡量方式35
表2-6 品牌資產的衡量指標37
表3-1 資源規模的衡量56
表3-2 品牌知覺的衡量57
表3-3 因應價格破壞情境下所採行的策略58
表3-4 績效指標59
表3-5 再測信度的相關分析表64
表4-1 因應價格破壞情境下採行策略之因素分析67
表4-2 組織資源規模之集群中心的差異性分析70
表4-3 組織之消費者品牌知覺的集群中心的差異性分析71
表4-4 廠商組織資源規模與消費者品牌知覺兩構面為基礎之樣本廠商的策略分群72
表4-5 組織資源缺乏且品牌知覺模糊群廠商之樣本特性描述74
表4-6 組織資源雄厚而品牌知覺清晰群廠商之樣本特性描述76
表4-7 組織資源缺乏而品牌知覺清晰群廠商之樣本特性描述78
表4-8 組織資源雄厚而品牌知覺模糊群廠商之樣本特性描述80
表4-9 廠商對應之策略假說與績效的相關分析82

圖目錄

圖1-1 垂直行銷系統8
圖1-2 研究步驟流程12
圖2-1 傳統SWOT分析、資源基礎模式與產業吸引力模式之關係16
圖2-2 品牌知識的結構33
圖2-3 因應競爭者降價的價格反應方案44
圖2-4 價格破壞回應策略矩陣49
圖3-1 本研究抽樣流程圖60
圖3-2 檢視研究架構之資料分析方法61
圖4-1 價格破壞回應策略矩陣68


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