臺灣博碩士論文加值系統

消費品市場(Fast moving consumer goods, FMCG) 各家廠商必須以激烈競爭與創意在市場佔有率上領先其他廠商.

台灣消費品市場自民國66年味全公司引進青年商店, 並以開架式採購空間區隔一般傳統式的雜貨店, 接著統一超商, 香港Dairy Farm 集團, 萬客隆, 家樂福, 屈臣氏等各型通路進駐台灣並因此掀起了台灣的通路革命.

在通路轉型的過程中, 似乎價格是消費者購買行為中最重要的部份, 不過就消費者的實際消費行為而言, 應該還可以用一些附加價值的作法來吸引消費者的目光.

西藥房通路, 不同於一般的刻版印像, 事實上已經自紅海的慘烈競爭中找到自己的出路. 藥師與供應商共同建立起的商業模式令其他通路或競爭者難以複製這種特別的商業模式.

淺貨, 這種新的商業模式, 是一種針對特殊通路所發展出來的特有管理創新, 這種因應西藥房所發展出來新的供需原則是逐漸演化出來的. 同時這種通路的遊戲規則也不同於其他一般的通路操作模式. 這種新的操作模式迫使所有想進入西藥房操作淺貨的場商及藥房必須要遵守淺貨的規則.

Fast moving consumer goods (FMCG) market is full of competition as well as the innovation in order to take lead and keep growing on the specific product’s market share.

The Taiwan fast moving consumer goods (FMCG) market booming ever since 1977 Wei-Chung company introduced the Youth League Stores which provided an open shelf shopping environment to the consumer in contrast to the conventional grocery shopping stores. Followed by 7-Eleven, Dairy Farm, Makro, Carrefour, Watson’s to reveal the channel revolution.

During the channel transforming, price seems to be the main factor for the consumer shopping behavior. However, there should be some other value-added approach may induce the consumer’s attention.

Pharmacy, however, different than the stereotype that people used to have, is actually find their own way out of the red ocean competition. Pharmacist and supplier jointly build up the new business model and make it irrelevant for competitor to duplicate.

Chain Goods, the new business model, an unique management innovation for a specific channel which was gradually evolution based on the market supply and demand condition. Different than the other channel operation regulation creates it’s owned rule of game and made the both supplier and other pharmacy to follow the ground rule.

ABSTRACT 4
ACKNOWLEDGEMENT 5
LIST OF TABLES 6
LIST OF FIGURES 7
1. INTRODUCTION 9
1.1. Background 9
1.2. Objective of Research 12
1.3. Research Socpe 12
1.4. Key Question of Research 13
1.5. Methodology 13
2. LITERATURE REVIEW 14
2.1 Five Forces Analysis 14
2.2. Blue Ocean Strategy 16
2.3. The Tipping Point 18
2.4. Game Theory 19
2.5 Management Innovation 22
3. FMCG INDUSTRY OUTLOOK IN TAIWAN 23
3.1 The virtual reality channel including:25
3.2 The physical trade channel including: 25
3.2.1 Grocery Shopping 26
3.2.2 Non-Grocery Shopping 29
3.2.3 Eating and Drinking 33
3.2.4 Entertainment 34
3.2.5. Travel 35
3.2.6 Education 36
3.2.7. Institution 37
3.2.8 Wet Market 38
3.2.9 Night Market 38
3.3 FMCG Multi-national Business Model 38
3.3.1 Principle Office 38
3.3.2 Direct Distribution Company 39
3.3.3. Business Model crosses analysis with channel management 40
3.3.4. FMCG Jargon Snapshoot 40
3.4 Channel Operational Model 45
3.5. Pharmacy Chain Goods Operational Model67
4. RESEARCH DESIGN AND RESULT 70
4.1 Management Dilemma 70
4.1.1 Quick responding to consumer needs 70
4.1.2. Restructuring the process 74
4.1.3. Organic growth vs cannibalization 76
4.2. Investigated Model 78
4.3. Data Collection 79
4.3.1. Situation Analysis on Milk Powder 79
4.3.2 Operational procedure for Chain Goods practice 82
4.3.3. The Pros and Cons Analysis for Chain Goods Operation 84
4.3.4. Chain goods operational guide line 85
4.3.5. Why chain goods operation prevail in pharmacy 85
4.3.6 The Outlook on Taiwan Market chain goods player 86
4.3.7. Metamorphosis from milk powder to healthy functional F&B 87
4.4 Findings 88
4.4.1. Blue Ocean in real world 88
4.4.2. The way conduct the chain goods 89
4.4.3. The Infrastructure of Chain Goods Company 91
4.4.4. Supply Chain Support 92
4.4.5. The Current Issues for Chain Goods Operation 93
5. CONCLUSION AND RECOMMENDATION 94
5.1. Comparison between typical chain goods operation and traditional arketing approach 94
5.1.1.Branding 94
5.1.2. Communication 95
5.1.3. Merchandising 96
5.1.4. Distribution 97
5.1.5. Trading Terms 99
5.1.6. POSM 100
5.1.7. Promotion 100
5.1.8. Customer Loyalty 100
5.1.9. Pricing 101
5.2. Management Recommendation 102
5.3. Limitation of this study 103
Bibliography: 100

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