摘要 　　對消費者而言，賣場是消費者購物的地點；對企業而言，賣場是收入的來源，最終的目標皆是以希望消費者能不間斷以購買產品的方式，達到企業的永續經營。賣場最好的效益就是銷售量，企業可藉由銷售量的消長，衡量活動的成效，如何引發購買意願變成賣場活動企畫的目的。 　　本研究採取三個不同觀點來剖析購買意願的影響因素，促銷人員的服務品質、消費者對於產品的認知價值以及賣場體驗活動來檢視購買意願的影響，選擇紐西蘭奇異果公司做為研究對象，以期提出有效的賣場經營推廣的策略。 　　研究結果發現，服務品質、認知價值、體驗活動三者皆與購買意願皆具有顯著的相關係存在，其中服務品質的「專業可信度」、賣場體驗活動的「實體體驗」對購買意願亦呈現中度的顯著相關。在影響性上，三者皆對購買意願產生正向的且顯著的影響關係，其中服務品質中「專業可信度」、認知價值中「品質價值信賴度」、賣場體驗活動中「實體體驗」、「搭贈互動體驗」對購買意願兩個子構面呈正向顯著相關。而服務品質中「專業可信度」對認知價值與賣場體驗活動皆具有正面且顯著的影響。在不同的人口變項中，消費者對於「賣場體驗活動」中「感官情感體驗」、「實體體驗」的平均數是最高，而認知價值的「品質價值信賴度」、「方便容易性」的顯著差異則是最多。 　　對於購買意願上，服務品質的專業可信度與體驗活動的實體體驗，是購買意願影響上很重要的一環，其賣場行銷仍有進步的空間。

超級市場之競爭策略分析—以全聯福利中心為例 / As the competition gets intensively in the retail industry, the boundary between different types of operation has disappeared. In Taiwan, hypermarkets started to downsize its store size. On the other hand, convenient stores expand its store size to target at eating out customers. Supermarket with the size between hypermarkets and convenient stores should reposition itself to confront the challenges. After the rapid expansion period, Pxmart started to reconsider its value proposition and its core competence. In order to achieve its corporate mission statement and its goal in the following 6 years, Pxmart’s CEO, Mr. Xu, comes up with strategies in terms of staffing, store, merchandise, and system and institution. Although Pxmart will be able to attract more customers with its store and merchandise strategy, it still encountered challenges due to its physical facilities, such as limited space to display products and for customers to park. How to reposition itself and provide customers with a pleasant and convenient shopping experience will be the first priority that Pxmart should consider. Compared to the leading brands in the United States, Pxmart and the retailers in Taiwan should embrace the technology innovation and try different business model to make their company updated and provide their customers more convenient way to purchase.

中國經濟最近二、三十年一直保持高速增長的趨勢，尤其是2006至今中國股市的井噴式發展，為中國資本投資市場帶來巨大發展機遇的同時，也帶動了相關產業的發展，如家居零售業就存在著顯著的連動效應。一方面，持續的牛市給股民帶來了高收益，提高了潛在消費者的購買力；另一方面，投資市場的發展也為家居業融資提供了便利。但是，中國家居業市場現有的行銷通路策略，存在嚴重的趨同性，眾多廠家依靠幾乎雷同的通路策略進行著殘酷的零和博弈競爭。家俱工廠，都必須依靠幾家大規模的大型家具賣場通路為載體在裡面開店，方能順利行銷自己產品到客戶手上，家具工廠產品通常交由經銷商在各城市代理販售，或開自營店，若有家俱工廠和家具大賣場因為經銷商的資訊不對接，家俱工廠可能就會失去黃金店面，壓縮到自己生產的傢具品牌空間通路。近年中國火熱的零售通路家樂福、大潤發、沃爾馬，馬不停蹄的在中國展店分食上千億人民幣的量販銷售額，家居業能否藉由前述迥異的通路模式，並充分發揮工廠本身有的資源基礎與核心技術，進而探索出一種創新的行銷通路模式，為顧客創造更高的讓渡價值的同時，擺脫殘酷的紅海競爭，成為家居業競爭參與者面臨的一大挑戰。本文以傢俱工廠T公司為例，通過對其行銷通路策略的綜合系統分析，從傳統家居商場到零售通路的量販店中展店，探索出一套適合中國市場的行銷通路創新模式。 本文分六章，第一章是本文的緒論部分，介紹研究背景及意義，並對相關概念進行界定，提出本文的研究思路和方法，以及文章的結構安排和創新之處。在第二章中主要對資源基礎理論、藍海策略及創新理論等文獻進行了綜述，作為整篇文章的理論支柱。第三章介紹了中國零售業市場的發展概況，著重分析了中國市場量販店發展的情況，為後面提出行銷通路創新提供背景與動機。第四章分析了中國家居業市場現行的幾種主要的行銷通路模式，並綜合分析其特點。第五章以T公司為例提出為何開創新通路及其在中國市場行銷通路模式創新實務。第六章結論與建議。 / In last decade, China's economy kept growing at top speed. The booming stock market, while bringing the enormous opportunity for the Chinese capital market development, has driven the development of relevant industries too. The effect on furniture business is absolutely apparent. On one hand, the bullish stock market has brought high returns to stock holders, while raising the purchasing power of potential consumers. On the other hand, the development of capital market has offered the convenience to financing in furniture business too. However, the homogeneity and zero-sum game of marketing strategy in furniture business is serious enough to be a catastrophe to everyone concerned. In order to approach potential customers, the furniture factories must all rely on several sales channels of high market share to run their own shops inside. Furniture factories usually have their own distributors to promote their sales, or run their own shops. If there is information asymmetry between the furniture factories and sales channels, the furniture factories will encounter the possibility of the loss of shop presence and brand damage. In recent years, Carrefour, RT-Mart, and Wal-Mart develop their own sales channels in China at high speed in order to share the millions of dollars market. How to take advantage of the above-mentioned sales channels and leverage their own resources and core competence to create innovative sales channels, while offering higher value for the customers and getting rid of the cruel Red Sea competition is a challenge to the furniture factories and every participant concerned nowadays. This text takes furniture factory T Company as an example, through comprehensive and systematic marketing strategy analysis, and researches on T Company’s traditional sales channels and new sales channels within retailing chains, to explore a set of sales channels innovation model which is suitable for the Chinese market. This research consists of six chapters. Chapter one which is an introduction part mainly focuses on the basis of the selected title and related definition, introduces relevant concepts, ways of thinking and method studied, and last but not least recommends the thesis structure and its possible innovation. Chapter two is literature review and comment. Representative figures, relevant fields of the thesis and their research results are reviewed on a chronological basis, including several following respects: Resource-Base Theory, Blue Ocean Strategy, and Innovation Theory. Chapter three is the development overview of Chinese retailing business and also analyzes the development of hypermarkets in China emphatically in order to illustrate the background and motive for sales channels innovation. In Chapter four, this research analyzes existing models of sales channels and its characteristics of Chinese furniture business comprehensively. Chapter five takes T Company as an example and further elaborates its strategy and operation on the innovation of sales channels construction. Chapter six is the conclusion and follow-up study suggestion.