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化妝品零售業快速回應市場需求之商業模式-以小三美日為例 / Business models for quick response to demand uncertainty in cosmetics retail industry - a case study of 小三美日莊惟亞, Chuang, Weiya Unknown Date (has links)
近年來,化妝品零售業之發展已趨成熟,且邁入「消費者導向」的時代。在屈臣氏、康是美等傳統藥妝店之銷售模式下,業者必須提早預測未來市場的流行趨勢及需求量,提早生產,並鋪貨至全台各門市,導致其需要花時間去反應市場需求變動,使供應鏈內的存貨量相當高,支付大量無謂的存貨成本,最終便轉嫁予消費者。而近年新崛起的化妝品零售業者,網羅各國的美妝品,隨時掌握最新流行資訊、能夠精準抓住趨勢、快速回應消費者需求,減少為反應市場需求變動所備之存貨,同時還能維持低價競爭。
在外部環境不斷變化的消費市場裡,此種快速回應能力被視為能夠提升競爭優勢的利器,尤其是在化妝品市場裡,因其汰換快及生命週期短的產業特性,必須更強調「速度」的要求。
故,本研究採用個案研究法,並挑選最初此開創全新商業模式的企業之一-小三美日作為研究對象,探討為什麼會有需求不確定性,以及化妝品零售業者在面對需求不確定性時如何因應,及其快速回應市場需求之商業模式。
經過深入探討個案公司之快速回應策略以及商業模式,歸納本研究之發現如下:
1. 以顧客為中心之商業模式
2. 快速回應策略
3. 承擔風險換取彈性
本研究之貢獻在於建立一快速回應需求不確定性之改善原則和因應策略之架構,以期瞭解如何透過快速回應消除供應鏈上沒有加值的活動,從而提升消費者價值,創造共同利益,並為未來其他業者提供發展方向。然而,本研究僅就個案公司之主要商業流程活動以及如何因應需求不確定性進行探討,未針對執行後之效果及績效衡量指標進行後續研究。此外,由於本研究為單一個案研究,若能增加研究樣本,或可歸納出快速回應市場需求之準則,作為不同產業中的企業之參考案例。 / In recent years, the development of cosmetics retailing has matured and entered the "consumer-oriented" era. Under the business model of Watsons, Cosmed and other traditional cosmetics channels, the companies must predict the future trends and the market demands before producing and distributing products to various channels in Taiwan. Under this model, the companies need time to respond to the changes in demand, and companies are therefore faced with considerably with high level of stock. Not only does this generates a lot of unnecessary inventory costs, but this costs will also be passed on to consumers, which is reflected on the retail price. On the other hand, the new rising cosmetics retailers collect products from all over the world; these companies are able to accurately grasp the trend and quickly respond to various of demands of consumers. As a result, the companies do not have to keep high level of stock, this eliminates non value-added activities and unnecessary expenses, which also allows them to maintain their competitiveness in price.
In the constantly changing consumer market, the ability to respond quickly can be seen as a competitive advantage. Especially in the cosmetics market with short product life cycle, the cosmetics retailer must place emphasis on speed.
This research is based on case study method, and selects one of the first companies that developed the new business model as the research subject: 小三美日. The research is to discuss, the causes of demand uncertainty, how do the cosmetics retailers respond when facing demand uncertainty, and the business model of quick response to market demand.
With in-depth case study of the quick response strategies and business model of 小三美日, the findings are as below:
1. The customer-oriented business model
2. Quick response strategies
3. Risk taking for flexibility
The academic contribution of this study is to create the structure of improving principles and strategies of quick response to demand uncertainty, understand how to eliminate non value-added supply chain activities through the strategies of quick response, thus increasing customer value, creating common interests accordingly, and providing guidance for the future development of other retail industries. However, this research discusses the business model and quick response strategies while ignoring the performance evaluation. Meanwhile, since this is a single case study, the future research could increase the research subjects to construct the guidelines of quick response to market demand as a reference to companies in different industries.
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產能限制與個人需求不確定性對耐久財獨佔廠商訂價策略之影響 / Durable Goods Monopoly with Capacity Constraint and Individual Demand Uncertainty張偉瑱, Chang, Wei Chen Unknown Date (has links)
本文將探討當一販售耐久財的獨佔廠商面臨到商品產量限制以及市場上存在著個人需求不確定性時的最適訂價模式。此外本文也透過分析不同時期消費者所面臨的每期使用價格變化來說明當消費者存在個人需求不確定性時,廠商於兩期使用價格的設定會出現異於Coasian耐久財模型的兩期使用價格設定。當商品效用在第二期出現壞結果時低於一定標準時,廠商兩期使用價格訂價模式將出現第一期使用價格下降而第二期使用價格反而上升的現象,甚至可能出現第二期使用價格高於第一期使用價格的現象。而這與Coasian耐久財模型所呈現的兩期使用價格訂價模式是大不相同。
我們發現當廠商採取非價格承諾的訂價策略且廠商產能處於一定的數值時,廠商採取讓消費者面臨限量風險的訂價策略可獲得較Coasian耐久財模型更高的利潤。由此可見產能限制將可使廠商在採取非價格承諾的訂價策略下仍能透過讓消費者面臨限量的風險來保有獨佔力並且賺取較高利潤。 / This paper will investigate the best pricing strategy for durable goods monopolist with capacity constraint and individual demand uncertainty. We also introduce the concept of “per-period usage price” and illustrate the difference between traditional Coasian durable goods pricing strategy and ours. When the product utility turns out to be a bad outcome and its value is lower than the certain standard, first period’s per-period usage price will decrease while second period’s per-period usage price will increase simultaneously. This consequence is totally different from Coasian durable goods model.
When monopolist use non-commitment pricing strategy and face capacity constraint, monopolist will set the price for exerting the risk of rationing to consumers which will help monopolist gain higher profit than Coasian durable goods model. This shows that capacity constraint will help monopolist keep monopoly power and gain higher profit.
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