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SINYA company is a 3C distribution operator having distributed PCs and relevant hardware for more than 20 years since 1989. The company set up its first branch in JianGuo Computer Warehouse in 1995 with a shop only 15 square meters. The operating revenue had grown from NTD 300,000 to NTD20 million per month after 4 years painstaking development then. Since that so many customers joked about waiting for a long queue for buying a computer due to the rapid growing, the company decided to open another shop with higher capacity around 80 square meters, making the revenue more than 25 million monthly. Thus, the company could create more than NTD 400 million revenues annually with the two shops only in sum less than 100 square meters. SINYA company currently runs 30 branch stores making 1.6 billion operating revenues a year. Every Supplier, such as Intel, Microsoft, ASUS and even Sony, regards SINYA company as the third largest local chain store distributor in Taiwan. Branding Strategy is necessary for an enterprise to operate its sustainable business absolutely. However, as we know, the business opportunity is quite limited in a local market. The way to provide an enterprise an enough room to grow continuously means that an enterprise needs to target at the international market if an enterprise does want to run a business sustainably. Thus, in order to get more chances to step into the international markets from a local market like Taiwan, the SINYA company must create the business model and profit model to meet the demand of the international market, or even surpass any other outstanding competitors in the international chain store distribution markets. Referring to the international market, the SINYA company takes the markets both in China and South East Asia as the first 2 alternatives, especially in China, a place speaking the same language as we do with a big market, which is undoubtedly worth being researched aggressively for us. Of course, the development of 3C channels in China has advanced a lot these years under the assistance partly from Taiwanese businessmen and some efforts made by mainlanders. Some channels even have strong competiveness in the internationalized market. Nevertheless, as we know, competition is inevitable when running a business. Therefore, I believe that trying best to strengthen the company¡¦s multi-facet operational ability and to lead the enterprise with customer oriented and innovative thoughts is the necessary strategy for an enterprise to run their business sustainably so as to gain a good result. China is a large market with potential, more available virtual channels and the opportunity to develop its legal environment gradually, i.e. a good chance for the development of an enterprise. However, hardly could a new entrant break through the barrier to take part in the China¡¦s market in a short time, even a healthy enterprise as SINYA company which has the advantages of good operation efficiency, pricing policy, professional service personnel, innovative and adaptive abilities. There can be some factors as below: 1. Unhealthy taxation institution. 2. Unsound legal protection for the business environment provided by the government sectors. In addition, there are also some unsolved weaknesses from the SINYA company itself: 1. The Brand is not known enough. 2. Financial Capacity needs to be strengthened. 3. The strategy of vertical integration to strengthen the advantage of the products diversification should be implemented continuously. Found in this research, there are also some short and middle term opportunities exited for the SINYA company in the China market.So, the SINYA company can take into account some factors as below: 1. Duplicate other successful experiences to authorize its brand. 2. The Gap between Urban and Rural provides the virtual platform an unlimited potential. The market of some level 3 to 6 cities can be developed.

Retailers in the US and Japan are taking the lead where as retailers in Taiwan are working its way up to follow this lead. Consumption trend in Taiwan¡¦s society is associated with these countries. Japan launched the so-called ¡§one priced¡¨ chain stores in 1722 and the US began operating these sorts of chain stores in 1959. Taiwan hasn¡¦t got involved in this ¡§one price operating strategy¡¨ till recent years. Due to the fact that businesses are operating under a rapidly changing environments as well as facing great competition, a huge amount of enterprises are working towards an internationalized and diversified multinational company. The living standards in Taiwan have been improving over the years; consumers now tend to put more emphasis on the quality and services of the product rather than on the price of the product. Government in Taiwan loosened the importing barrier and lowered the tariff in 1987. This action encouraged foreign companies to set up firms in Taiwan which has lead to a positive growth in Taiwan¡¦s retailer industry. The retailer industry was booming in the 1990s where the price of the product was determined by the retailer rather than the manufacturer. Therefore, retailers such as convenience stores and chain retail stores were acting as an important role in leading it to success. In comparison, these ¡§one priced¡¨ chain stores are making slight amounts of profit on each item and that¡¦s where the standard and efficiency matters. It provides customers with a pleasant shopping environment and it¡¦s seen as a kind of mini department store. The expanding and diverse strategy that the company adopts enables the company to operate more efficiently than its competitors. The risks and availability of cash flow are under sustainable circumstances. Otherwise, it might result in expanding the economics of scale but miscalculating the capacity of the market. It is suggested that evaluation of the competitive advantage is essential prior to the company becoming a multinational company. Changes in the economical, social and business environments challenge the operator¡¦s ability in dealing with these matters. Businesses are turning from physical-oriented into product-oriented competitors and that is where quality, innovation and creativity matters. In order to enhance its competitiveness, chain stores must grow by continuously improving and innovating of the products; enhancing its strategic management and backup support to create the value added product and services for the customers.

我們考慮連鎖商店有兩個不同的網路效果：地理位置的網絡與不同連鎖品牌之間的效果。在給定的道路結構下，我們去計算不同商店之間的距離，在這些不同的距離下，可以得出每連鎖品牌的單位矩陣，由這個矩陣去判別不同連鎖品牌之間，互相影響的效果與需求。最後我們得出均衡下的利潤與價格，以及討論均衡價格如何被網路效果影響。 / We consider a chain store model involving two levels of networks: the geographic street networks and the chain store networks. We then calculate each shop's geographic distances between other shops, for a given street network. The distances, together with the chain store identity matrix, will determine the cross-shop substitution effects in each shop's demand function. We characterize the equilibrium price, and discuss how the prices are affected by these two networks.

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The coffee consumption in Asia has experienced an exponential growth in recent years, it's a combination of a world trend that has embraced coffee drinking culture and elevated it to a Craft level drink, as well as the influence of western cultures. We can observe a sustained growth in Taiwan since in the last 5 years the composition of imports reflect a constant shift to import better and higher quality coffees. In recent years the main cities of Taiwan have seen an increased amount of specialty coffee shop options that focus and growing interest and trend of consumers that have made coffee their daily beverage of choice. As a result Taiwan is now a renowned location because of its talented coffee people that have won in recent years international competition in all of the different categories. We can observe that the market has been segregated in two categories, the high end with Starbucks as the leader in its category, followed by many independent coffee shops that offer high end specialty coffee. In the lower end we have low priced coffee options offered in Chain store coffee shops and convenience stores. The average price of the high end is double the price of the low end options, creating a gap and a market that is currently not being addressed in the market. To be able to differentiate from the low end price options in the market and attract the right consumers to our stores, we will carefully curate our offerings based on market research to determine the right positive price and quality ratio for our consumers. Our product offering will include: Coffee drinks, light pre¬prepared food, as well as roasted coffee and coffee brewing accessories. Our Coffee Shops will create a unique coffee experience that engages the 5 human senses (sight, smell, touch, listening and taste), of the consumer when they enter our strategically located store in a high traffic area, where we will serve on-the¬go as well as 10 sitting tables of 3 people. We will hire coffee passionate consumer oriented Baristas that will familiarize and educate our consumer with the different coffee options available, while we prepare the coffee using innovative coffee preparation methods. With a initial investment of NTD$2,407,000, we expect to have a gross margin of 38%, while serving 450 consuming customers per month at the end of the first year, be cash positive in the 8th month, and be able to return our investment in the middle of the 2nd year.

隨著大者恆大的營運觀念，很多企業邁向連鎖體系，藥妝業亦是。根據MBA智庫百科(2015)指出，現代企業比任何時候都更依賴供應鏈的有效管理方能成功。而藥妝連鎖業的營運品項比任何產業都廣，其供應商更是多類與複雜，如何運用資訊化之力，尤其是日臻成熟又能快速掌握營運與競爭資訊的商業智慧，以提升供應鏈運作效能，而利於決策分析與競爭力，已是藥妝連鎖業當務之急。 有鑑於此，本研究首先針對研究主體之Y公司藥妝連鎖業營運及其供應鏈現況等進行個案研究，次而針對連鎖經營業、供應鏈及其管理、商業智慧與相關議題進行文獻探討，再者採行IDEF0與IDEF3進行Y公司供應鏈流程分析與資訊系統探討，並規劃與設計其商業智慧運作之資料倉儲的觀念模型、邏輯模型、實體模型、系統雛型及應用模型，最後綜整上述研究所得而分析與歸納個案公司供應鏈發展商業智慧重要與注意事項，其結論與建議如下： 結論方面，藥妝連鎖業供應鏈商業智慧之發展，現況是配銷缺乏統籌、供應鏈資訊化低、決策資源不足。而所需是建立基本藥品供應模式與資料倉儲，以收集大量資料發展商業智慧。而個案公司欲發展供應鏈商業智慧，需要了解產業現況與所需、掌握供應鏈商業智慧運作流程與模式、改進資料倉儲模型設計、奠立資訊化基礎、促進運作人才培養。 對Y公司的建議，可從1商業智慧發展之系統化、合理化 、標準化 、配送中心作業整合化投入，2品類管理發展之整合個案公司資訊系統，供應商和第三方資料投入，3企業整體營運面-資源配置優質化、提高市場占有率、提高市場占有率、提高競爭力、降低經營費用、引導生產領域、保護消費者權益投入。而對未來研究的建議是研究資料的增加、研究方法的改變與研究方向的拓展等。 / It becomes an important trend that firms invest to develop chain-operation. The drug & cosmetic also invest to develop chain-operation. Based on MBA encyclopedia (2015), firms much more depend on effective SCM now. And commodities of the Drug & Cosmetic are much more & complicated than any industry, they much more invest computerization to develop business-intelligence (BI) and improve SCM performance. Therefore, the study based on Y firm to explore the operation & supply-chain of the drug & cosmetic, invested to the chain-operation, SCM & BI literature review, then used IDEF0 & IDEF3 to analyze the supply-chain process & information system of Y firm, and plans concept model, logical model, physical model, system prototype & application model of Yfirm. In the end, the study obtained the following conclusion & suggestion： Conclusions: To BI development of the drug & cosmetic supply-chain: 1.distribution was lacking of integration 2.computerization level was too low 3.decision recourses was enough. Y firm wanted to develop supply-chain BI, it had to master needs of the industry and process & model of supply-chain BI, improved design of data-mining, built computerization base, invested train & education of human-recourse. Suggestions: To Y firm: 1.to develop BI system 2.to develop category management 3.to improve operation performance. To future research: 1.to add the research data 2.to change the research method 3.to expand the research direstion.

The main goal of the thesis is to analyze and evaluate awareness and consumer perception of private labels, consumer attitudes towards them and the influence of private labels on consumer buying decisions. The aim is to find out what is the difference in the perception of national brands versus private brands of selected chain stores, including the extent and frequency of private label goods in the shopping baskets of consumers. The first part is devoted to theoretical perspective of brands, private labels and marketing research. The following part is focused on specific private brands and supply analysis of these brands in the Czech Republic. The third and crucial part of the work itself is dedicated to the marketing research and detailed interpretation of the results.

本研究主要針藥師對藥局經營型態的選擇，以交易成本及人格特質作一分析，探討職業藥師對交易成本的認知及其所具備的人格特質，在經營型態上，是否有影響。 本研究以社區藥局藥師為研究對象，包括康是美、屈臣氏、華特、博登及傳統藥局等，共郵寄936份問卷，回收有效問卷127份。經資料分析，所得重要結論為當藥師認為資產特殊性、交易頻率、環境多樣性愈低者，其所選擇經營型態傾向於市場型的結構，亦即獨立自營與會員店；當藥師認為資產特殊性、交易頻率、環境多樣性愈高者，經營型態傾向於階層型的結構，亦即加盟連鎖與直營受聘。隨著「藥事法」與「全民健保法」先後落實「醫藥分業」制度的規定，面對未來可能的發展，經營型態的選擇依據，可供藥師做參考。 目錄 第一章緒論……………………………………………………………………….1 第一節研究背景與動機…………………………………………………..1 第二節研究目的…………………………………………………………..4 第三節研究範圍…………………………………………………………..5 第二章文獻探討…………………………………………………………………7 第一節產業現況…………………………………………………………..7 第二節連鎖體系………………………………………………………….12 第三節交易成本………………………………………………………….32 第四節人格特質………………………………………………………….55 第三章研究方法…………………………………………………………………58 第一節研究架構………………………………………………………….58 第二節模式發展與假說推演與建立…………………………………….59 第三節研究設計………………………………………………………….74 第四節信度效度檢定…………………………………………………….79 第四章統計分析…………………………………………………………………80 第一節交易成本與藥局選擇型態之分析……………………………….80 第二節個人特質與藥局選擇型態之分析……………………………….83 第三節鑑別分析………………………………………………………….85 第五章研究結論與建議…………………………………………………………89 第一節研究結論………………………………………………………….89 第二節研究限制………………………………………………………….93 第三節研究建議………………………………………………………….94 第四節後續研究建議…………………………………………………….96 附錄一：台灣藥局產業的概況………………………………………………..102 附錄二：問卷…………………………………………………………………...114 表次 表2.2連鎖店之分類………………………………………………………….15 表2.3傳統式與垂直式行銷通路特性的比較……………………………….17 表2.4四種經營型態的比較………………………………………………….21 表2.3.1交易成本的來源與類型……………………………………………..34 表2.3.2交易成本分析研究摘要……………………………………………..43 表3.2.1交易成本之操作型定義……………………………………………..64 表3.2.2經營型態操作型定義………………………………………………..69 表3.3.1有效母體統計表……………………………………………………..75 表3.3.2問卷回收率之狀況表………………………………………………..77 表3.3.3各研究階段之資料分析方法………………………………………..78 表3.4.1本研究各項衡量變數信度值表……………………………………..79 表4.1.1交易成本與經營型態………………………………………………..81 表4.2.1個人特質與經營型態選擇…………………………………………..83 表4.2.2不同經營型態間藥師經驗年數的比較分析………………………..84 表4.3.1經營型態之理論分群與實際分群交叉表…………………………..86 表4.3.1.1經營型態重新分群之理論分群與實際分群交叉表……………...86 表4.3.2分群誤差比率………………………………………………………..86 表4.3.2.1分群誤差比率……………………………………………………...86 表4.3.3區別函數變數相對重要性…………………………………………..87 表5.1假設檢定彙總表………………………………………………………91 表5.2藥局經營型態選擇模式………………………………………………92 圖次 圖1.1研究流程圖…………………………………………………………….6 圖2.1製藥產業上、中、下游產業體系圖…………………………………7 圖2.2垂直行銷系統…………………………………………………………16 圖2.3.1組織市場失靈架構………………………………………………….37 圖3.1本研究觀念性架構……………………………………………………58 圖4.3.1區域圖………………………………………………………………..88 / The thesis investigates the business styles of pharmacists, by considering the difference of transaction cost and personality between pharmacists. The subjects of this research are mainly the pharmacists of the community drugstore, including Cosmed, Watsons, Walts, Medicine Shoppe and traditional drugstores. Questionnaires were sent to 936 sample drugstores, out of which 127 were valid.. The result of survey indicates that pharmacists perceive the lower of asset specificity, transaction frequency and environmental diversity, the higher chance they will choice the market structure, for example, wholly-owned or voluntary chain. On the other hand, the higher the asset specificity, transaction frequency and environmental diversity, they tend to choose hierarchical structure, such as franchise or regular chain. Due to the medical practice in the Law of Pharmaceutical Affairs and the NHI Act, implication from this study could be beneficial to the pharmacists in choosing an appropriate organization structure.