Private labels have been developing in Europe for a long time, but China is still in the primary stage. Compared with the developed countries, Chinese retail enterprises, especially supermarkets, have a lower level of their private label development. With the expansion of Chinese retail business, private labels have been adopted by more and more enterprises. However, the existing supermarkets’ private labels are not well known to Chinese consumers. The purpose of this study is to compare the different opinions regarding private labels from Chinese young consumers and Swedish young consumers towards RT-Mart and ICA respectively. Both the Chinese supermarket RT-Mart and the Swedish supermarket ICA have a large number of stores and quite a lot of influences in the local area. This study uses a case study method to study from the perspective of the consumer. This paper first introduces the background of private labels, and then analyzes the actual situation of ICA and RT-Mart. From the consumer perspective, we studied the different ideas of young consumers in two countries on their private labels. The analysis is based on young consumers of different nationalities.

摘要 中國自1970年代末期經濟改革開放以來，經濟快速成長，導致2012年中國的GDP已經超過了8兆美元，成為繼美國之後的世界第二經濟大國。隨著經濟的成長，中國也逐漸由製造業為主的經濟體，朝向發展服務業和內需型產業轉變。中國人民所得增加，消費能力增強，近幾年量販業在中國蓬勃發展，相較之下臺灣量販店目前的展店速度與營收成長趨緩。 本研究以在兩岸都設有賣場的量販店業者潤泰集團大潤發及法商家樂福為研究對象，蒐集這兩家業者在臺灣和中國兩地的相關資料，以市場定位、經營理念、經營策略、以及經營績效等，深入整理與分析，再運用深度訪談，透過競爭策略五力分析及SWOT分析，探討量販店業者如何運用兩岸不同的市場及不同經營策略創造績效。研究結果顯示不論是五力分析或是SWOT分析，中國大潤發的競爭力最強。反之，在五力分析中台灣家樂福所受影響最大，其中尤其以購買者的議價能力、替代品或服務的威脅，以及現有廠商的競爭程度等方面所受影響較大。另一方面，在SWOT分析中，中國家樂福較居於劣勢，而所受的威脅也最強，主要原因為門市集客力弱及面臨租金成本提高的壓力。 關鍵字：大潤發、家樂福、經營策略、經營績效、五力分析 / Abstract Since its reform in late 1970s, China has experienced high economic growth. With GDP over 8 trillion USD, in 2012 China became the second largest economy ranked only behind the USA. Accompanying with such growth, China slowly transited from a manufacturing-based into a service and domestic-based economy. As the economic condition improves, people’s consumption power increases, which drives rapid growth of the hypermarket industry in China; and as contrast, the Taiwanese hypermarket industry is reaching a plateau during the same period of time. In this research, a comparative study is conducted with hypermarket industries in China and Taiwan. Taking Carrefour and RT-Mart chains, that operate on both sides of the Taiwan Strait, as samples, this study employs SWOT analysis and Michael Porter’s Five Forces Model to investigate the business strategy and performance differences. In particular, this study collects business data of said companies, including company’s vision, market position, business strategy, and operational performance, and the exploration was supplemented by in-depth interviews with the high-ranking staff members in the two companies. The findings suggest that RT-Mart China is the most competitive confirmed by both SWOT and Five Forces analyses while Carrefour Taiwan is impacted by the buyer bargain power and threat of substitutes and services. In addition, via SWOT analysis, it is found that Carrefour China is in a weak position since it is suffering from high rental costs and inability to gather customers. Keywords: RT-Mart, Carrefour, business strategy, business performance, Michael Porter’s five forces analysis