¡§The Wal-Mart Effect¡¨ indicates how Wal-Mart impacts the stakeholders such as employees, supplier, community and the environment when it becomes one of the biggest companies in the world. The effect on its suppliers is not only confined to the regular transaction relationship, but also their decision making. Even the Procter and Gamble, the giant company of consumer goods, has to increase its bargaining power to Wal-Mart by merging other brands. The ¡§mass selling¡¨, which was first introduced into Taiwan by foreign hypermarket in the 1980s¡¦ impacts the original retailing business of Taiwan. After being entering and withdrawing by several companies, the hypermarket business in Taiwan is now mainly dominated by three companies, Carrefour, RT-Mart and FE-Geant, which have fierce price competition between one another. This study attempts to find out whether the bargaining power of the hypermarketers to their suppliers is increased these years as well as the effect of this power to their suppliers by using the case-study method. We interviewed one hypermarket company and several suppliers of hypermarket companies in order to know their content of transaction. It is found that the hypermarket industry in Taiwan decayed in recent years, but the dominant companies, such as Carrefour, still has an increasing power to their suppliers. This increasing power reflects mainly on its imposition of sales commission and promotion fee. Besides, hypermarket retailers have more power to affect the smaller suppliers¡¦ the decision making of products. From the cases that are discussed in this paper, it¡¦s also found that the smaller suppliers would avoid price-competition of the hypermarket retailers by supplying products with few differences in specification. However, these suppliers should pay more attention to their cash flow to ensure their ability to contract with hypermarket retailers which usually have strict payment conditions.

There are many researches to study the strategy and the development of Taiwan hypermarkets but it is really few to probe the value of people inside the company, especially the value of buyer¡¦s profession. Buying team always plays the role as a locomotive in retail. No matter what the position of buying team was set or which the buying type was used in hypermarket, they do need ¡§buyer¡¨ to help running the business. Buying managers not only have the responsibility to watch sales performance, set up product range and product strategy, but also need to negotiate with vendors, concern about consumer¡¦s demand sensitively, realize competitor¡¦s actions rapidly, catch the change of Taiwan market promptly. All above present the significance of buyer. And this is the main purpose of this thesis to study and figure out buyers¡¦true value in the hypermarket. From Zoe¡¦s story, it will demonstrate how complicated and detailed for a buyer¡¦s job, even the simple promotional prices are required to do a lot of efforts from buyers. To analyze the current status of retail market in Taiwan also helps understanding buyer¡¦s challenges in this competitive market. Besides, to review each step of buyer¡¦s task can find out the precious value of buying experiences, also echoes Zoe¡¦s value in the story. Furthermore, the interactions in the different departments of hypermarket repeat the importance of buying role. All ctivities of buyer make an interior connected network and buying department always is the key to start because of products. Due to the existent value has been paid on buyer¡¦s responsibilities and obligations, so buyer needs to take higher standards in their profession to prove the value because it will impact their future career development tightly. Perhaps buyer is not an esoteric job but from many details will reveal the buyer¡¦s efforts and passion. So the true value of buyer exists in daily working performance, in high ethical demand, in attention of market trend, and all these will come out buyer¡¦s competitiveness in retail market, also the best way to show the value.

The history of Taiwan hypermarket industry began with the entering of Makro in1989. The same year, the French company Carrefour established a joint-venture with President Group in Taiwan. Besides Carrefour and Makro, companies that joined the market include local brands Geant and RT-MART and international brands like Costco and Tesco. After years of fast booming in the early stage of development, the entire industry has faced stagnancy for years. Why the industry suffered a downturn can be explained from the following aspects: investors are not optimistic about the overall macroeconomic conditions, consumer confidence is too weak, the competition within the Taiwan hypermarket industry is intense, and the strategic groups of all the participants in the markets are similar. All the reasons combined caused some company have no choice but leave the market or change their strategy. Macro left Taiwan market and Tesco Taiwan are included in Carrefour Taiwan. However, not every company in this industry suffered, Costco¡¦s sales increased when the industry top leaders, Carrefour and RT-MART, faced decreasing sales last year. The purpose of the study is to understand how Costco satisfies customer demand through its unique way in the competitive Taiwan hypermarket industry, how Costco makes consumers accept its way of doing business and how this unique business model differs from competitors in terms of operation, profit earning by analyzing the external industry competition, consumer demand that Costco faces and Costco¡¦s internal operation model. Besides internal and external analysis, the author designs a questionnaire that focus on Costco¡¦s customers¡¦ feelings about it.

Nowadays, the competitions in industry transfer from selling campaign tracing operational efficiency and producing oriented to marketing battle chasing after effect, developing strategy, touching end users, and satisfying their real needs. In accordance with corporate strategy, there are several ways for companies to choose. How to make a decision in such choices, especially in developing brand and channels. It depends on the product characteristics. Brand and channels, the traditional bargaining issue, this research tried to find what resources suppliers own, could increase their bargaining power, and what resources distributors own, could increase their bargaining power, finally, identify the spectacular resources in their bargaining process. In the process which roles end users play indeed? This research will find how could both of suppliers and distributors affect the bargaining conclusion through end users¡¦ preference and customs. This research selected consumer goods and hypermarkets to represent the relation between upstream and downstream.

The proportion that the retailer develops the own brand grows to even greater heights, domestic large retailers develop the own brand one after another and private labels (PBs) invade and occupy the market badly. The retailer develops the own brand challenging the leading brand of the market directly and under the situation with limited shelve space, the relationship between them changes and becomes rival meaning from the original cooperation. How should the retailer obtain an equalization point when make the competitive rivalry for the growth of its own brand from originally act manufacturers' consumer role? For manufacturers, how to protect the negotiation price space with shelve to the retailer, and how to keep making a profit in their consumers¡¦ brand loyalty? This research by interviewing both two sides to explore the future trend of PBs, what strategies will manufacturers take to avoid PBs¡¦ threats , what market size will be the PBs¡¦ limit and which two sides achive their balance point. Through summarizing the papers , developing the research process of this thesis and using the research method of case study to combine theory and experiment.By interviewing the leading brands of consumer goods and food industry and experienced retailer on PBs, after analyzing and comparing, to draw a conclusion to collect above objectives.

¡@¡@Under the uncertain and fast-changing business environment with price hikes, growing expenses, shrinking margin benefits, and increasing risks, how to reduce various items of operating expenses and enhance operating efficiency has become the primary subject for modern enterprises. This paper conducted a research on 3C hypermarket with its commodity characteristics---high level of same configuration pattern and lots of alternative substitutes, as well as its sales characteristics--- more and more hypermarket with increasingly bigger dimension, low standards for retail store to access to market, and the popular on-line shopping, which resulted in furious competitions and reductions of profits. During the era of narrow margin of profits, expenses control is more important than ever. ¡@¡@Well commodity managements can enable us to know the inventory turnover rate, and to avoid loss from falling price, dull sale or commodity loss which could cause serious loss for the company, therefore we should establish an effective inventory system, and assist in internal control to reduce error and fraudulent practices, which will facilitate the rapid development of branches smoothly. ¡@¡@This paper took Company A as a typical case for studying 3C hypermarket, to conduct in-depth discussion on whether the brand new dynamic inventory system is more effective than ordinary inventory methods in managing inventory and meeting the requirement of internal control based on the consideration of cost and benefit. This research adopted the method of semi-structural in-depth interviews, to conduct analysis on the difference between the internal control as before and after the introduction, the impact of the introduction, and the reason and solution of the problems, etc, according to the framework containing five key factors of internal control in COSO report, such as control environment, risk appraisal, control activity, information and communication and monitoring as well as supervision. ¡@¡@The result of this research study indicated that after the case company introduced the dynamic inventory system, its operating expenses has been dramatically reduced, the number of abnormal adjustments of inventory has been decreased, while the efficiency of controlling and managing commodities has been enhanced. As for the internal control, it was shown that there were some items needed to be adjusted along with the changes in risks, including establishing the system of managing agent, implementing the mechanism of cross-managing confirmation, setting unified standard for commodity display and shelf exhibition, and putting the standard into effect, continuing serving the function of risk and error alert, putting relevant documents and files of operation and instruction in subject to centralized management, strengthen irregular field auditing and inventory test checking, reinforcing the chief manager checking and auditing system, ensuring staff to operate in conformity to procedure, enhancing the deploying of computer-assisted auditor and the knowledge related to computer-assisted auditing, etc. ¡@¡@

Hypermarket Taiwan become hot topic extremely now such as shop, hypermarket the shop and emphasize mainly the goods are various in style, good and inexpensive, can satisfy consumer's basic demand of the necessary for life in quantity. Only put emphasis on reducing unit's benefit cost, it has not been enough to show one's talent in the strong competition yet; Especially consumers to hypermarket the susceptibility of price differential of the shop to every quantity, increase with the income and reduce gradually. Can deal with the apparent and inside latent exchange cost outside effectively at the same time, could grow up continuously on the retail market that is saturated day by day. Research this to is it seek present situation and effect of education and training their to go to present situation, Company of case, so must understand case Company live in competition present situation and future goal, Company of case, of industry and wish the scene, find out case company's future development tactics and goal, understand case company's due education and training goal from it, therefore the research approach to take quality, through the collection of the secondary materials, to studying the important executive in the profundity interview questionnaire case company of the main purpose, sum up the possible direction of company's education and training of the case, do the reference that is carried out in the future for the case company. The result of study is found, the execution of education and training really brings the enhancement in various degree on the improvement and ability of personnel's knowledge for the case company, whole case company will be promoted because of this while managing the competition advantage. So measure the promotion of personnel of buying to sell the shop quality and passing on of information management trans-regionally, can bring limitless latent energy to enterprises.

As the consumer market grows vigorously in recent years, the warehouse clubs and hypermarkets that were at the end of channel have replaced wholesalers to become the leaders of the retailing market. Under this circumstance, competition among all retailers is more and more fierce. The retailers must not only emphasize on ¡§quantity¡¨ to control the prices, but also place the importance on ¡§quality¡¨ to attract all consumers. According to the statistical data of The Ministry of Economic Affairs, it could be concluded that whether retailing business or hypermarkets still grows positively in recent years. Therefore, there are more and more competitors entering the retailing business. How retailers maintain their own competitive advantages and avoid not eliminating through competition would be the greatest and most vital challenge for all retailers. This research regards hypermarket retailers as the main research object, probing into the correlation among customer perceived quality, customer satisfaction and store performance. By sending out questionnaires, this research did a survey to analyze the customer perceived product and service quality. Moreover, this research also made a study of the relationship between customer perceived quality and customer satisfaction, and the relationship between customer satisfaction and store performance. Through the real analysis, it could be concluded that product perceived quality has a positive influence on product satisfaction in the retailing business. If the retailers of hypermarket could promote the evaluation of product perceived quality, it would become a key factor to improve customer satisfaction. Also, Service perceived quality would influence service satisfaction positively. Workers in the retailing business should offer customers pleasing service and correct shopping information. These are the key factors to progress service satisfaction. As for the relationship between customer satisfaction and store performance, it might be affected by different characteristics and structure of customers. In other words, the relationship might be non-linear.

Abstract In the recent years, hypermarkets in Taiwan became already the main places that the consumers purchase articles for daily use. During the depression, it is very fierce that variations and competitions between the hypermarkets. The leading-brand hypermarkets still to expand their new stores in this year, but they placed the focus to increase the differences of their products and services with others, rather to compress the existing space between competitors through the price war. The study is at background of the hypermarkets, when they would like to consider the differences of services as their principal marketing tactic, whether they perceived already the employees, who possess service consciousness and customer-oriented behavior, are the key points to operate successfully. In the hypermarkets where the employees contact frequent- ly with the customers, service quality is very close to the quality of employees. One of the main purposes of this research is to discuss what factors to affect the Customer-Oriented Behavior in the hypermarkets. Therefore, I choose the employees from a famous hypermarket, located in central Taiwan, as object of the study, in order to understand the relations between ¡§Internal Marketing¡¨ and ¡§Customer-Oriented Behavior¡¨ of employees. Then to adulterate again with ¡§Organizational Commitment¡¨ as an intervening variable, in order to demonstrate clearly whether¡¨ Internal Marketing ¡§would affect ¡§Customer- Oriented Behavior ¡§or not by the intervening variable. The study finds the followings: 1. Internal Marketing affects positively on Organizational Commitment. 2. Organizational Commitment affects positively on Customer-Oriented behavior. 3. Internal Marketing affects positively on Customer-Oriented Behavior. Internal Marketing can also reinforce indirectly its influence on Customer- Oriented Behavior through the mediator of Organizational Commitment, the managers should also concern with the mediator, so as to make sure the Customer-Oriented Behavior will perform.

Marketingový výzkum, pozorování, zabývající se návštěvností hypermarketu v jednotlivých dnech a časech. Představení instore radia jako reklamního média. Reklama v místě prodeje.