| 摘要: | 本論文主要研究目的是了解大陸圖書發行市場之競爭環境，包括競爭力的來源與強度，以及競爭力的結構，並探討未來之趨勢。 本論文採用波特在競爭策略中提出的「五力模式」和「策略群組模式」，以及「產業生命週期」的基本模式，作以上的分析。本文以市場佔有率最大的新華書店為個案研究對象，進行主要競爭者的分析，詳細探討其作業層級、事業層級、企業層級的競爭策略。 本論文研究結論如下： 一、1982年「一主三多一少」政策後，大陸圖書發行市場從封閉獨占變為開放競爭，發行通路增加，競爭者也增多。 二、非新華系統的大陸圖書發行業者，最早正式加入的是出版社；其次是個體戶與民營企業；1990年中後期報業和郵政國有企業加入，實力雄厚，市場競爭更加激烈。 三、1982-2000年，新華書店的市場佔有率一直下降，但仍是市場的領導者，一方面長久累積的資源雄厚，一方面是仍有全書種總發行和課本銷售的專權。未來在市場的競爭實力，則視其規模化的發展策略是否成功，以及一般圖書的銷售能力是否提高。 四、自1987和1988年積極進行改革以來，新華書店已進入許多市場的領域，使進入障礙提高，經營成本也增加。 五、大陸圖書發行市場發展趨勢朝兩極化：擴大規模或是集中市場。新華書店的省店朝向企業集團發展，中小型書店則發展連鎖經營。一般民營業者的資本有限，則朝向連鎖經營或聯合體發展，有些則採集中化，例如專業圖書的批發或零售。自中共加入WTO之後，上述發展趨勢更加明顯，以面對國外的競爭者。
The purpose of the article is to recognize the competitive circumstances of Mainland China’s book circulation market, including the source and strength of competition, the structure of competition, also the future tendencies. This article will apply “The Five Forces Model”, “Strategic Groups” and “Industry Life Circle” from Potter’s book “Competitive Strategy” as the basis model to perform analysis against the issues mentioned above. This article uses Xinhua Book Store which is now holding the largest market share as the research object to perform major competitor analysis, then go details to the competitive strategies by operation level, business level and enterprise level. Research conclusions are summarized below: (1) Since the 1982 “One major, three many, one less” policy, Mainland China’s book circulation market switched from closed monopoly to open competition, therefore book circulation channels and competitors increased as well. (2) Among the Non-Xinhua-system Mainland China’s book circulators, publishes are the earliest ones to join the market, followed by personal and private businesses; after mid-1990 public sectors such as newspapers and the post with strong competency joined also, thus marketing competition got more vigorous. (3) 1982- 2000, Xinhua Book Store’s market share was getting down but still staying as the market leader, one was because of her long-term cumulated strength, the other reason was her monopoly of general book publishing and student textbooks sales. As to her future competitive power, it would depends on the successfulness of her development strategy as well as sales competency. (4) After the aggressive revolutions during 1987-1988, Xinhua Book Store is getting involved into many different business domains which increased entrance barriers so as to her business running cost. (5) Mainland China’s book circulation industry has two very opposite marketing directions: Enlarging marketing size or concentration marketing. Xinhua Book Store’s provincial stores are towards enterprise development while small to middle size stores are going chain store running model. Generally, private business, usually with limited investments, are developing towards chain store or union running models, some are focus-oriented, such as professional book dealers and retailers. These tendencies are more obvious since China’s join to WTO in order to cope with foreign competitors. |
