為何家樂福在台灣成功，而在中國大陸失敗？

Abstract

中文摘要 家樂福作為一個馳騁全球市場的百大品牌，在1987年選擇台灣作為第一個進入的亞洲市場，也持續為進入東亞以及東南亞等新興國家作準備，準備攻克這塊零售業的大餅，終於在1995年做出了進入中國市場的決定，雖台灣和中國僅僅相隔著一條台灣海峽，但在各自經過了數年後的經營，兩者的成果大相逕庭，本文將先比較兩者經營策略在兩地市場的差異，後使用競爭者分析、PEST分析及自創之零售業態分析工具得出經營成敗之原因。

Abstract Being a successful Top 100 brand in the world, Carrefour chose Taiwan as the first Asia country to develop in 1987. Furthermore, Carrefour kept preparing for penetrating the new market in East and Southeast Asia countries for retail industry. Finally, Carrefour decided to break into the Chinese market in 1995. Although Taiwan is divided from China by the Taiwan Strait, the results of Carrefour operation are extremely different after Carrefour in Taiwan and China engage in several decades respectively. This report will compare the differences of the business strategies in two markets, and then use Competitor Analysis, PEST Analysis, and Retail Formats Analysis to gain the reasons of success and failure in Carrefour.