統一超商經營策略解讀
楊惟雯
一個成功企業的背後，是許多長短期成長策略的無縫接軌與積累。
統一超商集團隨著集團規模愈大，業種跨得愈廣，掌握精準策略方向也更形重要。
一、經營模式：
（一）建構跨業種大型零售集團
統一超商集團（簡稱PCSC）為台灣食品製造商統一企業之關係企業。主要業務為經營7-Eleven便利商店。
1978 年統一企業首先開拓CVS 市場，集資1億9千萬元，創辦「統一超級商店股份有限公司」 1979年引進美國7-ELEVEN，同年5月14家「統一超級商店」在全省同時開幕。
1987 年台灣7-11 在融合國外Know-how 與本土化學習經驗後，配合國家整體經濟環境的快速成長,首度轉虧為盈，乃成立「統一超商股份有限公司」。
1993年，統一超商的成長策略由直營轉以加盟為主，並訂出「以顧客為導向、以加盟為中心、以系統為根基」三大策略原則。
30年來，統一超商集團已開出5600多家便利商店，現在已是台灣規模最大的便利商店業者。
但統一超總經理徐重仁表示，超商市場上沒有飽和問題，只有重分配問題，誰能「提供最好的服務」就能吃下超商大餅。
徐重仁指出，傳統超商提供便利飲食需求已是最基本功能，為了因應現代人忙碌腳步，超商必須增加「多樣性功能」，才足以應付消費者需求變化，這也是後來統一超發展出如博客來虛擬通路連結、洗衣便服務原因，而未來只會持續推出更多元化經營，才能提供最新最即時便利的服務。
近年來，統一超商運用多年建構的強大完備基礎建設，戮力尋求與國際知名品牌接軌，成功將國外經營模式落實本土化，帶給台灣消費者更多樣豐富的生活風貌。並扶植繁衍出40多家新事業，從引進統一整合（型錄）、DUSKIN、星巴克、無印良品、多拿滋、康是美、統一阪急、PLAZA、Cold Stone…等，業種涵蓋物流供應鏈上中下游及各種生活、流行產業，堪稱亞洲的跨業種大型零售集團之一，自己也成為整個流通集團的航空母艦與核心通路平台。
基本上，統一超商流通集團經營策略，乃由核心母體事業7-Eleven發揮「母雞帶小雞」的功能，提供充足的奶水；同時，也採取「優生學」，汰弱留強，為集團創造更大的綜效。
至於引進哪些事業，「首先要看與既有事業和母公司，是否可互補，發揮綜效。」
原則上，新事業必須有較高的進入門檻及投資效益，每年至少有二、三十億元營收，因進入門檻低，容易被模仿、跟進。
至於，評估一個事業是否要投資或繼續經營，主要看產業是否有前景？市場是否往上走？是不是好的商業模式？經營團隊是否稱職？集團中許多子公司，有如綠葉，只要市場區隔、時機抓對了，經營團隊也稱職，不需要太多心力照顧，也長得很好。
（二）國際化
由於內需產業趨於成熟，這幾年統一超商積極加速海外市場拓展。
2OOO年統一超商取得菲律賓7-ELEVEN部分股權、成立上海星巴克，首度將經營觸角延伸到國際舞台。未來將加重大陸及海外市場的投資，大陸市場更是拓展及成長重心。
目前大陸市場山東統一銀座共有170幾家店面、四川統一優瑪特量販超市以及轉投資北京統杰法寶超市，營運狀況相當不錯，集團內部正在思考如何複製相同模式至其他二三線城市。
至於超商本業，密集集中於一線大城上海，已達到100多家店面。
（三）以POWER CENTER發展新服務平台
統一超商的轉投資事業，主要可以概分為三大類，
一是垂直或水平的物流倉儲配送、鮮食、超市、量販等，
二是餐飲業如統一星巴克、統一多拿滋等，
三是生活流行產業，如康是美、無印良品等。
隨著轉投資事業的多元化，統一超商在多年前開始嘗試經營複合商場（power-center）。透過複合商場(POWER CENTER)的創新經營模式，創造統一超商流通次集團資源整合的最佳效益。綜合商場整合次集團資源，打造新通路模式，將是統一超商流通次集團再躍進的新一章。
許多新事業的引進，不只著眼本地市場，也放眼更寬廣的大陸市場，台灣卻是重要的練兵場、人才快速養成中心及最佳經營組合測試基地。
目前複合式商場的經營仍在發展階段，如統一集團投資185億元的統一夢時代購物中心、桃園機場美食廣場、統一阪急百貨…。商場經營的business model如同超商，沒有一定的定型，可大可小，還必須考量地區不同、顧客屬性設置也不同。
未來統一超商集團將以商場發展為取向，經營各種生活產業，甚至規劃提供商業空間，容納不同形態的零售服務業，以滿足現代消費者的種種生活需求與欲望。不過，商場不以價格競爭得標，而是致力於最好的服務來爭取進駐。
二、集點的促銷活動
從最早消費滿77元送凱蒂貓磁鐵開始，到超商集點送公仔，引爆了超商集點消費熱潮。
再從集點送皮卡丘娃娃、小丸子文具、「喝咖啡集6點兌換柏靈頓寶寶熊」活動、現在的集點送哆啦A夢筆、哆啦A夢LED發光公仔、……，統一超商全店行銷從不缺席。
統一超商生意算盤無非是想借集點換贈品，有效刺激消費，所以發動一波波的攻勢，來提振業績。
以哆啦A夢公仔風扇檔期來說，這波活動66元集1點，集滿30點或集10點加價66元，可兌換1個哆啦A夢公仔風扇，而外盒底部也首度加上QR Code印刷，利用手機照相掃瞄後即可抽獎。
而統一超商也會使用聯合促銷，例如2009/11/04~2010/02/03止，持7-ELEVEN集點卡(需集滿點數)至全台星巴克門市點購兩杯飲料，其中一杯由星巴克招待，並可獲得好友卡一張。
其中，注意事項為：
- 果汁及瓶裝水除外。
- 以價低者為折抵品項。
- 好友卡數量有限，發完為止。
- 行銷活動不合併使用。
三、統一超商的調整店質策略
統一超商門市資源，也面臨店數成長飽和，難以再展新店的危機，而由於各家超商競爭客源，致來客數的成長受箝制，此時統一超商未來要憑什麼來提昇坪效和營業額？
統一超商能下手的，就是﹕
◎提高客單價，此須仰賴更豐富的商品結構，才能讓消費者得到更多滿足。
◎小型店型轉型開大型複合店(跨界到City Café咖啡店、早餐店…)；
◎現有的門市也要想辦法「虛擬空間延伸」。
（一）統一超商18℃的誘惑
7-ELEVEN率先推出18℃御飯糰，帶動台灣消費者吃冷食飯糰的習慣。
根據統計，冷食三角飯糰已成為台灣便利商店購買率最高的鮮食，有超過5成的民眾最常在便利商店購買的鮮食就是飯糰。
台灣民眾一年吃掉1億5000萬個三角飯糰，各大超商同時其供應的口味就有二十幾種；肉鬆、鮪魚飯糰是最熱賣的口味。
另外，2012年超商麵包亦吹起異國風，統一超商推出寒天雙薯三明治；萊爾富新推「派司系列」，以香濃的32層黃金起酥皮為主體，推出3款全新口味；OK超商也有2款墨西哥麵包。其中，統一超商寒天雙薯三明治選用寒天，並搭配全麥吐司，香甜番薯配上馬鈴薯沙拉，一次享受2種美味，售價35元。
（二）轉型複合店
統一超商為提昇營業額，也從轉型複合店下手。因此，統一超商也變身到City Café 咖啡店、早餐店…，藉調整店質，再開新局。
例如統一超商推出CityCafe後，年年營業額大幅成長，一年帶來至少20 億元新台幣的年營業額。以後起之秀之姿，打敗所有賣咖啡的通路同業和連鎖平價咖啡館，同時，它吸引來客的超強潛力，也儼然是一家擁有獨立品牌能力的「店中店」。
以統一超商2011年新開一家概念店來說，設在台北松山高中對面，占地72坪，將零售、咖啡、量販以「店中店」概念整合，櫃位重新調整，並強化藥妝、日用品及有機商品的主題感，外觀採用大型玻璃牆面，讓視覺更有穿透感，前後雙入口可分散動線，中間為高腳椅坐位區，門市內部以白色、棕色為基調，並運用木質與石材的交替搭配，質感大幅提升。
休憩區重新設計，除了一般坐位外，CITY CAFE也有了專區，桌椅與陳設都不同；此外，未來將導入大亨堡自助區。
基本上，未來新店型坪數將從過去25坪以下的格局放大為35坪以上，而販售品類增加，目的在增加消費者停留時間，無線上網是最新的服務。
（三）虛擬空間延伸
1、量販預購延伸服務
統一超商為延伸預購服務，先鎖定從零售跨入量販預購商業模式。
借此，以『虛擬的二樓』來填補實體空間不足。
2009年以來，統一超商即開始賣整串衛生紙、整箱飲料。如此，在原來的門店面積沒有增加下，營業額卻可望隨著隱形的虛擬二樓增加，促使坪效不斷攀升，此再次掀起超商界的革命。
美國知名企管顧問凱文‧曼尼（Kevin Maney）在其出版的《取捨》（Trade off）一書中提到，商品的兩種特質為高質感、高便利，想要開發出熱銷商品，必須將自己定位於市場光譜其中一端，並全力發展，讓自己成為因為高質感而被熱愛，或是高便利而被需要的成功企業。統一超商，明顯處於光譜上高便利的一端，跨入量販預購服務，也是將高便利發揮到極致。
統一超商跨足網上量販的邏輯，只鎖定民生食品、用品，不像網路購物「什麼都賣，什麼都不奇怪」，也不打算標榜最低價。
以衛生紙為例，過去統一超商一串衛生紙賣135元，現在跟廠商談的價格，只求接近一串近100元的量販價，並不想打價格殊死戰。因為就算一串衛生紙比量販店貴上三、五元，但消費者衡量後，覺得散步到便利商店取貨的最後一哩路成本，比開車跑一趟量販店划算，統一超商還是贏了。
除了便利性的優勢，此預購平台，亦磨練出旗下捷盟和統昶兩家物流公司在配送上的整合能力，成為第二大優勢。
尤其，此預購平台架構好之後，做十項服務和一百項服務，成本不是十倍，可能只有兩倍！此反而達到『邊際效益遞增』的結果。
2、節慶預購戰火拼場
每年5月的第2個星期天母親節，子女們總會獻上貼心的禮物，感謝媽媽長久以來的辛勞。
2000年，7-11於3月10日至5月2日點燃母親節預購戰火，以「親子童趣、創新造型」為主題，推出40款「甜而不膩」的蛋糕預購任君挑選，且在口味上出奇招。
此外，連物流速度也都「拼」很大。除推出D+2服務，即低溫蛋糕2日後可取貨，且提供本店取貨或他店取貨之服務，讓不能回家過節的子女，也能訂蛋糕盡一分孝心。
另外，配合節慶的家庭聚餐需求，統一超商也陸續開發多款家庭聚餐菜色，加入預購戰火中。
四、競爭策略—不斷的變革
統一超商流通次集團以7-Eleven便利店經營型態為起點，延伸爾店舖販賣型、物流型、製造型、無店舖銷售型以及支援型等五大系統。
1、店舖販賣型事業：水平多角化方面包含以開店為發展基礎的7-11、統一星巴克、聖娜多堡、DUSKIN、無印良品、多拿滋、康是美、統一阪急、Cold Stone…等；
2、製造型事業：統一武藏野、統一藥品等事業；
3、物流型事業：捷盟行銷、統昶行銷、大智通文化事業、宅急便產業統一速達；
4、無店舖銷售型事業：統一整合（型錄）與博客來網路書店；
5、支援型事業：統一資訊、首阜企管、統智科技以及統一世界工程科技公司，皆為7-Eleven最堅強的合作團隊；此外，還有提供清潔租賃服務的樂清服務、統奕包裝。
這樣的完整結構體系，建構消費者的最方便的「社區服務中心」、「生活管家」及「無線好鄰居」，全方位服務消費者，滿足顧客的需求，讓顧客感動，而統一超商流通次集團的品牌價值就存在於此。
其關鍵成功因素可歸納如下 :
◎專業的展店能力並建立起綿密的網路架構—
慎選加盟合作夥伴、對加盟系統的支持、利潤共享的合作關係。
◎運用資訊科技掌握最新消費需求—
尤其是運用POS系統分析產品、開發新產品。
◎商品策略與管理—
藉由大量採購所形成之規模經濟力量，能夠大幅降低採購成本。
並藉由POS的商情蒐集，將消費情報提供給製造商，與供應商共同開發新商品，建立良好製販同盟關係。
亦直接透過國際採購的方式，將國外的優質商品引入國內市場，讓台灣的消費者能夠與世界同步地購買到全球性的優質商品。
◎差異化行銷策略，提升單店經營效率。
◎導入大型綜合商場經營，引領消費者新生活型態。
在總體環境不斷變動、新商業型態不斷出現及消費者期望與選擇性不斷增加的多重衝擊與影響下，變革是最主要的策略方向，只有不斷變革，才有進步的驅動力，才能維持並提昇市場競爭力。
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