A Case Study on the Participatory Factor of Chain Stores for Supermarket under Farmer’s Associations

• Main Authors: liu fu jên, 劉富仁
• Other Authors: huang mo ch'uan
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/63462930279895100128

碩士 === 亞洲大學 === 經營管理研究所 === 95 === The targets of this research paper are the fifteen farmer’s association markets belonging to the nine areas in Taitung Province, and the two other markets outside the scope of this area. These are divided according to their job descriptions: general manager, sales director, store manager, market staff, and the entire employee base. Using the Analytical Hierarchy Process, this paper will study their willingness to join a chain store management, and measure the corresponding weight of this factor, so as to provide solid recommendations to promote chain store management among farmer’s association markets. The conclusions of this paper are as follows: For the farmer’s association markets in Taitung Province to develop chain store management, it is necessary that a set of rules and regulations be made about management styles, organizational structure, personnel hiring and layoffs, and supply chain management. Also, all these markets must authorize and support a certain unit to oversee the affairs of the chain stores. This unit will be organized by the farmer’s associations. With the authorization of every association, this unit will set uniform management strategies, and assist each market on their market prices, promotional activities, and personnel training, depending on their location’s culture and trends. This unit will implement fast adaptation to market changes, and defense against large scale warehouse super markets and chain convenience stores. The farmer’s associations of Taitung Province would benefit hugely from this. Management risks are extremely low, and the willingness to participate is high. The views of this paper can be seen below: 1. The organizational structure of the farmer’s associations should be oriented towards a merger or a contractual management style in order to expand financial abilities and establish a standardized, specialized, and efficient chain management team. 2. Integrate data and information systems; establish a uniform and timely data flow, and a highly efficient inventory management. 3. Establish a training system for developing talented individuals for a lasting management. 4. Establish the markets’ standard operating procedures and efficiency management systems, in order to maintain quality products and services. 5. Adequately use the farming industry’s resources in order to strengthen the management of fresh farm products. 6. Suitable store launches, increase market shares and expand financial abilities. 7. Form a provincial center for product flow; strengthen the storage and delivery functions of the provincial center. 8. Form an electronic management information system for the markets, integrate their operations systems. Set up an e-commerce system wherein consumers may reserve goods from the Internet and claim their products at the market. 9. Adapt according to the changing market needs to still have control over the imported products. Farmer’s associations were formed for the farmers providing multiple varieties of services. These combine sales departments, produce departments, household item departments, changing markets to “fresh one-stop welfare centers”. This integrates high freshness and social interaction qualities into the traditional market. Oriented towards fresh produce, this is where traditional is combined with convenience, where everyday products become more centralized, and special produce becomes more specialized, becoming a multi-purpose community market for the public.