特力屋零售事业群从1995年开始创立B&Q迄今已经将近18个年头,已经成为

台湾最为成功的居家用品与服务公司。但追求进一步发展的同时,遇到国内外零售环

境的变迁与内部管理能力不足的自省下,为了提升组织的专业能力,以追求下一波的

成长,创办人何汤雄董事长开始启动特力屋零售事业群的改造工程。

本文的研究目的,是以「特力屋零售事业群」为研究的主要对象,整理特力推动

一连串变革的过程,并探讨下列议题:(1)成长中的企业,其进行变革的目的及意义

为何(2)由创业者所主导的企业,如何顺利的转变成为由专业经理人管理的企业

这当中所遇到的挑战会是什么如何解决(3)由创业者所管理的公司,其体质该如

何改善,才能变成一个更伟大的公司

本文以个案研究法为主要方法,除透过访谈高阶主管与次级资料收集外,研究过

程中亦比对组织变革相关的理论,作为分析基础,检视特力屋零售事业群推动变革的

过程是否有哪些可取或不足之处。

研究结论发现,特力屋零售事业群的变革过程与处理抗拒的方式,大致与学者所

研究的步骤相去不远,但是关键的成功要素却是身为创业者,也是推动改革的何董事

长必须能够先于企业组织改变,后续相关的措施才能够顺利推动,以获致成功的结果。

关键词:零售业,组织变革,领导11220690289 何汤雄
传统零售业追求非有机成长的策略与手段

Abstract

Testrite Retail Group founded B&Q in 1995. The Group has since become the most

successful DIY and home furniture company in Taiwan. Chairman Ho began the

reconstruction of Testrite Retail Group in order to pursue further development and future

profit growth. He faced a changing retail environment both within Taiwan and outside of

the country, as well as a deficit of managerial talent.

This study examines Testrite Retail Group's series of business transformations, and

discusses the following subjects: (1) The rationales for,and the results, of transformations

undergone by a rapidly-growing firm. (2) How to transform smoothly from a start-up led

by its entrepreneur-founder to a more mature enterprise led by seasoned executives,

resolving the inevitable challenges that will be encountered along the way. (3) Turning a

successful entrepreneurial startup into a mature company that will grow in its core business,

possibly expand into other areas, and perhaps even go public.

The Case Research method is used for this study. Besides interviewing high-level

management and collecting secondary data, this study also references

Organizational-Change-related theories as the foundation of the analysis. The study also

examines the transformation processes of Testrite Retail Group, to see if the changes made

were sufficient,and to determine if there are lessons to be learned from the company's

experience.

The conclusion of this study is that Testrite Retail Group's transformative processes,

and the ways it dealt with those in the organization who resisted change, are fairly

consistent with what would be predicted by the theories of Organizational Change. That

being said, the key factor in TRG's the success was Chairman Ho, who embodied, that is,

personally took on, the transformations that he made, before enacting them in the company;

this personal metamorphosis allowed for Testrite Retail Group's smooth developments,

which garnered successful results in terms of such criteria as store, sales, and profit

growth.

Key words: Retail, Change Management, Leadership