175-193

80

SWOT
(1).

(2).
(commodities)
(content)
(3).

:
175

Journal of Performance and Strategy Research

Volume 3 Number 2, Dec. 2006
pp. 175-193

A Study of Strategic Marketing on Book

Chains in TaiwanFocusing on Experiential
Marketing and Eslitebooks
Tsuen-Ren Chiang

Jui-Ling Chang

Abstract
Though the competition among the books chain-stores in Taiwan has already
been keenthe entering of some foreign well-known bookstores intensified it. As the
first mover applying experiential marketing strategy to the books channels industry,
Eslitebooks has been thriving and prosperous. Since having to fulfill the trading-up
need of customers, the followers of Eslitebooks adopt the same strategy and make it
a commonplace now. Based on this phenomenon, it is necessary to re-scrutinize
whether this experiential marketing strategy getting intriguing both to the academia
and the business can be a cure-all forever even in Taiwan.
This essay has chosen the pioneer of experiential marketing in Taiwan
Eslitebooksas the case which to explore with a macro and strategic view, by using
some research approaches, such as literature reviews, secondary statistical data
analyses, in-depth interviews, on-the-spot interviews. Three main conclusions have
been acquired by way of the procedures mentioned above, they are (1).The main
appeal of experiential marketing strategy-atmosphere or experience, is not like the
physical commodities which can be protected by patents and trade-secrets.
Experience itself, however, can not only easily be reproduced by competitors in the
same industry but also by the members in the other service industries, so it
s apt to
turn to be a critical survival factor from a critical success factor. Continuous
upgrading is the only way to keep the predominance. (2).Experience is frequently
only the catalyzer for the main source of revenue, in other words, commodities and
content. If a business distinguishes itself in the market by an experiential marketing
strategy, then it must also esteem quality of commodities and content as the
trustworthiest support, otherwise, the experience itself will finally fall out of
consumersfavor. (3).Because a business can not prevent intangible goods- the
experience from being imitated, one who takes advantage of the experiential
176

marketing strategy must pay more attention to explore the new niche market and
innovation strategy in order to get rid of the stalemate concentrated on experience.
Keywords Experiential Marketing Strategy, books chain-stores, Strategic
Experiential Modules, Experience Providers, Experiential Grid,
Eslitebooks

177

Journal of Performance and Strategy Research

7500 2006

Page One

62
4

SWOT

Whyte, F. J. (2005) 4
160

Schmitt(1999)

Schmitt

178

2-1

: Bernd Schmitt(1999:pp55-59)

Schmitt

Schmit

(sense)(Feel)(Think)(Act)
(Relate)

(Bernd Schmitt1999pp60-63)

Schmitt

1.
2.3.4.
179

Journal of Performance and Strategy Research

89 97-123

( 2-2)

iD Live Brand Experience HPI Research

Group 89%
72%
49% 2006
(Steve Hemsley2006)

2-2

: Bernd Schmitt; 89: 99

1 93

92 92

2
89
3
88

180

-- 1989
Eslite

--
1992 1991 12 1996 2

1996 1998 5

89 35-39

1995 9

24
93 125
1996 12

1999 3 12 24
2001

2004

181

Journal of Performance and Strategy Research

6
14,000 2003

http://asp.104ehr.com.tw/company/eslite/eslite_index_no2.htm

()

93
73.4%
69.9%( 95 5-29)

182

1.
83
13
15
13
4-1 15

2.05

0.52

0.37

0.29

0.22

1.13

5.38

2.29

0.55

0.44

0.27

0.24

1.27

6.26

: (2000)
90
17

(2000)
26.14%

4-2

1247

17.16

20.13

23.90

12.59

26.14

0.08

: (2000)
90
68

Net and Books 90

37.7%
30.9%
4-3

1041

1~2

2~3

3~4

4~5

5~6

6~7

7~8

8~9

9~10

10hr

1hr

hr

hr

hr

hr

hr

hr

hr

hr

hr

19.4

21.4

9.1

3.8

2.5

0.9

0.7

0.4

0.7

0.1

0.5

37.7

2.9

:
90 60

4-4

1041

10.1

15.9

41.3

16.6

14.3

1.8

:
90 60

183

Journal of Performance and Strategy Research

2.
2000
2004
13%
(2000) 88
12.96%

0.86%
4-5 88

655,282

84,912

40,599

21,438

9,044

8,193

5,638

100.00

12.96

6.20

3.27

1.38

1.25

0.86

: (2000)

90 15

5,638 12
469.8

469.8 4
117.45
90 14
1247 51.17%

34.4%

4-6

638

34.33

24.29

18.18

7.37

6.27

4.55

0.47

4.39

0.16

: (2000)
90 70

4-6

184

80.8%
25.1%
21.7%
4-3 37.7%
50.34%(62.3%*80.8%=50.34%)

1. 4-2 4-3

2.
3. 0.86%

()

Barnes&Noble
Amazon

2000
Amazon

90 74
185

Journal of Performance and Strategy Research

()

Fnac 2004 101

PageOne

Fnac

PageOne
720

(A42006/11/12)

()

PageOne 35
17 83

186

1.

92 52
24

2.

2001
90
2003 SARS
93
2000

4-7

()

5,139

2,875

1,450

(%)

0.23%

0.76%

1.27%

: (2000)
90
12

SWOT

1. 70

24

187

Journal of Performance and Strategy Research

2.

3.

4.
17

93

1.
1999 92 41 2004
5100 93
(
94) 4-7

2.

92 43

188

1.
92 40
2003

93
2.

90

CSF VS CSF

(Critical Success Factor)

(Critical Survival Factor)

189

Journal of Performance and Strategy Research

24

FnacPageOne

VS

Dell

(commodity)
(content)
(
)

VS

Seednet Hi ADSL
-Hinet Hinet
ADSL
-CableModem

PageOne

2005 93
1,002,795 (
94) 93
190

10 %
( 44.4%)( 95 5-295-32)

PageOne

191

Journal of Performance and Strategy Research

Net and Books 2001

57-69
2001(2000)

2004 92
2006 93
2005

2005/10http://info.gio.gov.tw/Yearbook/94/08-07.htm
2006/11/13
2003

2004Page One 36
200352
2004 2004-06-05//14 /

2000
2003

2001 12 2001-03-07/
/A7 /
2000

200444-4
;;2002--
159-172
2004 4 15 5100 30
2004/09/17http://www.30.com.tw/spot/trend/trend.asp?ser=10078
2006/11/12
2006 30
2006/01/03
http://news.yam.com/view/mkmnews.php/334534 2006/11/12
200340-43
2001 2001-10-11//36 /

2004 Page One

192

1999

Whyte, F. J. , 2005.
Suc
c
e
s
sThr
oug
hExpe
r
i
e
nt
i
a
lMa
r
ke
t
i
ng
. Yard &
Garden, 11(Fall)2
Pine II, B. J. and Gilmore, J. H., 1998.
Welcome to the Experience Economy
.
Harvard Business Review, July-August97-105.
Schmitt, Bernd., 1999.
Experiential Marketing
. Journal of Marketing Management,
1553-67.
Hemsley, Steve., 2006.
EXPERI
ENTI
ALMARKETI
NG:
Ar
ey
oue
xpe
r
i
e
nc
e
d?

.
Marketing Week, Mar 3041.

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