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MBA硕士论文_永辉超市生鲜产品O2O业务策略研究DOC

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文本描述
摘要
1
摘要
随着中国经济增长放缓,国内商业零售行业也遭遇瓶颈,进入发展困境。
尤其是近几年,电子商务进入中国市场,我国消费者消费心理和消费习惯产
生巨大变化,网络销售市场规模呈几何增长,传统零售企业如传统百货公司、
大型连锁超市等都受到一定冲击,出现了不同程度的效益下滑。与此同时,
由于互联网在人们日常生活和商业领域的迅速渗透,零售行业也看到了新的
希望和机遇。“互联网+零售”模式发展出多种新零售渠道,尤其是零售 O2O
模式打通线上线下渠道,成为多数传统零售企业转型升级之选。
不少传统零售企业在转型过程中,处于一种盲目跟从的状态,在新环境
下不能精准地找到适合公司本身发展的业务策略。永辉超市作为国内具有代
表性的本土连锁超市,凭借生鲜产品为特色的经营模式在零售市场占有一席
之地,永辉超市的经营模式在国内传统零售行业具有一定代表性,又具有独
特之处。在行业整体低迷的情况下,永辉超市以生鲜产品 O2O 业务为切入点,
对供应链体系进行整合,积极探索公司转型升级策略。本文希望通过解读永
辉超市生鲜产品 O2O 业务策略,分析具体举措和成效,探讨传统零售企业如
何进行适合的 O2O 转型运作模式,深入挖掘以生鲜超市为代表的零售企业在
转型过程中需要考虑的方面,为传统零售企业转型、发展提供理论依据。
本文首先基于国外内对传统零售行业转型策略的研究,特别是对 O2O 商
业模式发展的研究与探讨,对文中涉及相关概念进行介绍,并对传统零售行
业的特征、市场现状、发展趋势进行说明。接着介绍永辉超市基本情况、经
营特征以及市场竞争环境,分析永辉超市业务转型的内外驱动因素与背景。
然后逐步分析永辉超市在生鲜产品 O2O 业务转型上实施的一系列策略:发展
自有品牌“半边天”初次试水生鲜电商,打造自身 O2O 商业平台“永辉微店”,
与京东集团 O2O 平台合作优势互补,开拓线上渠道的同时,对生鲜产品供应
链体系整合。通过各业务策略的效益成果分析,指出永辉超市在生鲜产品 O2O永辉超市生鲜产品 O2O 业务策略研究
2
业务发展中面临的市场需求、供应链优化、产品品质安全等一系列挑战,并
提出相应的对策或建议。
文章最后根据永辉超市生鲜产品 O2O 业务发展情况,对比市场中线上线
下竞争企业业务措施的实施效果,对传统零售企业的发展趋势进行归纳总结
以及大胆预测。传统零售企业业务转型不能仅盲目跟从大趋势,应根据市场
变化、自身经营特点不断调整,从战略定位是否明确、现有资源如何整合等
方面综合考虑,才能制定推行出有效的措施,才能在激烈的市场竞争中保持
核心竞争力,从容应对时代的变化。
关键词:零售永辉超市生鲜产品 O2OAbstract
1
Abstract
With the China’s economic slowdown, the domestic retail industry also
comes to a bottleneck in the development. In recent years, as E-commerce has
entered the Chinese market, the consumer psychology and habits of Chinese
consumer change greatly. Under the influence of network sales market growing
exponentially, the traditional retail enterprises, such as the traditional department
stores and large supermarket chains, fell in varying degrees of effectiveness. At the
same time, due to the rapid penetration of the Internet in people&39;s daily life and
business areas, the retail industry meets new chances and challenges. Among the
variety of new retail channels derives from Internet-retail mode, retail O2O mode
particularly connect online and offline channels, becoming the choice of most
traditional retail enterprises to transition and upgrade.
Most traditional retail enterprises follow the trend blindly in the process of
transformation, and unable to make a suitable strategy which is precise positioning
of their business. As a representative of the local supermarket chain, Yonghui
supermarket occupies some shares in the retail market relying on the characteristic
mode of fresh food. In the traditional domestic retail industry, Yonghui
supermarket operation mode has certain typicality and its own peculiarities.
Suffering from weak growth in the industry, Yonghui supermarket begin to
explore a transformation and upgrading strategy, based on fresh food O2O
business and the integration of the supply chain system. By analyzing the specific
measures and achievements of Yonghui’s O2O strategy in fresh food, this paper
wants to discuss how to run a suitable O2O mode in transformation.
Simultaneously this paper hopes to provide a theoretical basis for traditional retail
enterprises in transformation.
This paper first introduces the current situation and development trend of the
research of traditional retail industry’s transformation strategy, especially the O2O
business mode, then brief related concepts, and characteristics, market status andResearch on the O2O Business Strategy in Fresh Food of Yonghui Supermarket
2
development trend of traditional retail industries. It also introduces the basic
situation, business characteristics and market competition environment of Yonghui.
The following part step-by-step analyzes the range of strategies in the O2O
business transformation of Yonghui’s fresh food, for instance, developing own
brand “Half the Sky” as the first trial of fresh E-commerce, building own O2O
business platform “Yonghui Micro Shop”, establishing a cooperative relations
with Jingdong O2O platform, developing online channels, and integrating the
supply chain system of fresh food. Through the analysis, this paper points out
challenges in the market requirements, supply chain optimization, product quality
and safety that Yonghui faces while expanding fresh food O2O mode, and offers
some appropriate recommendations.
The paper finally forecasts the development trend of traditional retail
enterprises boldly, according to the situation of Yonghui’s fresh food O2O
business and the competitive enterprises’. When the traditional retail enterprises
embark on business transformation, they should not only follow the trend blindly,
but also formulate and implement effective measures depending on consideration
of market changes, management characteristics, strategic positioning, resource
integration, etc, so that they can enhance core competiveness in the fierce market
competition.
Keywords:Retail;Yonghui Supermarket;Fresh Food;O2O目录
1
目录
1绪论......................................................1
1.1研究背景..............................................1
1.2选题意义..............................................2
1.3研究方法与思路........................................3
1.3.1研究方法..........................................3
1.3.2研究思路..........................................3
2国内外研究现状及趋势......................................5
2.1国外研究现状及趋势....................................5
2.2国内研究现状及趋势....................................6
3相关理论基础与市场分析....................................9
3.1相关概念及特征介绍....................................9
3.1.1零售相关概念......................................9
3.1.2电商相关概念.....................................10
3.1.3相关指标介绍.....................................11
3.1.4相关分析模型介绍.................................13
3.2 O2O 运作模式..........................................14
3.2.1 O2O 运作模式的构成................................14
3.2.2 O2O 运作模式的类型................................15
3.3零售行业市场情况.....................................16
3.3.1零售行业市场现状.................................16
3.3.2零售行业发展趋势.................................17
3.4生鲜市场竞争格局和发展趋势...........................18永辉超市生鲜产品 O2O 业务策略研究
2
3.4.1生鲜市场竞争格局.................................18
3.4.2生鲜市场发展趋势.................................20
4永辉超市生鲜产品 O2O 业务策略分析.........................22
4.1永辉超市基本情况.....................................22
4.1.1永辉超市简介.....................................22
4.1.2永辉超市经营特点.................................23
4.2永辉超市生鲜产品市场定位分析.........................25
4.2.1永辉超市主营业务经营情况.........................25
4.2.2永辉超市生鲜产品的波士顿矩阵分析.................26
4.3永辉超市 O2O 业务策略分析..............................28
4.3.1生鲜产品 O2O 业务策略发展简介.....................28
4.3.2生鲜网站“半边天”策略分析.......................29
4.3.3自建 O2O 平台“永辉微店”策略分析.................31
4.3.4合作第三方 O2O 平台“京东到家”策略分析...........33
4.3.5生鲜产品 O2O 业务策略小结.........................35
5永辉超市生鲜产品 O2O 业务战略分析.........................37
5.1永辉超市生鲜产品的行业竞争分析.......................37
5.1.1永辉超市生鲜产品所在行业五种竞争力分析...........37
5.1.2线下同类竞争企业-百果园、盒马鲜生情况介绍........38
5.1.3线上同类竞争企业-天猫生鲜、沱沱工社情况介绍......39
5.1.4国际同类竞争企业-沃尔玛、家乐福情况介绍..........40
5.1.5永辉超市生鲜产品行业竞争分析结论.................41
5.2永辉超市生鲜产品 O2O 业务 SWOT 分析.....................43
5.2.1永辉超市生鲜产品 O2O 业务的优势...................43
5.2.2永辉超市生鲜产品 O2O 业务的劣势...................43

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