摘 要
HS珠宝有限公司(以下简称HS珠尘公司)于2009年在济南注册成立,是一
家成立只有三年多的珠尘首饰零售企业,公司主要从事翡翠类、黄龙玉类和水晶
类等珠宝玉石及首饰的销售。目前公司仍然处于创业阶段,公司面临困难较多,
自身商业模式还不完善。本文在分析了珠尘首饰零售行业的宏观环境和行业环境
的基础上,运用商业模式六要素对HS珠宝公司现有商业模式运营状况进行了详细
剖析,针对现有商业模式的不足和局限性,提出了适合HS珠尘有限公司稳定发展
的新的商业模式及其实施方案
本文以商业模式作为选题,在参考国内外相关理论的基础上,明确了商业模式
的定义和组成要素,指出有效的商业模式必须从外部市场环境、内部经营环境、
关键资源能力、价值网络、盈利模式和现金流结构六要素入手,并依据六要素之
间的逻辑关系,建立了应用于本文商业模式分析的钻石模型
本文通过运用商业模式的钻石模型及战略管理的相关分析工具,从珠尘首饰零
售业的现状出发,以HS珠尘公司为案例,对公司进行系统分析,指出HS珠尘公
司现有商业模式存在定位不明确、价值网络过于单一、关键资源能力不突出和现
金流结构不完善等不足,并针对这些不足提出改善建议:(1)深入研究外部市场
环境,重新定位产品和公司。(2)资源优势整合,通过价值网络建立竞争优势。(3)
提高客户资源和供应商资源的整合能力,形成关键资源能力。(4)丰富盈利模式,
提高现金流量。最后,为确保重构后商业模式的可实施性,指出当前公司经营中
应重点解决的几个问题以及对应的解决措施
关键词:商业模式;珠尘零售企业;定位;关键资源能力;盈利模式
ABSTRACT
HS Jewelry Company Limited (hereinafter referred to as the HS Jewelry Company)
was incorporated in 2009 in Jinan, which is a jewelry retail business founded only three
years and mainly engaged in the retail of jewelry including jade, Huanglong jade and crystal.
The company is still in the start-up stage and facing many problems due to its imperfect
business model. Based on the analysis of macro environment and industry environment of
the jewelry retail industry, the six factors of the business model are used to a detailed
analysis on the operational status of HS Jewelry Company's current business model.
Against its deficiencies of the current business model,new business model and its
implementation measures for the stable development of HS Jewelry Company has been
designed.
The business model is chosen as the topic of this research, which is based on the
reference of relevant theories. On the basis of clear definition and factors of business
model, it is pointed out that an effective business model must start with the six factors
of external market environment, internal operating environment, critical resources and
capabilities, value network, profit model and cash flow structure. Based on the logical
relationships between the six elements, the diamond model of business model analysis
has been established.
This thesis uses diamond model of BM and strategic management analysis tools
and starts with the status of jewelry retail, taking HS Jewelry Company as a case study
and running system analysis, pointing out that the HS Jewelry Company's current
business model positioning is not clear, the value network is too simple, the critical
resources and capabilities are not highlighted and the cash flow structure is imperfect.
According to these deficiencies and the purpose of improvement, the thesis undertakes:
(1) In-depth study of the external market environment, reposition the product and
company. (2) Integration of resources and advantages to create a competitive advantage
through value network. (3) Improving the integrate capability of customer and suppliers
resources. (4) Enriching the profit model and enhancing the cash flow. Finally, in order
to ensure the reconstructed business model can be implemented properly, the thesis
discusses several relevant issues that should be solved and provides the corresponding
implementation and safeguard measures.
Key Words : Business Model; Jewelry Retail Company; Position; Critical
Resources and Capabilities; Profit Model
第1章绪论
1.1研究背景
1.1.1行业背景
珠宝首饰零售行业是我国的传统行业,历史悠久。在行业内,一般将金银等金
属之外的纯天然形成的矿物、岩石和生物等,经打磨加工后制成具有一定商品价
值的首饰、工艺品等统称为珠宝,如钻石、翡翠、珍珠和玻拍等。中国人自古以
来就对珠11￡首饰情有独钟,但在古代,珠尘玉石主要被王公贵族和富人所拥有,
是身份、地位、权利和财富的象征。随着国民经济和人民生活水平大幅度提高,
今天人们对珠的认识不断深入,珠i首饰的内涵和外延也在不断扩展,需求也
与円俱增。据中国国家统计局最新数据显示,截至到2012年12月底,我国珠i
首饰行业销售2012年绝对量己经达到2209亿元,同比增长16%;珠虫首饰出口
金额达275.04亿美元,同比增长119.2%, 其中,黄金、怕金、钻石、白银、玉
石翡翠、有色Ik石等产品消费均居于世界前列,已经成为世界上重要的金银珠虫
加工和消费市场之一
庞大的国内外市场需求以及全球市场经济的推动,珠:i首饰零售行业内在激烈
的竞争中也开始了经营模式的转型,从传统的产销模式开始向商业模式转换。根
据经济学的观点,在一个完全竞争的市场中,价格将会逐渐接近成本,利润将无
限接近零。如果在激烈竞争环境下的企业不能在商业模式上有所突破,那么濒临
倒闭将是必然的结果。正如著名管理大师德鲁克的名言:“当今企业间的竞争,不
是产品之间的竞争,而是商业模式的竞争。”对于珠i零售行业来说,如何在円益
激烈的竞争中寻求持续发展和盈利,己经成为行业内关心的重要话题,创建自身
独特的商业模式已经成为珠i首饰零售企业在竞争中取得成功的关键因素之一
1.1.2公司背景
HS珠虫有限公司位于山东省济南市,由三位股东于2009年共同出资在济南注