I 摘要 目前生鲜零售市场上仍然主要以夫妻店形式的个体户、路边摊、菜市场为主， 虽然价格低廉、但品质一般且不具备先进的营销理念与服务策略。另外诸如美菜 网、盒马鲜生、每日优鲜、叮咚买菜等新零售商具备相当的营销、品牌、供应链 以及资金优势，但是也发生了诸多因过度扩张、经营不善、资金链断裂带来的关 店甚至破产跑路事件。 本文以生鲜零售项目创业为研究对象，主要从环境分析、市场分析、竞争战 略、运营管理、服务营销以及营销推广策略、财务经济指标等方面，采用PEST分 析法、SWOT分析和波特五力模型分析、经济技术指标测算分析等方法对生鲜零 售创业项目的成败得失进行解读、对创业项目未来做出规划。 文中首先针对生鲜零售行业概况、发展历程进行了阐述。同时对生鲜零售行 业面临的宏观、微观环境进行了分析，也对当前生鲜零售市场状况进行了分析。 其次，针对生鲜零售行业创业所需市场分析、产品管理、服务营销、运营管理以 及经济指标可行性、风险问题与应对策略等问题进行了对比分析，发现了生鲜零 售行业进入阶段做好市场定位、选择合适的营销策略非常重要、经营阶段面临的 产品品质难以把控、供应链管理难度大、电商业务存在产品保质及配送难的问题。 就这些问题利用相应的理论知识进行深度的市尝战略、运营、服务、营销推广 分析，充分认识生鲜零售行业经营的本质之道。 本文在结合自身前期实际业务经营过程中得失成败的经验教训，综合运用 MBA所学知识进行深剖细析，提出了在定位上面要精准、市场定位要对周边人流、 消费水平进行详尽调查分析，并且对周边竞品进行对比分析，精准定位。在生鲜 产品管理上要以新鲜为先、口感第一，过多的产品包装及渲染增加过多成本却对 促进销售意义不大。在服务管理上面，重视消费者口碑效应，除了做到服务态度 好外，还要针对出现的问题快速反应、及时沟通，避免客户流失及口碑变差。在 供应链及运营管理上面，需采用制造业的精益生产原理做到精细化管控、极限化 成本管理、业务流程改造以最大程度节约成本、提高顾客便利度。在营销推广方 面，避免无效推广、精准营销，促销活动应当结合自身经营情况合理制定，达到 最大化促进销售、吸引与培养忠实顾客的作用。 关键词：生鲜零售，创业，社区，营销策略，竞争战略 ABSTRACT II ABSTRACT At present, the fresh retail market is still dominated by the self-employed in the form of mom-and-pop stores, roadside stands and vegetable markets. Although the price is low, the quality is general and there is no advanced marketing concept and service strategy. In addition, new retailers such as Meicai, Hema Fresh, Daily Fresh and Ding Dong Buy Vegetables have considerable advantages in marketing, brand, supply chain and capital, but there have also been many shut-offs and even bankruptcies caused by excessive expansion, poor management and capital chain rupture. Based on fresh retail business project as the research object, mainly from the environment analysis, market analysis, competitive strategy, operations management, service marketing and marketing strategy, financial indicators, etc., using PEST analysis, comparative analysis and porter five model analysis, economic and technical index calculation analysis method to interpret fresh retail business project success or failure of the gain and loss, make a plan for start-ups in the future. Firstly, the general situation and development process of fresh retail industry are described. At the same time, the macro and micro environment of fresh retail industry are analyzed, and the current situation of fresh retail market is also analyzed. Secondly, in view of the retail industry market analysis, needed fresh product management, service marketing, operations management, and economic indicators feasibility, risk issues and coping strategies through the contrast analysis of found fresh retail industry enters the stage ready market positioning, select the appropriate marketing strategy is very important, management stage facing the product quality is difficult to control, supply chain management is difficult, electric business, the difficulty of product quality and delivery. Based on these problems, in-depth analysis of market, strategy, operation, service and marketing promotion is carried out with relevant theoretical knowledge, so as to fully understand the essential way of fresh retail industry operation. In this paper, combined with their own experience and lessons of success and failure in the early stage of the actual business operation process, the comprehensive use of MBA knowledge for a deep analysis, put forward in the positioning to be cautious, market positioning to the surrounding people, consumption level of a detailed investigation and analysis, and comparative analysis of the surrounding competitive ABSTRACT III products, careful positioning. In terms of fresh product management, we should give priority to freshness and taste first. Excessive product packaging and rendering increase too much cost but have little significance in promoting sales. In terms of service management, we should attach importance to the word-of-mouth effect of consumers. In addition to having a good service attitude, we should respond quickly and timely communicate with customers to avoid customer loss and deteriorating word-of-mouth. In terms of supply chain and operation management, lean production principles of manufacturing industry should be adopted to achieve refined control, extreme cost management, and business process transformation to save costs and improve customer convenience to the greatest extent. In terms of marketing promotion, it is necessary to avoid ineffective promotion and precision marketing, and promotional activities should be rationally formulated in combination with their own operating conditions, so as to maximize the role of promoting sales, attracting and cultivating loyal customers. Keywords: Fresh retail, entrepreneurship, community, marketing strategy,competitive strategy 目录 IV 目 录 第一章 绪论 ....................... 1 1.1 创业背景与项目介绍 .......................... 1 1.1.1 创业背景 ... 1 1.1.2 项目介绍 ... 2 1.2 研究意义 ............... 2 1.3 理论基础与研究现状 .......................... 3 1.3.1 生鲜零售相关研究 .................. 3 1.3.2 创新与创业 .............................. 4 1.3.3 商业计划书编制 ...................... 5 1.4 研究内容与论文框架 .......................... 6 1.4.1 研究内容 ... 6 1.4.2 研究分析方法与思路 .............. 7 1.5 本章小结 ............... 7 第二章 内外部环境与行业竞争分析 .............. 8 2.1 基于PEST的宏观环境分析 .............. 8 2.2 生鲜零售行业环境分析 .................... 12 2.2.1 生鲜零售行业概况 ................ 12 2.2.2 行业发展趋势 ........................ 14 2.2.3 基于波特五力模型的竞争环境分析 ................... 15 2.3 内部环境分析 ..... 19 2.3.1 企业简介 . 19 2.3.2 企业资源 . 20 2.3.3 企业文化 . 20 2.4 SWOT分析与战略决策 .................... 22 2.4.1 SWOT分析 ............................. 22 2.4.2 基于SWOT的战略决策 ....... 22 2.5 本章小结 ............. 24 第三章 营销策略 ............. 25 3.1 目标市场与目标顾客 ........................ 25 3.1.1 市场细分 . 25 目录 V 3.1.2 目标市场 . 26 3.1.3 市场定位 . 29 3.1.4 目标顾客群 ............................ 29 3.2 营销策略定位 ..... 29 3.2.1 差异化策略 ............................ 30 3.2.2 联合策略 . 30 3.2.3 服务营销策略 ........................ 30 3.3 营销策略 ............. 31 3.3.1 产品策略 . 31 3.3.2 定价策略 . 33 3.3.3 渠道策略 . 34 3.3.4 促销策略 . 36 3.4 本章小结 ............. 37 第四章 运营管理 ............. 38 4.1 采购管理 ............. 38 4.2 运营管理 ............. 39 4.3 本章小结 ............. 41 第五章 项目经济指标分析 ............................ 42 5.1 盈利策略 ............. 42 5.2 经济指标测算假设 ............................ 43 5.3 投资估算 ............. 44 5.4 短期经营预算 ..... 45 5.5 长期经营预算 ..... 45 5.6 经济可行性分析 . 49 5.6.1 投资价值分析 ........................ 49 5.6.2 盈利情况分析 ........................ 50 5.6.3 盈亏平衡分析 ........................ 50 5.7 财务管理要点 ..... 51 5.7.1 成本管控 . 51 5.7.2 费用管理 . 51 5.7.3 会员制折扣模式盈利分析 .... 51 5.8 财务风险分析 ..... 51 5.9 财务评价结论 ..... 52 目录 VI 5.10 本章小结 ........... 52 第六章 风险问题与应对策略 ........................ 53 6.1 面临的风险与问题 ............................ 53 6.1.1 市场竞争风险 ........................ 53 6.1.2 自身经营风险 ...................