在经济全球一体化的时代背景下及互联网和电子商务快速发展的中国，跨国 企业愈发关注中国市场的战略中心地位。S（上海）有限公司是一家销售仿水晶 首饰、时尚配饰、家饰、礼品和艺术收藏品，总部在海外 A 国的零售企业。在 中国这个最大的消费市场，S（上海）有限公司也面临着一些问题：如何迅速并 有效识别和利用中国的战略区域优势，通过不断优化零售策略规划和零售策略的 实施，扩大在中国市场的业务从而加强 S 品牌在全球的影响力和竞争力；如何在 电商和社交媒体崛起的中国，更好地满足中国新兴中产阶级的需求，持续提升消 费体验。 本文通过分析 S(上海)有限公司的发展现状，运用管理学理论尤其是企业竞 争战略、发展战略管理理论、STP 理论等管理学理论和相关分析工具对 S(上海) 贸易有限公司面临的内外部战略环境进行分析并识别企业现有能力和资源及核 心业务，深入探寻 S 品牌目前在华零售策略中存在的不足之处及产生原因，并针 对不足提出具体的策略优化建议和方案，最后提出了实施步骤和保障措施。 关键词：STP 理论；层次分析法；价值链； OGSM 工具III Abstract With internet and e-commerce developing rapidly in China under the circumstance of global economic integration, Chinese key strategic position has been paid more attention to by multinational corporations. S(Shanghai)Co., Ltd., is a jewelry retailer selling imitated crystal jewelry, fashion accessary, home decorations, gifts and art collections, whose headquarter locates in A country overseas. S (Shanghai) Co., Ltd is confronted with some challenges in China, the biggest consuming market in the world: How will the corporation identify and make use of the strategic regional advantages efficiently and effectively to extend business in Chinese market and strengthen the influence and competence of S brand in global; How could the corporation satisfy the demand of emerging middle class and improve shopping experience continuously while e-commerce and social media are rising rapidly in China. The thesis analyzes the development situation of S(Shanghai)Co., Ltd., applies the management theory, particularly the corporate competition and development strategy management theory, STP theory other management theories and models to analyze the external and internal strategy environment of S(Shanghai)Co., Ltd., recognizing the corporate existing abilities, resources and core business. Conduct strategy canvas and benchmarking analysis to build and propose the corporate retail development tactics and corresponding implementation procedures and methods. At the meantime, combined with corporate situation, raise a basket of suggestions in terms of organization structure, operation management, human resources management, resources reallocation and other aspects in order to provide an effective protection for the implementation of retail tactics, consequently realizing the strategic goals of S (Shanghai) Co., Ltd.IV Keywords: STP Theory; Analytic Hierarchy Process; Value Chain; OGSM Management Tool目录 致谢.................................................................................................................................I 摘要...............................................................................................................................II Abstract ........................................................................................................................ III 第 1 章 绪论..................................................................................................................1 1.1 选题背景与研究意义...................................................................................... 1 1.1.1 选题背景................................................................................................ 1 1.1.2 研究目的................................................................................................ 2 1.1.3 研究意义................................................................................................ 3 1.2 国内外研究现状.............................................................................................. 3 1.2.1 国外研究现状........................................................................................ 3 1.2.2 国内研究现状........................................................................................ 5 1.2.3 国内外研究现状评述............................................................................ 7 1.3 理论基础........................................................................................................... 7 1.3.1 总成本领先战略.................................................................................... 7 1.3.2 发展战略理论........................................................................................ 7 1.3.3 电子商务模式下的软营销................................................................... 8 1.3.4 “4P”营销理论.........................................................................................9 1.4 论文研究主要内容及研究方法...................................................................... 9 1.4.1 研究内容................................................................................................ 9 1.4.2 研究方法.............................................................................................. 10 1.5 创新点..................................................................................................... 11 第 2 章 S 公司首饰品牌在华零售策略的现状及问题............................................13 2.1 S 公司在华零售策略的现状分析 ................................................................. 13 2.1.1 产品现状.............................................................................................. 13 2.1.2 成本现状.............................................................................................. 14 2.1.3 模式与市场开发现状.......................................................................... 15 2.1.4 服务与宣传现状.................................................................................. 162.2 S 公司首饰品牌在华零售策略中存在的不足 ............................................. 16 2.2.1 产品的多元化设计特色不明显.......................................................... 16 2.2.2 电商渠道开发不足，价值链整体利润较低...................................... 19 2.2.3 电商比重与区域布局不科学.............................................................. 20 2.2.4 电商模式的营销渠道服务与宣传滞后.............................................. 21 2.3 S 公司在华零售策略问题的产生原因 ......................................................... 23 2.3.1 产品设计缺乏大数据分析下“本土化”的融合 .................................. 23 2.3.2 线下物流仓储设计不合理，组织与业务匹配不足.......................... 23 2.3.3 缺乏对中国电商市场发展的全面分析.............................................. 24 2.3.4 中国电子商务发展环境下的服务理念建设滞后.............................. 25 第 3 章 基于层次分析法的 S 公司在华零售策略判断...........................................27 3.1 基于层次分析法的 S 公司在华零售策略判断与方法 ............................... 27 3.1.1 判断过程介绍 ....................................................................................... 27 3.1.2 评价指标的建立原则与选择 ............................................................... 27 3.2 指标权重的确定............................................................................................ 28 3.3 模型构建与计算............................................................................................ 31 3.4 构建结果与说明............................................................................................ 34 第 4 章 S 公司在华零售策略的优化........................................................................36 4.1 完善基于大数据分析的多元特色产品策略................................................ 36 4.1.1 对“爆款”系列产品进行进一步的深耕 .............................................. 36 4.1.2 构建“中国化”设计与“本土化”联名的产品新系列 .......................... 37 4.2 优化电商的渠道模式，创新区域布局......................................................... 38 4.2.1 零售模式的优化与重塑...................................................................... 38 4.2.2 基于市场定位及选择的二、三线城市拓展...................................... 40 4.3 以提升整体价值链为目的的成本策略完善................................................ 40 4.3.1 强化电商模式下的成本管控.............................................................. 40 4.3.2 深度挖掘电商渠道下的客户价值...................................................... 42 4.4 电商模式下的优质服务协同与宣传创新.................................................... 42 4.4.1 塑造线上线下的服务统一与体验...................................................... 424.4.2 针对性进行代言人的筛选.................................................................. 43 第 5 章 S 公司零售策略的实施和保障措施............................................................44 5.1 基于 OGSM 的 S 公司零售策略的实施...................................................... 44 5.2 方案实施的运行效果与评价........................................................................ 45 5.2.1 方案运行初步效果分析...................................................................... 45 5.2.2 方案初步效果评价.............................................................................. 48 5.3 S 公司解决方案的实施保障措施 ................................................................. 48 5.3.1 强化策略实施过程中的动态化监控与修正...................................... 48 5.3.2 构建本土化的文化保障...................................................................... 49 5.3.3 构建专业的线上营销团队.................................................................. 49 5.3.4 塑造完善的市场化信息体系.............................................................. 50 第 6 章 结论与展望....................................................................................................51 6.1 结论................................................................................................................ 51 6.2 展望................................................................................................................ 52