摘要
2019年底，武汉出现新型冠状病毒感染的肺炎，2020年初，受春运影响，
疫情席卷全国，各地农产品滞销，商超管控严格，购物较为不便，无接触式电商
社区交易模式兴起。在微信app和微信小程序的不断普及，生鲜农产品购买主力
的不断转变，国家政策大力支持，大数据、云计算、物联网、人工智能等新技术
不断发展下，处于疫情的2020年“新零售”模式进入爆发式增长期，众多原本
亏损的生鲜电商社区团购公司转亏为盈，重新焕发生机。
A生鲜电商公司是其中以“新零售”模式发展得较好的生鲜电商社区团购公
司，将线上线下有机结合起来，由平台从各地大量采购农产品，运输到各分仓中
保存，而后在平台上售卖，消费者可以自由搭配所需要的产品，下单后2日内到
达所在社区的自提点。这种商业模式在疫情的形势下优点较为明显，尤其是无接
触和解决农产品销路相适应，但发展中也面临着一些障碍。
本文首先阐述了生鲜电商的研究背景和研究意义所在，确定研究内容及研究
框架，选择研究的方法和技术路线，提出本文研究的创新之处和研究难。而后通
过查阅关于“新零售”、生鲜电商、商业模式的相关文献，基于相关理论基础和
商业模式构成要素，结合A生鲜电商公司实际情况，归纳出生鲜电商公司“新零
售”商业模式构成五要素，通过问卷调查、访谈法了解生鲜产品购买意向、A生
鲜电商公司的社区合伙人评价、消费者评价。接着介绍A生鲜电商公司以及其目
前的商业模式，并以商业画布直观展现，分析出A生鲜电商商业模式模型商业定
位、盈利模式、业务系统、关键资源能力、零供关系等五方面中的存在问题，进
而为后续的商业模式设计提供分析依据。根据商业模式优化的目标与原则，针对
性地从商业模式五要素提出商业定位构建、盈利模式合理化、业务系统完善、关
键资源能力强化、深化零供合作关系的优化设计，将优化设计后的商业模式用商
业画布展示，并将优化前后商业模式进行对比得出优化后的商业模式更能适应目
前的宏观环境变化和行业竞争，最后通过实施和保障措施确保设计的A生鲜电商
商业模式优化可以顺利完成，以期为实现A生鲜电商公司保持市场占有率，构建
合作伙伴相互关联相互帮助的目标提供帮助。
关键词：“新零售”,生鲜电商,社区团购,商业模式
I

Abstract
At the end of 2019, pneumonia caused by a new type of coronavirus appeared in
Wuhan. At the beginning of 2020, affected by the Spring Festival travel, the epidemic
spread across the country. Agricultural products in various regions are unsalable,
supermarkets are strictly controlled, shopping is more inconvenient, and contactless
e-commerce community trading models are emerging. With the continuous
popularization of WeChat apps and WeChat Mini Programs, the continuous
transformation of the main purchasing force for fresh agricultural products, the strong
support of national policies, and the continuous development of new technologies
such as big data, cloud computing, Internet of Things, and artificial intelligence, we
are in a new epidemic in 2020. The "retail" model has entered a period of explosive
growth, and many fresh food e-commerce community group buying companies that
had previously lost money have turned losses into profits and regained their vigor.
A fresh food e-commerce company is a fresh food e-commerce community
group buying company that has developed well in the "new retail" model. It combines
online and offline organically. The platform purchases a large number of agricultural
products from all over the country and transports them to each branch. Stored in the
warehouse, and then sold on the platform, consumers can freely match the products
they need, and arrive at the pick-up point in the community within 2 days after
placing the order. This kind of business model has obvious advantages under the
epidemic situation, especially the non-contact and the adaptation of the sale of
agricultural products, but it also faces some obstacles in its development.
This article first elaborates the research background and research significance of
fresh food e-commerce, determines the research content and research framework,
selects the research methods and technical routes, and proposes the innovations and
difficulties of the research in this article. Then, by consulting relevant literature on
"new retail", fresh food e-commerce, and business models, based on relevant
theoretical foundations and business model components, combined with the actual
situation of A fresh e-commerce company, the "new retail" of born fresh e-commerce
company is summarized. "The business model consists of five elements, through
questionnaire surveys and interviews to understand the purchase intention of fresh
products, the evaluation of community partners of A fresh food e-commerce company,
and the evaluation of consumers. Then introduce A fresh food e-commerce company
and its current business model, and visually show it on the business canvas, analyze
the five fresh food e-commerce business model business positioning, profit model,
business system, key resource capabilities, and retail supply relationship. The existing
problems in the aspects provide an analysis basis for the subsequent business model
design. According to the goals and principles of business model optimization, the five
elements of the business model are targeted to propose business positioning
construction, profit model rationalization, business system improvement, key resource
capability enhancement, and deepening of the optimized design of the retail-supplier
relationship, which will optimize the design of the business The model is displayed on
a business canvas, and the business model before and after optimization is compared
to show that the optimized business model is more adaptable to the current
macro-environmental
changes
and
industry
competition.
Finally,
through
implementation and safeguard measures, the designed A fresh food e-commerce
business model is optimized It can be successfully completed, in order to achieve the
goal of A fresh food e-commerce company to maintain market share and build
partners to mutually help each other.
Key words:”New Retail”,Fresh food e-commerce,Community group
buying,business model
II
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