【摘要】：零售業(yè)與我國(guó)國(guó)民經(jīng)濟(jì)和人民的生活息息相關(guān),當(dāng)屬我國(guó)第三產(chǎn)業(yè)當(dāng)中最重要的產(chǎn)業(yè)之一�！笆晃濉逼陂g,隨著國(guó)家的大力支持,我國(guó)零售業(yè)發(fā)展環(huán)境得到改善,許多零售企業(yè)不斷擴(kuò)大規(guī)模、建立倉(cāng)儲(chǔ)中心、統(tǒng)一分配和銷售,以其多樣的品牌、豐富的型號(hào)和低廉的價(jià)格以及舒適的購(gòu)物體驗(yàn)等優(yōu)勢(shì)積累了大量客戶、搶占市場(chǎng)份額,以國(guó)美為代表的零售企業(yè)迅速崛起。但是,快速的擴(kuò)張也帶來(lái)了相當(dāng)多的問(wèn)題,包括:網(wǎng)點(diǎn)布局不夠合理、經(jīng)營(yíng)模式僵化單一、與供應(yīng)商關(guān)系不和諧、企業(yè)只注重?cái)U(kuò)張忽視創(chuàng)新、品牌核心競(jìng)爭(zhēng)力較弱和經(jīng)營(yíng)效益不高等。到了“十二五”,宏觀經(jīng)濟(jì)環(huán)境整體向好,隨著國(guó)民收入水平的提高和消費(fèi)能力的增強(qiáng),我國(guó)家電零售行業(yè)呈現(xiàn)一片繁榮景象,國(guó)美、蘇寧、京東等各大零售企業(yè)紛紛在解決自身原有問(wèn)題的基礎(chǔ)上,改善經(jīng)營(yíng)模式,推陳出新,不斷發(fā)展壯大。作為曾經(jīng)零售行業(yè)龍頭老大的國(guó)美在經(jīng)歷了黃陳股權(quán)之爭(zhēng)的重重打擊之后,發(fā)展態(tài)勢(shì)逐漸放緩,逐漸被蘇寧趕超,京東也對(duì)國(guó)美的行業(yè)地位發(fā)起了強(qiáng)勢(shì)挑戰(zhàn)。本文搜集了國(guó)美電器2010年到2015年的財(cái)務(wù)數(shù)據(jù),重點(diǎn)研究了國(guó)美電器的財(cái)務(wù)戰(zhàn)略問(wèn)題。首先闡述了文章的研究背景和意義,同時(shí)回顧了國(guó)內(nèi)外關(guān)于財(cái)務(wù)戰(zhàn)略理論的相關(guān)研究情況,并進(jìn)行了總結(jié)和評(píng)述。以傳統(tǒng)家電零售企業(yè)國(guó)美電器為對(duì)象進(jìn)行的案例分析,分析了國(guó)美電器所處的外部大環(huán)境和內(nèi)部自身環(huán)境,從籌資戰(zhàn)略、投資戰(zhàn)略、營(yíng)運(yùn)資金戰(zhàn)略和利潤(rùn)分配戰(zhàn)略四個(gè)方面出發(fā),重點(diǎn)分析了國(guó)美電器的財(cái)務(wù)戰(zhàn)略選擇,并進(jìn)行了相應(yīng)的評(píng)價(jià),對(duì)轉(zhuǎn)型中的國(guó)美電器的財(cái)務(wù)戰(zhàn)略提出了針對(duì)性的建議。
[Abstract]:Retailing is closely related to the national economy and people's life, and it is one of the most important industries in the tertiary industry. During the 11th Five-Year Plan period, with the great support of the state, the development environment of retail industry in China has been improved, and many retail enterprises have continuously expanded their scale, set up storage centers, unified distribution and sales, with their diverse brands. Rich models, low prices and comfortable shopping experience have accumulated a large number of customers, seized market share, and the rapid rise of retail enterprises represented by Gome. However, rapid expansion also brings a lot of problems, including: the distribution of network is not reasonable, the business model is rigid and single, the relationship with suppliers is not harmonious, the enterprise only pays attention to expansion and neglect innovation, Brand core competitiveness is weak and management efficiency is not high. By the 12th Five-Year Plan, the macroeconomic environment as a whole had improved. With the improvement of national income and the enhancement of consumption power, the retail industry of household appliances in China showed a prosperous scene. Gome, Su Ning, On the basis of solving their original problems, JingDong and other major retail enterprises have improved their business model, introduced the old and developed continuously. Gome, once the leader of the retail industry, after experiencing the heavy blow of Huang Chen's stock right dispute, the development situation gradually slowed down, was gradually overtaken by Su Ning, JingDong also launched a strong challenge to Gome's position in the industry. This paper collects the financial data of Gome from 2010 to 2015, and focuses on the financial strategy of Gome. At first, the research background and significance of the article are expounded, and the related research situation of financial strategy theory at home and abroad is reviewed, and summarized and commented. Based on the case study of Gome, a traditional household appliance retail enterprise, this paper analyzes the external and internal environment of Gome, including its fund-raising strategy and investment strategy. Starting from four aspects of working capital strategy and profit distribution strategy, this paper analyzes the choice of Gome's financial strategy, evaluates it, and puts forward some suggestions to Gome's financial strategy in transition.
【學(xué)位授予單位】：吉林財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F721;F715.5

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