SN連鎖企業(yè)集團(tuán)三四級(jí)市場(chǎng)營(yíng)銷模式創(chuàng)新研究
發(fā)布時(shí)間：2018-11-12 13:50
【摘要】：始于20世紀(jì)90年代初的家電零售業(yè),已由小規(guī)模企業(yè)數(shù)量眾多的自由競(jìng)爭(zhēng)時(shí)代,過(guò)渡到數(shù)家家電連鎖巨頭呼風(fēng)喚雨的寡頭競(jìng)爭(zhēng)時(shí)代。SN連鎖企業(yè)集團(tuán)作為家電連鎖巨頭中的佼佼者,基本實(shí)現(xiàn)了國(guó)內(nèi)一二級(jí)市場(chǎng)的無(wú)縫隙覆蓋。2010年,SN連鎖企業(yè)集團(tuán)電商業(yè)務(wù)正式上線運(yùn)營(yíng),銷售規(guī)模每年均有200%的增長(zhǎng)。但由于新拓展的線上業(yè)務(wù)和既有的線下業(yè)務(wù)之間的協(xié)調(diào)性差,未達(dá)成l+12的較為明顯的整合效應(yīng)。受宏觀經(jīng)濟(jì)下行、政策紅利到期影響,家電實(shí)體零售行業(yè)整體呈現(xiàn)下滑趨勢(shì),2012年,SN連鎖企業(yè)集團(tuán)的業(yè)績(jī)首次出現(xiàn)負(fù)增長(zhǎng),凈利潤(rùn)下降超出44%。2013年,SN連鎖企業(yè)集團(tuán)轉(zhuǎn)型提速,明確提出“店商+電商+零售服務(wù)商”的“云商模式”發(fā)展定位,三四級(jí)市場(chǎng)營(yíng)銷模式的創(chuàng)新還是沒(méi)有足夠重視。 企業(yè)的持續(xù)發(fā)展有兩條基本途徑：一是提高管理效率實(shí)現(xiàn)內(nèi)生增長(zhǎng)；二是通過(guò)快速拓展實(shí)現(xiàn)規(guī)模效益。管理已精細(xì)化的SN連鎖企業(yè)集團(tuán),在實(shí)現(xiàn)內(nèi)生增長(zhǎng)方面當(dāng)然還有空間,但至少?gòu)慕窈笕舾赡昕?容量巨大、SN連鎖企業(yè)集團(tuán)占有率不高的三四級(jí)市場(chǎng)的拓展,是SN連鎖企業(yè)集團(tuán)實(shí)現(xiàn)持續(xù)增長(zhǎng)的重要途徑。 三四級(jí)市場(chǎng)與一二級(jí)市場(chǎng)的環(huán)境不同,兩類市場(chǎng)消費(fèi)者的密集程度和購(gòu)買(mǎi)力都相差甚遠(yuǎn),前者的售后、物流成本也比后者高出不少,這些差異都決定了,SN連鎖企業(yè)集團(tuán)在三四級(jí)市場(chǎng),不能照搬主要依托一二級(jí)市場(chǎng)形成的自營(yíng)模式。營(yíng)銷模式的創(chuàng)新不是零起點(diǎn)的研發(fā),關(guān)鍵是經(jīng)營(yíng)者能否打破既有思維的束縛,尋找到產(chǎn)品、價(jià)格、渠道、促銷、團(tuán)隊(duì)等營(yíng)銷資源新的排列組合。 本文分為六章。第一章為緒論,闡述的是研究背景、意義；國(guó)內(nèi)外關(guān)于營(yíng)銷模式、連鎖經(jīng)營(yíng)、供應(yīng)鏈等方面的研究成果；三四級(jí)市場(chǎng)、商業(yè)連鎖、家電連鎖零售業(yè)等與本文相關(guān)的核心概念；本文的研究思路、方法、內(nèi)容等。第二章主要是總結(jié)分析支撐本文的相關(guān)理論：戰(zhàn)略管理理論、供應(yīng)鏈管理理論、機(jī)制設(shè)計(jì)理論及SWOT分析法等。第三章多維度分析了SN集團(tuán)的發(fā)展歷程,尤其是三四級(jí)市場(chǎng)營(yíng)銷網(wǎng)絡(luò)拓展模式形成及發(fā)展過(guò)程。第四章基于SWOT分析,具體闡述了SN集團(tuán)在三四級(jí)市場(chǎng)面臨的機(jī)遇與挑戰(zhàn),從而展示出SN集團(tuán)營(yíng)銷模式創(chuàng)新的實(shí)踐背景。第五章提出SN集團(tuán)三四級(jí)市場(chǎng)營(yíng)銷模式創(chuàng)新的基本思路及具體行動(dòng)策略。最后一章為本文的研究結(jié)論與展望部分。
[Abstract]:Home appliance retailing, which began in the early 1990s, has been developed from the era of free competition with a large number of small-scale enterprises. The transition to the oligopoly era of several household appliance chain giants. SN chain enterprise group, as the leader of the household appliance chain giant, basically realized the seamless coverage of the domestic primary and secondary market. In 2010, SN chain group e-commerce business is officially online operation, sales scale is 200% growth every year. However, due to the poor coordination between the newly expanded online services and the existing offline services, the obvious integration effect of l12 has not been achieved. As a result of the macroeconomic downturn and the expiration of the policy dividend, the household appliance retail industry as a whole showed a downward trend. In 2012, the SN chain group reported negative growth for the first time, with net profits falling by more than 44.2013. The transformation of SN chain enterprise group is speeding up, and clearly puts forward the development orientation of "cloud business model" of "store e-commerce retail service provider", and the innovation of the third and fourth level marketing mode is still not paid enough attention to. The sustainable development of enterprises has two basic ways: one is to improve the efficiency of management to achieve endogenous growth; the other is to achieve economies of scale through rapid expansion. The well-managed SN chain enterprise group, of course, still has room to achieve endogenous growth, but at least in the next few years, the capacity of the SN chain enterprise group is huge and the market at the third and fourth levels, where the share of the SN chain enterprise group is not high, is expanding. Is the SN chain enterprise group realizes the sustained growth the important way. The environment of the third and fourth levels of the market is different from that of the first and secondary markets. The intensity and purchasing power of consumers in the two kinds of markets are very different. In the former, after sales, the logistics costs are also much higher than the latter. All these differences have determined that SN chain enterprise group in the third and fourth level market, can not copy mainly rely on the primary and secondary market formation of self-support model. The innovation of marketing mode is not a zero starting point of R & D, the key is whether the operator can break the shackles of existing thinking and find the new arrangement and combination of marketing resources such as product, price, channel, promotion, team and so on. This paper is divided into six chapters. The first chapter is the introduction, which describes the research background and significance, domestic and foreign research results on marketing model, chain management, supply chain and other aspects, third and fourth level market, commercial chain, household appliance chain retailing and other related core concepts. This article research thought, method, content and so on. The second chapter is the summary and analysis of the relevant theories: strategic management theory, supply chain management theory, mechanism design theory and SWOT analysis. The third chapter analyzes the development course of SN Group, especially the formation and development process of the third and fourth level marketing network expansion model. Based on the analysis of SWOT, the fourth chapter elaborates the opportunity and challenge that SN Group faces in the third and fourth level market, thus showing the practical background of the innovation of marketing mode of SN Group. The fifth chapter puts forward the basic idea and concrete action strategy of SN Group's three-and-fourth level marketing mode innovation. The last chapter is the conclusion and prospect of this paper.
【學(xué)位授予單位】：南京理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F274;F426.6
[Abstract]:Home appliance retailing, which began in the early 1990s, has been developed from the era of free competition with a large number of small-scale enterprises. The transition to the oligopoly era of several household appliance chain giants. SN chain enterprise group, as the leader of the household appliance chain giant, basically realized the seamless coverage of the domestic primary and secondary market. In 2010, SN chain group e-commerce business is officially online operation, sales scale is 200% growth every year. However, due to the poor coordination between the newly expanded online services and the existing offline services, the obvious integration effect of l12 has not been achieved. As a result of the macroeconomic downturn and the expiration of the policy dividend, the household appliance retail industry as a whole showed a downward trend. In 2012, the SN chain group reported negative growth for the first time, with net profits falling by more than 44.2013. The transformation of SN chain enterprise group is speeding up, and clearly puts forward the development orientation of "cloud business model" of "store e-commerce retail service provider", and the innovation of the third and fourth level marketing mode is still not paid enough attention to. The sustainable development of enterprises has two basic ways: one is to improve the efficiency of management to achieve endogenous growth; the other is to achieve economies of scale through rapid expansion. The well-managed SN chain enterprise group, of course, still has room to achieve endogenous growth, but at least in the next few years, the capacity of the SN chain enterprise group is huge and the market at the third and fourth levels, where the share of the SN chain enterprise group is not high, is expanding. Is the SN chain enterprise group realizes the sustained growth the important way. The environment of the third and fourth levels of the market is different from that of the first and secondary markets. The intensity and purchasing power of consumers in the two kinds of markets are very different. In the former, after sales, the logistics costs are also much higher than the latter. All these differences have determined that SN chain enterprise group in the third and fourth level market, can not copy mainly rely on the primary and secondary market formation of self-support model. The innovation of marketing mode is not a zero starting point of R & D, the key is whether the operator can break the shackles of existing thinking and find the new arrangement and combination of marketing resources such as product, price, channel, promotion, team and so on. This paper is divided into six chapters. The first chapter is the introduction, which describes the research background and significance, domestic and foreign research results on marketing model, chain management, supply chain and other aspects, third and fourth level market, commercial chain, household appliance chain retailing and other related core concepts. This article research thought, method, content and so on. The second chapter is the summary and analysis of the relevant theories: strategic management theory, supply chain management theory, mechanism design theory and SWOT analysis. The third chapter analyzes the development course of SN Group, especially the formation and development process of the third and fourth level marketing network expansion model. Based on the analysis of SWOT, the fourth chapter elaborates the opportunity and challenge that SN Group faces in the third and fourth level market, thus showing the practical background of the innovation of marketing mode of SN Group. The fifth chapter puts forward the basic idea and concrete action strategy of SN Group's three-and-fourth level marketing mode innovation. The last chapter is the conclusion and prospect of this paper.
【學(xué)位授予單位】：南京理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F274;F426.6
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