本文選題：價(jià)格感知　切入點(diǎn)：網(wǎng)絡(luò)促銷　出處：《南京大學(xué)》2015年碩士論文

【摘要】：網(wǎng)絡(luò)的普及為網(wǎng)絡(luò)零售業(yè)務(wù)的發(fā)展和壯大帶來了良好的契機(jī),網(wǎng)絡(luò)營銷作為一種全新的營銷方式也為企業(yè)架起了一座通向更為廣闊天地的橋梁。在這樣一個(gè)大背景下,我國涌現(xiàn)出了一大批網(wǎng)絡(luò)零售網(wǎng)站,其中最為著名的當(dāng)屬阿里巴巴集團(tuán)旗下的淘寶網(wǎng)。隨著B2C市場規(guī)模逐年增加,淘寶網(wǎng)于2008年正式開展B2C業(yè)務(wù)——淘寶商城營運(yùn)而生,并在2012年更名為天貓。經(jīng)過近七年的發(fā)展,天貓擁有數(shù)以萬計(jì)的商家,占據(jù)著我國B2C市場絕對(duì)主導(dǎo)的地位。然而,中國B2C市場的競爭已經(jīng)進(jìn)入白熱化的階段,面對(duì)其他自營平臺(tái)逐漸清晰化的定位,天貓正在努力轉(zhuǎn)型,一起完成成立當(dāng)初的夢想,建立一個(gè)品質(zhì)化、杜絕假貨的品牌商場。隨著越來越多的傳統(tǒng)品牌在天貓等B2C平臺(tái)上開展B2C業(yè)務(wù),他們又該如何應(yīng)對(duì)消費(fèi)升級(jí)和平臺(tái)轉(zhuǎn)型,來調(diào)整自身的營銷策略?為了解答這個(gè)問題,本文通過一組面板數(shù)據(jù),比較分析了價(jià)格促銷與非價(jià)格促銷策略對(duì)天貓商城的經(jīng)營績效的影響,發(fā)現(xiàn)單純依賴價(jià)格促銷的策略并不是最有效的經(jīng)營方式,繼而為天貓旗艦店的健康運(yùn)營提出實(shí)踐性指導(dǎo)。另一方面,直接對(duì)比了價(jià)格促銷主導(dǎo)和非價(jià)格促銷主導(dǎo)的兩家B2C平臺(tái)賣家的銷售狀況,得出了品牌商需要適時(shí)調(diào)整其B2C發(fā)展戰(zhàn)略,把B2C平臺(tái)作為品牌展示、與消費(fèi)者溝通的新接觸點(diǎn)的結(jié)論。綜上,本研究主要以在天貓平臺(tái)賣家的運(yùn)營狀況為切入點(diǎn),結(jié)合前人在感知價(jià)格、網(wǎng)絡(luò)促銷和網(wǎng)絡(luò)廣告等領(lǐng)域的理論和實(shí)證研究結(jié)論,為商家們在B2C平臺(tái)上的促銷策略和戰(zhàn)略轉(zhuǎn)型提供了理論支持和實(shí)踐經(jīng)
[Abstract]:The popularity of the network brings a good opportunity for the development and expansion of the network retail business. As a new marketing method, the network marketing has also built a bridge leading to a wider world for enterprises. A large number of online retail websites have emerged in China, the most famous of which are Taobao, which is owned by Alibaba Group. With the scale of B2C market increasing year by year, Taobao launched its B2C business, Taobao Mall, in 2008. And changed its name to Tmall in 2012. After nearly seven years of development, Tmall has tens of thousands of businesses, occupying an absolute dominant position in China's B2C market. However, the competition in China's B2C market has entered a stage of intense competition. In the face of other self-supporting platforms gradually becoming clear positioning, Tmall is working hard to transform, together to complete the establishment of the original dream, to establish a quality, With more and more traditional brands developing B2C business on B2C platform such as Tmall, how should they cope with consumption upgrade and platform transformation to adjust their marketing strategy? In order to answer this question, this paper compares and analyzes the impact of price promotion and non-price promotion on Tmall's performance through a set of panel data, and finds that the strategy of relying solely on price promotion is not the most effective management method. On the other hand, it directly compares the sales situation of two B2C platform sellers with price promotion leading and non-price promotion leading. The conclusion is that brand merchants need to adjust their B2C development strategy timely, take B2C platform as brand display, and communicate with consumers as a new point of contact. In summary, this study mainly focuses on the operating situation of sellers on Tmall platform. Combined with the previous theoretical and empirical research results in the fields of perceived price, online promotion and online advertising, this paper provides theoretical support and practical practice for the promotion strategy and strategic transformation of merchants on B2C platform.
【學(xué)位授予單位】：南京大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F724.6

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本文編號(hào)：1693890