【摘要】：在全球互聯(lián)網(wǎng)及移動互聯(lián)網(wǎng)快速發(fā)展的大背景下,電子商務(wù)的本地化轉(zhuǎn)型逐漸被人們所青睞,信息與實物的緊密聯(lián)系以及線上與線下的互動成為人們追求的新趨勢。日前,Amazon、eBay、Google等一些網(wǎng)上知名品牌商開始創(chuàng)建實體店,究其原因,則是為了通過實體店能更直接地聯(lián)系到線下消費者,與B2C類純粹的電商模式相比,此類實體店更有助于為客戶提供優(yōu)質(zhì)的消費體驗。在客戶體驗方面,傳統(tǒng)零售企業(yè)則有著先天的優(yōu)勢,為了更好的與電商企業(yè)競爭,其有必要發(fā)展"鼠標+實體"的新商業(yè)模式。移動互聯(lián)網(wǎng)的迅速崛起掀起了互聯(lián)網(wǎng)的新革命,O2O(線上對線下)的概念應(yīng)運而生。線上線下雖然各有所長,但二者相互促進,具有融合的歷史必然性。在這樣的新形勢下,百盛連鎖百貨集團同樣面臨著轉(zhuǎn)型的必要性。本文通過SWOT分析法全面分析了百盛企業(yè)目前傳統(tǒng)商業(yè)模式的優(yōu)缺點,并根據(jù)蘇寧、國美等零售企業(yè)進行O2O新商業(yè)模式的轉(zhuǎn)型策略,從三大層面分析了百盛連鎖百貨結(jié)合O2O新模式進行商業(yè)模式變革的歷史必然性,即核心戰(zhàn)略層面、執(zhí)行推動層面(包括企業(yè)文化、企業(yè)家精神、洞察力、創(chuàng)新能力)以及操作層面(產(chǎn)品、市場范圍、營銷手段、組織管理),進而得出百盛連鎖百貨O2O新商業(yè)模式的基本框架。同時,在對百盛連鎖百貨進行傳統(tǒng)商業(yè)模式變革框架分析的基礎(chǔ)上,本文通過將其與傳統(tǒng)零售業(yè)O2O新商業(yè)模式變革的對比,創(chuàng)新性地提出了適合自身發(fā)展的O2O變革新模式,并在此基礎(chǔ)上進行了營銷策略的改進分析,筆者展望百盛連鎖百貨會成為互聯(lián)網(wǎng)發(fā)展浪潮中的一個具有代表意義的符號存在。
[Abstract]:Under the background of the rapid development of the global Internet and mobile Internet, the localization transformation of e-commerce has gradually been favored by people. The close relationship between information and physical objects and the interaction between online and offline has become a new trend that people pursue. A few days ago, some well-known online brands, such as Amazon eBay Google, started to create physical stores, and the reason is that they can reach offline consumers more directly, compared with the pure e-commerce model of B2C. This kind of brick-and-mortar shop is more helpful to provide the high-quality consumer experience for the customer. In terms of customer experience, traditional retail enterprises have inherent advantages, in order to better compete with e-commerce enterprises, it is necessary to develop a new business model of "mouse entity". The rapid rise of mobile Internet has set off a new revolution in the Internet, the concept of O2O (online to offline) came into being. Although they have their own strong points, they promote each other and have the historical inevitability of fusion. In such a new situation, Pepsi chain Department Store Group is also facing the necessity of transformation. This paper comprehensively analyzes the advantages and disadvantages of the traditional business model of Baisheng enterprise through SWOT analysis, and carries out the transformation strategy of the new business model of O _ 2O based on Su Ning, Gome and other retail enterprises. This paper analyzes the historical inevitability of the transformation of business model from three aspects: core strategic level, executive promotion level (including corporate culture, entrepreneurship, insight, etc.) Innovation ability) and operational level (product, market scope, marketing means, organization and management), and then the basic framework of the new business model of Parkson chain O _ 2O is obtained. At the same time, based on the analysis of the framework of the traditional business model reform of Pepsi chain, this paper compares it with the new business model of the traditional retail industry, and innovatively proposes a new mode of O2O reform suitable for its own development. On the basis of this, the author analyzes the improvement of marketing strategy, and the author looks forward to Parkson's chain department store as a symbolic existence in the wave of Internet development.
【學位授予單位】：山西大學
【學位級別】：碩士
【學位授予年份】：2016
【分類號】：F717;F713.36

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