發(fā)布時間：2018-03-04 23:21

  本文選題：百貨業(yè)務(wù)　切入點：競爭戰(zhàn)略　出處：《山東大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：改革開放30年以來,百貨業(yè)的發(fā)展已經(jīng)成為拉動國內(nèi)經(jīng)濟(jì)需求的重要力量。但近年來,由于濟(jì)增速逐步放緩、網(wǎng)絡(luò)電商迅猛發(fā)展、國際商家加速擴(kuò)張以及行業(yè)內(nèi)部積弊叢生,中國百貨零售業(yè)開始面臨高成本、高競爭、低回報、難擴(kuò)張、資源壟斷等諸多難題。業(yè)界眾多學(xué)者、商業(yè)領(lǐng)袖紛紛開始探索百貨業(yè)在新形勢下的變革之道。一時間,百貨業(yè)變革理論斷層出不窮,企業(yè)莫衷一是。此時,研究和探索百貨企業(yè)的競爭戰(zhàn)略具有極強(qiáng)的現(xiàn)實意義。 論文研究對象——振華百貨集團(tuán)股份有限公司由1994年集體所有制企業(yè)改制而來。集團(tuán)涉及精品百貨、量販超市、家電、房地產(chǎn)、酒店、餐飲等多項業(yè)務(wù),其中尤以百貨業(yè)為支柱性產(chǎn)業(yè)。2006年開始,振華百貨業(yè)務(wù)積極對外擴(kuò)張,通過兼并、收購、自行開發(fā)等多種手段迅速擴(kuò)展市場。2012年,百貨零售業(yè)務(wù)開始步入低谷,業(yè)績明顯下滑。企業(yè)內(nèi)部,前期兼并整合工作難度加劇,企業(yè)接班人問題提上日程。企業(yè)外部,行業(yè)環(huán)境惡化,網(wǎng)絡(luò)電商分流客群,國際、國內(nèi)同行競相搶占市場空間。企業(yè)沿用慣性思維開展競爭活動,導(dǎo)致百貨業(yè)務(wù)陷入競爭困境。 通過訪談、文獻(xiàn)研究、比較研究等方法,結(jié)合自身工作經(jīng)驗,論文對振華集團(tuán)百貨業(yè)務(wù)競爭戰(zhàn)略進(jìn)行了研究。首先,利用PEST分析、“五力”模型、戰(zhàn)略組群等工具系統(tǒng)分析了振華集團(tuán)百貨業(yè)務(wù)的宏觀環(huán)境、產(chǎn)業(yè)結(jié)構(gòu)以及主要競爭對手。繼而,通過調(diào)查現(xiàn)行競爭戰(zhàn)略、分解當(dāng)前價值鏈等手段分析其主要競爭活動,并直觀的反應(yīng)在戰(zhàn)略布局圖上。最終,綜合比較行業(yè)內(nèi)諸多變革理論,結(jié)合振華百貨自身情況,利用藍(lán)海戰(zhàn)略四步動作模型調(diào)整其戰(zhàn)略布局圖,為振華百貨業(yè)務(wù)重新設(shè)定競爭戰(zhàn)略。 根據(jù)研究,振華百貨業(yè)務(wù)應(yīng)考慮采取聚焦戰(zhàn)略,避免與同行趨同競爭。通過延伸售后服務(wù),提升服務(wù)品質(zhì)；開發(fā)膠東縣級市場,進(jìn)行地域聚焦；利用主題百貨卡位市場,實現(xiàn)品類聚焦；利用成熟平臺,開展主題電商。通過分解企業(yè)價值鏈,振華百貨需要在信息化、服務(wù)技術(shù)、人力資源、營銷活動等方面做出調(diào)整以實現(xiàn)該競爭戰(zhàn)略。信息化建設(shè)中的單品管理、數(shù)據(jù)挖掘與信息共享構(gòu)成戰(zhàn)略成功的基礎(chǔ)層面。服務(wù)技巧開發(fā)與人力資源的保障措施相輔相成。營銷活動主要傾向于利用新興的微營銷手段以及不同于以往理性價值判斷的情感營銷方式。針對戰(zhàn)略變革中可能出現(xiàn)的阻力,論文采用引爆點領(lǐng)導(dǎo)法提出了克服辦法。 論文希望通過對振華集團(tuán)百貨業(yè)務(wù)競爭戰(zhàn)略的研究,為該企業(yè)在戰(zhàn)略轉(zhuǎn)型的過程中提供一套可供參考與選擇的可行性方案。論文還對中國百貨行業(yè)發(fā)展的積弊以及目前流行的變革觀點做出了分析,對正處于變革浪潮中的百貨商家有一定的借鑒意義。
[Abstract]:Since the reform and opening up 30 years ago, the development of the department store industry has become an important force in driving domestic economic demand. However, in recent years, due to the gradual slowdown in economic growth, the rapid development of Internet e-commerce, the accelerated expansion of international businesses and the accumulation of problems within the industry, Chinese department stores are beginning to face many problems, such as high cost, high competition, low returns, difficult expansion, monopoly of resources, and so on. Many scholars and business leaders in the industry have begun to explore ways to change the department store industry in the new situation. For a while, The theory of department store reform emerges in endlessly, and the enterprises have different opinions. At this time, it is of great practical significance to study and explore the competition strategy of department stores. The research object of this paper is Zhenhua Department Store Group Co., Ltd., which was reorganized by collective-owned enterprises in 1994. The Group is involved in many businesses, such as boutique department stores, supermarkets, household appliances, real estate, hotels, restaurants, and so on. Since 2006, Zhenhua Department Store has been actively expanding its business abroad, rapidly expanding its market through mergers, acquisitions, self-development and other means. In 2012, the department store retail business began to enter a low point. The performance is obviously declining. The difficulty of merger and integration in the early period is becoming more and more difficult. The issue of enterprise successor is on the agenda. The external enterprise, the deterioration of the industry environment, the network ecommerce distributes the customer group, the international, Domestic peers compete to occupy the market space. Enterprises follow the inertia thinking to carry out competition activities, leading to the department store business into a competitive dilemma. Through the methods of interview, literature research, comparative study and combining with own work experience, this paper studies the competitive strategy of Zhenhua Group's department store business. Firstly, using PEST analysis, "five forces" model, This paper systematically analyzes the macro environment, industrial structure and main competitors of the department store business of Zhenhua Group. Then, by investigating the current competition strategy and decomposing the current value chain, we analyze its main competitive activities. And intuitionistic response in the strategic layout map. Finally, comprehensive comparison of a lot of changes in the industry theory, combined with Zhenhua Department Store's own situation, using the blue sea strategic four-step action model to adjust its strategic layout map, For Zhenhua department store business re-set competitive strategy. According to the study, Zhenhua Department Store should consider adopting a focused strategy to avoid competition with its peers. Through extending after-sales service to improve service quality, it should develop the Jiaodong county market and focus on the region; and make use of the themed department store card market. Achieve category focus; use mature platforms to develop thematic e-commerce. By breaking down the enterprise value chain, Zhenhua Department Store needs information, service technology, human resources, Marketing activities and other aspects to make adjustments to achieve the competitive strategy. Information in the construction of individual products management, Data mining and information sharing constitute the foundation of strategic success. Service skill development and human resources guarantee complement each other. Marketing activities mainly tend to use new micro-marketing means and different from previous rationality. Value judgment of emotional marketing. In view of the possible resistance in strategic change, The method of tipping point leadership is used to overcome the problem. The thesis hopes to study the competitive strategy of Zhenhua Group's department store business. This paper provides a set of feasible schemes for reference and choice in the process of strategic transformation. The paper also analyzes the disadvantages of the development of the department store industry in China and the current popular viewpoint of change. Is in the wave of change in the Department Store has a certain reference significance.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F724.2;F272

【參考文獻(xiàn)】

相關(guān)期刊論文 前5條

1 幸秋玉;;百貨零售業(yè)規(guī)模經(jīng)濟(jì)運用簡析[J];經(jīng)營管理者;2013年17期

2 王亞麗;;我國百貨業(yè)雙向流通運行模式構(gòu)建思路[J];商業(yè)時代;2013年10期

3 李駿陽;;對百貨商店非自營模式合理性的探討[J];商業(yè)時代;2013年26期

4 吳];;中國百貨企業(yè)發(fā)展電子商務(wù)的對策研究[J];中國商貿(mào);2013年14期

5 吳雪軍;;中國百貨業(yè)需要品類管理[J];信息與電腦;2013年02期

相關(guān)博士學(xué)位論文 前4條

1 馮煒;消費者網(wǎng)絡(luò)購物信任影響因素的實證研究[D];浙江大學(xué);2010年

2 王兵;企業(yè)聚焦戰(zhàn)略理論與實證研究[D];武漢理工大學(xué);2012年

3 王娟;基于消費者行為的零售業(yè)態(tài)演進(jìn)研究[D];中南大學(xué);2012年

4 安新華;商品供應(yīng)鏈中零售商逆向控制研究[D];武漢理工大學(xué);2012年

，

本文編號：1567766