本文選題：CB集團電器連鎖　切入點：區(qū)域性連鎖　出處：《重慶理工大學》2014年碩士論文

【摘要】：經過十幾年的超常規(guī)擴張后，中國家電零售連鎖行業(yè)步入一個全新的變革、轉型升級期。當前，中國的家電零售連鎖行業(yè)呈現(xiàn)出全國性連鎖壟斷、區(qū)域性連鎖劣汰、電商渠道強勢崛起、混合業(yè)態(tài)跨界滲透等多元化、轉型升級的激烈競爭格局。作為多元化競爭格局中重要的一極，區(qū)域性連鎖在激烈的行業(yè)競爭中整體上處于優(yōu)勝劣汰、穩(wěn)固防守、伺機發(fā)展的態(tài)勢。CB集團電器（以下均簡稱為CB電器）是中國區(qū)域性家電連鎖企業(yè)的重要代表，2012年位居全國家電連鎖銷售額前十強第六名。目前，CB電器正受到行業(yè)競爭加劇，經營環(huán)境復雜化、發(fā)展模式單一、持續(xù)增長乏力等問題的困擾。在新的競爭形勢下，如何制定科學的發(fā)展戰(zhàn)略，再續(xù)輝煌，是CB電器必須解決的關鍵問題。 融合家電連鎖經營和戰(zhàn)略管理理論，綜合運用PEST、SWOT、五力模型等分析工具，深入研判CB電器面臨的內外部發(fā)展環(huán)境和市場競爭態(tài)勢，提出與國美、蘇寧兩個全國性連鎖企業(yè)在西南地區(qū)競爭中采取在規(guī)模擴張基礎上的差異化競爭的發(fā)展戰(zhàn)略。CB電器需要在人才、組織架構、物流系統(tǒng)、信息平臺、戰(zhàn)略合作、品牌整合與推廣、資金支持和風險防范等方面做好工作，全面推行精細化運營提升公司運營質量和規(guī)模效應；發(fā)揮好百貨、超市、電器多業(yè)態(tài)整合后的互動組合優(yōu)勢，在營銷、擴張、多元運作上打造獨特的競爭力；對內進一步完善核心區(qū)域的戰(zhàn)略防守鏈，對外加快向二、三、四級市場滲透，積極拓展西南區(qū)域市場，擴大整體規(guī)模和戰(zhàn)略縱深；積極依托CB公司（為CB電器母公司）電商戰(zhàn)略的啟動，開辟電商領域，，打造復合渠道，豐富競爭途徑，擴展生存與發(fā)展空間。 論文分為七個部分。第一部分為研究背景、目的及意義；第二部分為相關理論概述；第三部分為CB電器外部環(huán)境分析；第四部分為CB電器內部環(huán)境分析；第五部分對CB電器的經營發(fā)展進行SWOT分析；第六部分提出CB集團電器連鎖經營的未來發(fā)展戰(zhàn)略及保障措施；第七部分為結論。
[Abstract]:After more than ten years of extraordinary expansion, China's household appliance retail chain industry has stepped into a new transformation and upgrading period.At present, the domestic appliance retail chain industry in China presents a fierce competition pattern of national chain monopoly, regional chain survival, strong rise of e-commerce channels, cross-border penetration of mixed business, and transformation and upgrading.As an important pole in the pluralistic competition pattern, regional chains in the fierce competition in the industry as a whole in the survival of the fittest, solid defense,CB Group Electrical Appliances (hereinafter referred to as CB Electrical Appliances) is an important representative of China's regional household appliance chain enterprises. In 2012, it ranked sixth among the top 10 domestic appliance chain sales in China.At present, CB electric appliance is beset by such problems as intensified competition, complicated operating environment, single development mode and weak sustained growth.In the new competitive situation, how to formulate scientific development strategy and continue the brilliance is the key problem that CB Electric must solve.Combining the theory of household appliance chain operation and strategic management, synthetically using the tools of PEST-SWOT, five-force model and other analytical tools, this paper makes a thorough study of the internal and external development environment and market competition situation faced by CB electrical appliances, and puts forward a proposal with Gome.Su Ning two national chain enterprises adopt the development strategy of differentiation competition on the basis of scale expansion in Southwest China. CB Electrical Appliance needs talents, organizational structure, Logistics system, Information platform, Strategic Cooperation, Brand Integration and Promotion.We should do a good job in the aspects of capital support and risk prevention, comprehensively carry out fine operation to enhance the company's operation quality and scale effect, give full play to the interactive combination advantages after the integration of department stores, supermarkets and electrical appliances, and expand in marketing and expansion.Build unique competitive power in multiple operation, perfect the strategic defense chain of the core region further, speed up the penetration to the second, third and fourth level market outside, actively expand the southwest regional market, expand the overall scale and strategic depth;Actively rely on CB (CB Electric parent company) e-commerce strategy, open up the field of e-commerce, create a composite channel, enrich the way of competition, expand the space for survival and development.The paper is divided into seven parts.The first part is the research background, the purpose and the significance; the second part is the related theory overview; the third part is the CB electric appliance external environment analysis; the fourth part is the CB electrical appliance internal environment analysis; the fifth part carries on the SWOT analysis to the CB electric appliance management development;The sixth part puts forward the future development strategy and safeguard measures of CB Group's electrical chain operation, the seventh part is the conclusion.
【學位授予單位】：重慶理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.6;F721.7;F272

【參考文獻】

相關期刊論文 前7條

1 吳紅光;;我國本土零售商的盈利模式與規(guī)模擴張——以蘇寧、國美為例[J];社會科學家;2010年04期

2 盛朝迅;;基于業(yè)態(tài)變異視角的我國百貨業(yè)盈利模式思考[J];商業(yè)經濟與管理;2011年02期

3 劉爽;朱德潤;;電子商務突圍——論大型家電連鎖零售商經營模式的轉變[J];中國市場;2012年02期

4 楊林;張敏;;國外企業(yè)戰(zhàn)略變革理論與經驗研究綜述[J];外國經濟與管理;2008年05期

5 陳建校;;企業(yè)戰(zhàn)略管理理論的發(fā)展脈絡與流派述評[J];學術交流;2009年04期

6 方惠;乞建勛;;連鎖企業(yè)規(guī)模擴張機理及其在我國的發(fā)展[J];中國軟科學;2005年02期

7 趙寶山;;基于五力模型的家電連鎖行業(yè)競爭態(tài)勢研究[J];河北北方學院學報(社會科學版);2013年05期

本文編號：1704104