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

【摘要】：經(jīng)過(guò)十幾年的超常規(guī)擴(kuò)張后，中國(guó)家電零售連鎖行業(yè)步入一個(gè)全新的變革、轉(zhuǎn)型升級(jí)期。當(dāng)前，中國(guó)的家電零售連鎖行業(yè)呈現(xiàn)出全國(guó)性連鎖壟斷、區(qū)域性連鎖劣汰、電商渠道強(qiáng)勢(shì)崛起、混合業(yè)態(tài)跨界滲透等多元化、轉(zhuǎn)型升級(jí)的激烈競(jìng)爭(zhēng)格局。作為多元化競(jìng)爭(zhēng)格局中重要的一極，區(qū)域性連鎖在激烈的行業(yè)競(jìng)爭(zhēng)中整體上處于優(yōu)勝劣汰、穩(wěn)固防守、伺機(jī)發(fā)展的態(tài)勢(shì)。CB集團(tuán)電器（以下均簡(jiǎn)稱為CB電器）是中國(guó)區(qū)域性家電連鎖企業(yè)的重要代表，2012年位居全國(guó)家電連鎖銷售額前十強(qiáng)第六名。目前，CB電器正受到行業(yè)競(jìng)爭(zhēng)加劇，經(jīng)營(yíng)環(huán)境復(fù)雜化、發(fā)展模式單一、持續(xù)增長(zhǎng)乏力等問(wèn)題的困擾。在新的競(jìng)爭(zhēng)形勢(shì)下，如何制定科學(xué)的發(fā)展戰(zhàn)略，再續(xù)輝煌，是CB電器必須解決的關(guān)鍵問(wèn)題。 融合家電連鎖經(jīng)營(yíng)和戰(zhàn)略管理理論，綜合運(yùn)用PEST、SWOT、五力模型等分析工具，深入研判CB電器面臨的內(nèi)外部發(fā)展環(huán)境和市場(chǎng)競(jìng)爭(zhēng)態(tài)勢(shì)，提出與國(guó)美、蘇寧兩個(gè)全國(guó)性連鎖企業(yè)在西南地區(qū)競(jìng)爭(zhēng)中采取在規(guī)模擴(kuò)張基礎(chǔ)上的差異化競(jìng)爭(zhēng)的發(fā)展戰(zhàn)略。CB電器需要在人才、組織架構(gòu)、物流系統(tǒng)、信息平臺(tái)、戰(zhàn)略合作、品牌整合與推廣、資金支持和風(fēng)險(xiǎn)防范等方面做好工作，全面推行精細(xì)化運(yùn)營(yíng)提升公司運(yùn)營(yíng)質(zhì)量和規(guī)模效應(yīng)；發(fā)揮好百貨、超市、電器多業(yè)態(tài)整合后的互動(dòng)組合優(yōu)勢(shì)，在營(yíng)銷、擴(kuò)張、多元運(yùn)作上打造獨(dú)特的競(jìng)爭(zhēng)力；對(duì)內(nèi)進(jìn)一步完善核心區(qū)域的戰(zhàn)略防守鏈，對(duì)外加快向二、三、四級(jí)市場(chǎng)滲透，積極拓展西南區(qū)域市場(chǎng)，擴(kuò)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(dòng)，開辟電商領(lǐng)域，，打造復(fù)合渠道，豐富競(jìng)爭(zhēng)途徑，擴(kuò)展生存與發(fā)展空間。 論文分為七個(gè)部分。第一部分為研究背景、目的及意義；第二部分為相關(guān)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(nèi)部環(huán)境分析；第五部分對(duì)CB電器的經(jīng)營(yíng)發(fā)展進(jìn)行SWOT分析；第六部分提出CB集團(tuán)電器連鎖經(jīng)營(yíng)的未來(lái)發(fā)展戰(zhàn)略及保障措施；第七部分為結(jié)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(xué)位授予單位】：重慶理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.6;F721.7;F272

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