【摘要】：近年來,我國電子商務發(fā)展迅猛,網(wǎng)絡購物市場的發(fā)展前景持續(xù)看好。以寶潔公司為代表的傳統(tǒng)企業(yè)紛紛選擇網(wǎng)絡渠道銷售產(chǎn)品,并對其越來越倚重。截至目前,在阿里巴巴旗下的天貓商城開設(shè)B2C網(wǎng)絡交易商店成為大多數(shù)傳統(tǒng)企業(yè)電商渠道開拓的首選。與此同時,移動互聯(lián)網(wǎng)的快速發(fā)展使得移動端上網(wǎng)逐漸成為互聯(lián)網(wǎng)用戶的首選,通過移動端登陸天貓商城瀏覽商品信息已經(jīng)越來越頻繁。然而,在移動端流量不斷攀升的背后,銷售額卻難有顯著的提升。因此,如何將不斷攀升的移動端流量轉(zhuǎn)化為切實的銷售額已經(jīng)成為眾多企業(yè)需要思考的重要問題。對于寶潔天貓旗艦店而言,這一問題顯得尤為關(guān)鍵。 論文基于寶潔天貓旗艦店自開店以來的歷史數(shù)據(jù),首先對比分析了寶潔天貓旗艦店在PC端和移動端的銷售額表現(xiàn),發(fā)現(xiàn)目前存在的三方面主要問題：第一,移動端銷售額相對PC端顯著較低；第二,移動端銷售額在長期中未表現(xiàn)出明顯的增長態(tài)勢；第三,移動端相比PC端而言,轉(zhuǎn)化率很低。接下來,論文對產(chǎn)生上述問題的原因進行了分析,發(fā)現(xiàn)主要來自三個方面：第一,在移動端廣告策略方面,寶潔天貓旗艦店投入不足；第二,在移動端銷售促進策略方面,不管是和PC端相比,還是和競爭對手相比,寶潔天貓旗艦店的優(yōu)惠力度均有明顯缺失；第三,在移動端展現(xiàn)及技術(shù)策略方面,寶潔天貓旗艦店未能根據(jù)手機屏幕的顯示特征做出相應調(diào)整。在此基礎(chǔ)上,論文首先從以消費者需求為中心、重視移動端資源投入、提升對競爭對手的跟進程度等幾個方向?qū)殱嵦熵埰炫灥暌苿佣虽N售額的提升給出了總體方案,進而從網(wǎng)絡推廣策略、促銷溝通策略以及保障措施等方面對寶潔天貓旗艦店移動端銷售額的提升進行了具體建議。 論文的研究結(jié)果在一定程度上能夠為寶潔天貓旗艦店以及同行業(yè)其他企業(yè)在移動端銷售額的提升提供借鑒,使其在移動互聯(lián)網(wǎng)環(huán)境下實現(xiàn)更好更快的發(fā)展。
[Abstract]:In recent years, e-commerce of our country develops rapidly, the development prospect of network shopping market continues to be optimistic. Procter & Gamble as the representative of traditional enterprises have chosen network channels to sell products, and more rely on it. So far, opening B2C online trading stores in Alibaba's Tmall Mall has become the first choice for most traditional e-commerce channels. At the same time, with the rapid development of mobile Internet, mobile Internet has gradually become the first choice for Internet users. However, behind the rising mobile traffic, sales are difficult to significantly improve. Therefore, how to transform the rising mobile traffic into real sales has become an important issue for many enterprises. For Procter & Gamble's Tmall flagship store, this issue is particularly critical. Based on the historical data of Procter & Gamble Tmall flagship store since its opening, this paper first compares and analyzes the sales performance of P & G Tmall flagship store on PC side and mobile side, and finds three main problems: first, The sales volume of mobile end is significantly lower than that of PC terminal; second, the sales of mobile end has no obvious growth trend in the long run; third, the conversion rate of mobile end is very low compared with that of PC terminal. Then, the paper analyzes the reasons for the above problems, and finds that the main reasons come from three aspects: first, in the mobile side advertising strategy, P & G Tmall flagship store investment is insufficient; second, in mobile side sales promotion strategy, Compared with PC and competitors, P & G Tmall flagship store has obvious lack of preferential strength. Third, in mobile side display and technical strategy, Procter & Gamble Tmall flagship store failed to adjust to the display features of the phone screen. On the basis of this, the paper first gives the overall plan for the mobile end sales of P & G Tmall flagship store by taking consumer demand as the center, paying attention to the resource input on the mobile side, improving the follow up degree to the competitors, and so on. Furthermore, the paper gives some suggestions on how to promote the mobile sales of P & G Tmall flagship store from the aspects of network promotion strategy, promotion communication strategy and safeguard measures. To some extent, the research results can provide a reference for P & G Tmall flagship store and other enterprises in the same industry to promote the sales of mobile side, so that it can achieve better and faster development in the mobile Internet environment.
【學位授予單位】：北方工業(yè)大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F724.6

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