【摘要】：在農(nóng)業(yè)+互聯(lián)網(wǎng)的大背景下,農(nóng)產(chǎn)品電商市場前景廣闊。隨著移動互聯(lián)網(wǎng)普及深化應(yīng)用,近年來生鮮O2O如火如荼,可謂電商的最后一塊“處女地”。其中,有機(jī)生鮮垂直電商平臺也引起投資者和業(yè)內(nèi)關(guān)注,并在北京、上海等一線城市的中產(chǎn)階層興起風(fēng)潮。本文以本地最早進(jìn)入有機(jī)生鮮的S公司生鮮為案例背景,主要通過商業(yè)模式、平臺模式、O2O模式作為研究的基礎(chǔ)理論,解讀其O2O平臺商業(yè)模式演化及其發(fā)展對策,以此揭示出有機(jī)生鮮O2O平臺模式探索。文中,首先概要介紹國內(nèi)有機(jī)農(nóng)業(yè)興起背景,并剖析出國內(nèi)有機(jī)產(chǎn)業(yè)結(jié)構(gòu)和水平與國外存在較大差異的現(xiàn)狀主要是在于國內(nèi)上游供應(yīng)的特殊性,為中下游的標(biāo)準(zhǔn)化、規(guī)�；瘞碇T多隱患和不確定性風(fēng)險。因而,國內(nèi)有機(jī)農(nóng)產(chǎn)品提供商或運營商往往選擇產(chǎn)供銷一體化的商業(yè)模式。從發(fā)展趨勢來看,有機(jī)生鮮提供商或運營商應(yīng)抓住有機(jī)產(chǎn)業(yè)集群和新三農(nóng)政策紅利的機(jī)遇,根據(jù)自身戰(zhàn)略定位和優(yōu)劣勢,通過O2O商業(yè)模式創(chuàng)新,以借力方式盡量避免過重資產(chǎn),發(fā)起先發(fā)優(yōu)勢,迎來有機(jī)農(nóng)產(chǎn)品市場的爆發(fā)時機(jī)。其次,概要介紹S公司生鮮平臺定位和平臺藍(lán)圖——端到端一體化的生態(tài)價值鏈的平臺戰(zhàn)略,以及如何通過建立信任、會員機(jī)制、連鎖社區(qū)店吸引和留住用戶,如何開發(fā)與上架、品類管理運營產(chǎn)品,如何搭建農(nóng)業(yè)大平臺和資源管理系統(tǒng)整合價值鏈的源頭這三個層面,以點帶線、以線帶面逐步剖析S公司生鮮的O2O平臺商業(yè)模式實踐歷程,側(cè)面反映出企業(yè)面對變化中的市場環(huán)境,企業(yè)的商業(yè)模式如何隨之不斷演化和發(fā)展。隨后,通過有機(jī)生鮮與大眾生鮮做了簡單比對性思考,解讀出真正考驗著有機(jī)生鮮電商的平臺生態(tài)圈是否可持續(xù)和良性循環(huán)發(fā)展,關(guān)鍵甚至迫切的是通過借力或資源整合突破“綠色天花板”,即拓展更多的消費群體而不只是局限小眾高端消費需求。并通過平臺架構(gòu)“一縱一橫”和商業(yè)模式“雙邊效應(yīng)”兩個維度,對S公司生鮮O2O平臺模式發(fā)展提出一系列對策和解決途徑。最后,總結(jié)本文提到的主要觀點及趨勢展望。
[Abstract]:In the context of the agricultural Internet, the agricultural products e-commerce market prospects are broad. With the popularity and deepening of mobile Internet application, fresh O 2O in recent years is in full swing, is the last e-commerce "virgin land." Among them, organic fresh vertical ecommerce platform also attracted investors and industry attention, and in Beijing, Shanghai and other cities in the middle class rising trend. In this paper, based on the case of the earliest organic fresh S company, the evolution of the business model of the O2O platform and its development countermeasures are interpreted through the business model, the platform model and the O2O model as the basic theory of the research. This reveals the exploration of organic fresh O _ 2O platform. In this paper, the background of the rise of domestic organic agriculture is briefly introduced, and the great difference between the structure and level of domestic organic industry and that of foreign countries is analyzed. The main reason lies in the particularity of domestic upstream supply, which is the standardization of the middle and lower reaches. Scale brings many hidden dangers and uncertain risks. As a result, domestic organic agricultural product providers or operators often choose the integrated production, supply and marketing business model. From the perspective of development trend, organic fresh suppliers or operators should seize the opportunity of organic industrial clusters and the dividend of the new "three rural" policies, according to their own strategic positioning and advantages and disadvantages, through the innovation of O2O business model, and try to avoid excessive assets in the way of borrowing power. Launch first-hand advantage, ushered in the outbreak of organic agricultural markets. Secondly, it outlines the platform strategy of S company's fresh platform positioning and platform blueprint-end-to-end integration of ecological value chain, and how to attract and retain users through trust building, membership mechanism, chain community stores, How to develop and put on shelves, manage and operate products, how to build agricultural platform and resource management system integration of the source of the value chain these three levels, The practice course of the fresh O2O platform business model of S Company is analyzed step by step with the line belt surface, which reflects how the enterprise's business model evolves and develops continuously in the face of the changing market environment. Then, through the simple comparative thinking between organic fresh and popular fresh, we can find out whether the ecological platform of organic fresh and fresh food is sustainable and benign cycle development. The key is even more urgent to break through the "green ceiling" by borrowing or integrating resources, that is, by expanding the consumer base rather than limiting the high-end consumer demand of a small crowd. Through the two dimensions of "one vertical and one horizontal" and "bilateral effect", the paper puts forward a series of countermeasures and solutions to the development of S company's fresh O2O platform model. Finally, this paper summarizes the main points of view and trend outlook.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F724.6;F323.7

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