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论文编号：	11205
作者编号：	2320170713
上传时间：	2019/12/9 11:11:11
中文题目：	海尔智慧家庭的顾客价值研究
英文题目：	Research on the Customer Value of Haier Smart Home
指导老师：	柳茂平 副教授
中文关键字：	智慧家庭 顾客价值 平台战略 人单合一
英文关键字：	Smart Home；Customer Value；Platform strategic；Rendanheyi
中文摘要：	经过30多年的发展，家电行业整体处于成熟期，市场趋于饱和。进入2019年，“市场不好、需求下滑、销量大跌”成为家电行业的主旋律。根据奥维云网数据显示，19年上半年家电行业整体下跌3.2%，家电行业集体“遇冷”，如何才能保持竞争力，避免被淘汰，成为家电厂商共同面临的课题。同时，万物互联、智慧家庭场景化正成为家电行业的发展趋势，据IDC预测2030年每个中国家庭将拥有40-50个设备传感器，而目前中国智慧家庭渗透率仅有4.9%，远低于欧美主要发达国家的20%-30%。 对于老牌家电企业海尔来说，如何在现有家电业务激烈的竞争中持续保持领先，同时又能围绕用户需求的变化把握住智慧家庭新业态的机遇实现引领，是目前海尔面临的重大课题，这涉及海尔重大资源和活动的配置和使用，涉及未来业务发展的方向，所以就成为一个必须解决的现实。 本文以挖掘海尔持续的竞争优势为基点，围绕顾客价值的深度剖析和论证。在详细分析了我国宏观环境和智慧家庭行业发展的现状的基础上，借助竞争环境分析理论、资源能力理论、顾客价值理论、平台战略理论等管理工具对海尔智家进行详细分析，找出企业的优势和核心竞争力，制定出符合企业自身发展的智慧家庭战略，即通过提升智慧家庭的产品效用和使用体验，搭建顾客价值的感测、创造和传递路径，构建海尔智慧家庭的顾客价值内容，获取生态收入和终生用户，使得公司不但能够在传统家电企业激烈的市场竞争中生存下来，而且还能够在智慧家庭新业态的竞争中获得领先优势。更重要的是，本文分析智慧家庭的竞争环境、理论要素，并以智慧家庭代表企业--海尔为研究媒介，理清智慧家庭发展路径以及优劣势，分析、研究、总结相应的解决方案，为智慧家庭产业提供一定的借鉴价值，这是本文突出的现实意义与重要价值。
英文摘要：	Along with rapid development over three decades, the home appliance industry as a whole has entered into a mature stage, and the market tends to be saturated. In 2019, "the market is not good, demand is falling, sales are plummeting" has become the main theme of the home appliance industry. According to data from all view cloud, the home appliance industry fell by 3.2% in the first half of the year. The home appliance industry has entered into sluggish stage. How to maintain competitiveness and avoid being eliminated has become the common issue for all home appliance manufacturers. At the same time, the Internet of Everything and the scenarios of smart homes are becoming the development trend of the home appliance industry. IDC predicts that each Chinese family will have 40-50 sensors in 2030 and the current penetration rate of smart home devices in China is only 4.9%, which is far lower than that of the major developed countries in Europe and America (20%-30%). For Haier, a veteran home appliance company, how to maintain the leading position in the fierce competition of the existing home appliance business, to grasp the opportunities of new business in smart home centered around the changing needs of users to achieve leadership, which is an important research topic for Haier. It involves the usage and allocation of fundamental resources in Haier and the direction of future business development. Consequently, it is a must issue to be resolved. Based on the continuous competitive advantage of Haier, this thesis focuses on the deep analysis and argumentation centered around customer values. On the basis of a detailed analysis of China's macro-environment and the development of the smart home industry, guided by competitive environment analysis theory, resource capacity theory, customer value theory, platform strategy theory and other management tools, this thesis has conducted elaborated analysis for Haier Smart Home to identify the company's strengths and core competitiveness, and to develop a smart family strategy that is in line with the company's own development. That is to say, enhance the product utility and experience of smart home users, build the sensing, creation and transmission path of customer value, build the content of customer value for Haier Smart Home, and obtain ecological revenue and lifelong users with the goal that not only survives in the fierce market competition of traditional home appliance companies, but also gains the leading edge of new business model of Smart Home. More importantly, this thesis analyzes the competitive environment and theoretical elements of the smart home，and uses Haier as the research agent to clearly illustrate the development path, strength and weakness of Smart Home to analyze, research and summarize the corresponding solutions, which can offer reference values for smart home industry and is of great practical significance of this paper.
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