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论文编号：	12251
作者编号：	2320170562
上传时间：	2020/12/18 15:30:48
中文题目：	基于价值驱动的M集团商业模式创新研究
英文题目：	Research on value-driven Business Model Innovation Of M Group
指导老师：	古志辉
中文关键字：	商业模式；商业模式创新；企业价值与价值链；
英文关键字：	Business model; Business model innovation; Enterprise value and value chain;
中文摘要：	20世纪50年代，商业模式这一概念开始出现并逐渐成为企业管理者们关注的焦点。直至今天，随着时代的不断发展，科技的持续进步，企业在市场需求中不断适应、成长，获取利润、实现价值，都离不开商业模式的变迁和升级。所以说，商业模式对企业的发展至关重要，商业模式的创新也成为企业的核心竞争力，即获得可持续发展能力的根本。近年来，越来越多的企业管理者们开始深入研究商业模式创新，不同类型的商业模式创新也在不同的行业中被企业管理者实践，被市场检验。 本文首先在领域内前人学者的研究基础上，对商业模式内涵、商业模式创新、企业价值、价值链等进行综述，并选择了研究以价值主张作为切入点，联结价值链的整合，逐步创新商业模式的过程，为下文对案例的剖析提供理论基础及研究思路。本文选择家居行业中零售商场的龙头企业--M集团作为案例研究对象，通过对商业模式、商业模式创新、商业模式创新与企业价值的关系等概念的阐述，并通过对企业发展过程中外部宏观因素、波特五力模型的竞争战略分析，及SWOT优劣势分析等对M集团商业模式创新的动因进行了全面的分析。接下来通过回顾其发展历程阐述其从渠道商到平台运营商的角色转换，说明商业模式跟随市场环境变化的同时更基于市场的需要，行业上下游产业链的需要，与实现企业价值紧密相关，也为今后的商业模式创新提供借鉴思路。并探究在当下的时代，M集团面临现实问题即品牌商端粘度降低，运营机制待创新，消费者端需求多样化，精准度流量待开发的环境下，M集团怎样对环境做出快速反应，并根据自身的价值主张整合价值链，创新商业模式，获得更长远的企业价值。 通过案例分析，总结当下环境对零售企业商业模式创新，尤其是具有超级产业链之称的家居行业中平台型企业的影响，寻求家居行业零售企业商业模式创新的途径，即通过最强家装市场满足顾客需求，通过资源整合，大数据获得精准流量为品牌商服务，最终构建双向化的价值链，达到行业价值链条的价值最大化，以达到企业自身的价值最大化。
英文摘要：	From the 1950s，the concept of business model emerged and gradually penetrated into the minds of enterprise managers. Until today, with the continuous development of society, science and technology continue to advance the tide，business model changes and upgrades are indispensable for enterprises to adapt to the environment and gain profits. So ,the business model is critical to the business, and the business model innovation is also the enterprise has the core competitiveness, obtains the sustainable development ability fundamental. In recent years, more and more enterprise managers begin to study the business model innovation, different types of business model innovation are also practiced by enterprise managers in different industries and tested by the market. Based on the research of previous scholars in the field, this paper firstly summarizes the connotation of business model, business model innovation enterprise value chain, in addition, the author chooses the process of starting with value proposition, linking the integration of value chain and innovating the business model step by step, it provides the theoretical basis and research ideas for the following case analysis. In this paper, M Group , a leading enterprise in retail stores in the household industry, is selected as the case study object , through the description of its corporate culture, the analysis of Porter's five Forces model and SWOT analysis, the paper expounds its environment and its strengths and weaknesses, and summarizes the cultural and environmental motivations for value-driven M Group 's business model innovation.Next, by reviewing its development process, this paper expounds its role transformation from channel provider to platform operator, illustrates the importance of business model following the changes of market environment and based on the needs of partners to occupy the market and obtain the short-term value of enterprises, and also provides reference ideas for future business model innovation. And explore in the present age, beauty of red star triumphant dragon facing practical problems that brands end viscosity is reduced, operation mechanism innovation, the consumer demand diversity, precision flow development environment, beauty of red star triumphant dragon how to make a quick response to the environment, and based on their value proposition of the integration of the value chain, innovative business model, and obtain more long-term enterprise value. Through case analysis, summarizes the present environment of retail enterprise business model innovation, especially with the industrial chain of the effect of platform for enterprises in the furniture industry, seek the path of household industry and retail business model innovation, namely by the strongest decoration market to meet customer demand, through resource integration, big data to obtain accurate traffic service for brands, finally construct the two-way value chain, to achieve the maximization of the value of the industry value chain, in order to achieve the maximization of the value of the enterprise itself.
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