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论文编号：	13710
作者编号：	2320200328
上传时间：	2022/12/6 18:09:35
中文题目：	快手公司直播电商业务竞争战略研究
英文题目：	Research on the competitive strategy of Kwai''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''s live e-commerce business
指导老师：	周建
中文关键字：	快手;业务竞争战略;协同效应;直播电商
英文关键字：	Kwai; Competition strategy; Synergistic effect; Live e-commerce
中文摘要：	随着我国经济快速增长、互联网技术不断进步，网络服务行业兴起，产生了在线支付、短视频、直播等多种业务形态。近年来中国短视频市场呈爆发式增长，2021年12月短视频用户规模达9.34亿人，短视频、直播以及电子商务结合的新发展模式正在加快，抖音、快手平台成为中国主要的电商阵地。近年来，我国互联网公司快速发展、内外部环境复杂和行业竞争加剧，企业重点业务竞争战略 的选择与实施对于企业经营发展和生死存亡至关重要。 本篇论文采用文献研究法与案例研究法，选取短视频头部企业快手公司的直播电商业务竞争战略为研究对象。论文基于国内直播电商行业内外部环境、竞争格局以及快手公司内部资源与能力，利用SWOT竞争优势模型分析快手直播电商业务的竞争战略选择。结合战略管理、协同效应与商业生态系统理论，从价值链、组织结构、快品牌及服务商体系搭建四个角度分析快手直播电商业务成本领先战略的选择、实施与保障。在成本领先竞争战略的实施过程中，国家政策监管、竞争对手加速品牌布局的情况下，快手进行了战略升级和商业生态体系建设，在持 续发挥私域流量优势基础上，提出公私域双轮循环新流量策略，在短视频用户基础、私域流量运用与老铁文化的战略保障下，直播电商业务竞争战略取得了显著的效果，最后从业务目标完成度、业绩增长情况角度对竞争战略的实施进行评估。 对快手公司直播电商业务的竞争战略研究，提炼出应对市场竞争环境变化并充分发挥业务之间协同效应的战略方案，传统电商转型、短视频平台入局直播电商业务竞争战略的制定与实施提供参考和借鉴。
英文摘要：	With the accelerate growth of China's economy and the continuous progress of mobile Internet technology, the network service industry has risen rapidly, resulting in online payment, short video, live broadcast and other business forms. In recent years, China's short video market has shown explosive growth. In December 2021, the number of short video users reached 934 million. The integration of short video with live broadcasting, e-commerce and other business models has accelerated. Short video platforms have become a leading e-commerce platform. In recent years, with the rapid development of China's Internet enterprises, the complex external environment and the intensification of industry competition, the selection and implementation of the core business competition strategy of enterprises are crucial to the business development and survival of enterprises. This paper adopts the literature research method and case study method, and selects the competitive strategy of live broadcast e-commerce business of short video head enterprise Fast Hand enterprise as the research object. Based on the internal and external environment of the domestic live broadcast e-commerce industry, the competitive pattern, as well as the resources and abilities of the enterprise, the paper uses the SWOT competitive advantage model to analyze the competitive strategy choice of the express broadcast e-commerce business. Combined with the theory of strategic management, synergy and business ecosystem, this paper analyzes the selection, implementation and guarantee of the competition strategy of Cost leadership strategy from the four perspectives of value chain, organizational structure, fast brand and service provider system construction. In the process of implementing the competition strategy, under the condition of national policy supervision and the accelerated brand layout of competitors, Fasthand has carried out strategic upgrading and business ecosystem construction. On the basis of continuously giving play to the advantages of private domain traffic, it has proposed a new traffic strategy of public and private domains. Under the strategic guarantee of short video frequency user base, private domain traffic application and old railway culture, the competitive strategy of live broadcast e-commerce business has achieved remarkable results, Finally, it evaluates the implementation of the competitive strategy from the perspective of the completion of business objectives and performance growth. Research on the competition strategy of the live broadcast e-commerce business of Fast Hands, refine the strategic plan to cope with the changes in the market competition environment and give full play to the synergies between businesses, and provide reference for the development and implementation of the competitive strategy of the live broadcast e-commerce business for the transformation of traditional e- commerce and the entry of short video platforms.
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