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论文编号：	14878
作者编号：	2320224183
上传时间：	2024/12/5 9:20:42
中文题目：	DL集团跨境电商业务竞争战略研究
英文题目：	Research on the Competitive Strategy of DL Group''''''''s Cross-border E-commerce Business
指导老师：	薛红志
中文关键字：	跨境电商；竞争战略；竞争优势；核心能力
英文关键字：	Cross-border e-commerce; Competitive strategy; Competitive advantage; Core competency
中文摘要：	随着互联网技术的飞速发展和全球物流体系的日益完善，跨境电商已成为国际贸易的重要组成部分，表现出强劲的发展势头，具有广阔的发展前景。跨境电商市场虽然规模持续扩大，但竞争也日益激烈，同质化竞争现象严重。同时，不同国家和地区的贸易政策、关税制度、数据保护等差异，以及国际形势的变化，对跨境电商企业的运营产生了巨大的挑战。所以本文通过深入研究了DL集团跨境电商业务在复杂多变的全球贸易环境下的竞争战略调整，从而为跨境电子商务企业的竞争战略制定提供参考。 本文梳理了战略管理和竞争战略的相关理论基础，结合电商企业竞争战略的研究成果，首先分析了DL集团跨境电商业务所面临的外部环境和内部环境。在外部环境的分析上本文采用了PESTEL模型和波特五力模型，全面的分析了DL集团跨境电商业务所面临的宏观环境和行业环境。在此基础上，本文使用SWOT分析讨论了目前DL集团跨境电商业务的优势、劣势、机遇以及威胁，从而对其战略环境进行了评估。研究发现DL集团外部因素主要有：数字贸易的快速发展、区域贸易协定的签订、中小企业跨境贸易需求的增长等因素。内部因素主要有：发展模式新颖、完善的基础设施、丰富的行业经验等因素。为了量化评估DL集团跨境电商业务的战略调整方向，本文引入QSPM矩阵，通过专家打分的方式发现DL集团跨境电商业务应该采用差异化战略。 本文从价值链角度给出了相关的措施，从价值链分析的角度发现，DL集团跨境电商业务的辅助活动包括：企业基础设施、人力资源管理、技术开发以及金融服务。DL集团跨境电商业务的基本活动包括：产品采购与供应链管理、市场开发与营销、销售与订单处理以及客户服务与售后支持。所以，可以从产品采购差异化、供应链管理差异化、市场营销差异化、客户服务差异化的角度制定差异化战略。 在产品采购方面，DL集团应该通过“两国双园”模式整合全球资源，利用大数据和AI技术实现精准采购，并与海外本土品牌合作，引入独特商品。在供应链管理上，DL集团应该强化数字化平台建设，应用区块链技术提高供应链透明度和韧性，对供应商实施差异化管理，并构建全球跨境物流网络。市场营销方面，DL集团应该精准定位目标客户，利用品牌故事、新兴营销渠道和沉浸式技术提升品牌认知度和消费者体验，同时寻求跨界合作和定制化营销策略。在客户服务上，DL集团应该建立全球化与本土化相结合的客服体系，运用大数据技术优化服务流程，重视客户反馈并持续改进，推动数字化转型和个性化服务，还通过会员制度和客户关怀活动增强客户忠诚度。为保障这些战略措施的有效实施，DL集团应该采取多项保障措施，包括深入贯彻企业文化，加强员工对企业战略的理解与认同；改进组织架构，提升组织灵活性和决策效率；优化资源配置，确保战略实施所需资源的高效利用；以及加强风险管理，对潜在的市场波动与政策变化进行预警与应对，以保障企业的稳健发展。
英文摘要：	With the rapid development of Internet technology and the increasingly perfect global logistics system, cross-border e-commerce has become an important part of international trade, showing a strong momentum of development and broad prospects for development. Although the cross-border e-commerce market continues to expand in size, competition is also becoming increasingly fierce, with serious homogenization competition. At the same time, differences in trade policies, tariff systems, data protection, and other aspects of different countries and regions, as well as changes in the international situation, have posed huge challenges to the operation of cross-border e-commerce enterprises. Therefore, this article deeply studies the competitive strategy adjustment of DL Group's cross-border e-commerce business in the complex and ever-changing global trade environment, providing a reference for the formulation of competitive strategies for cross-border e-commerce enterprises. This article reviews the relevant theoretical foundations of strategic management and competitive strategy, and combines the research results of e-commerce enterprise competitive strategy to first analyze the external and internal environments faced by DL Group's cross-border e-commerce business. In the analysis of the external environment, this article uses the PESTEL model and Porter's Five Forces model to comprehensively analyze the macro and industry environments faced by DL Group's cross-border e-commerce business. On this basis, this article uses SWOT analysis to discuss the strengths, weaknesses, opportunities, and threats of DL Group's cross-border e-commerce business, and thus assesses its strategic environment. The study found that the external factors of DL Group mainly include the rapid development of digital trade, the signing of regional trade agreements, and the growth of cross-border trade demand among small and medium-sized enterprises. The internal factors mainly include novel development models, well-established infrastructure, and rich industry experience. In order to quantitatively evaluate the strategic adjustment direction of DL Group's cross-border e-commerce business, this article introduces the QSPM matrix and finds that DL Group's cross-border e-commerce business should adopt a differentiation strategy through expert scoring. This article proposes relevant measures from the perspective of the value chain. From the perspective of value chain analysis, it is found that the auxiliary activities of DL Group's cross-border e-commerce business include enterprise infrastructure, human resource management, technology development, and financial services. The basic activities of DL Group's cross-border e-commerce business include product procurement and supply chain management, market development and marketing, sales and order processing, as well as customer service and after-sales support. Therefore, we can develop differentiated strategies from the perspectives of product procurement differentiation, supply chain management differentiation, marketing differentiation, and customer service differentiation. In terms of product procurement, DL Group should integrate global resources through the "two countries, two parks" model, use big data and AI technology to achieve precise procurement, and cooperate with overseas local brands to introduce unique products. In terms of supply chain management, DL Group should strengthen the construction of digital platforms, apply blockchain technology to improve supply chain transparency and resilience, implement differentiated management for suppliers, and build a global cross-border logistics network. In terms of marketing, DL Group should accurately target its target customers, use brand stories, emerging marketing channels, and immersive technology to enhance brand awareness and consumer experience, while seeking cross-border cooperation and customized marketing strategies. In terms of customer service, DL Group should establish a customer service system that combines globalization and localization, use big data technology to optimize service processes, pay attention to customer feedback and continuous improvement, promote digital transformation and personalized services, and enhance customer loyalty through membership programs and customer care activities. To ensure the effective implementation of these strategic measures, DL Group should take a number of safeguard measures, including thoroughly implementing corporate culture and strengthening employees' understanding and recognition of the company's strategy; Improve organizational structure, enhance organizational flexibility and decision-making efficiency; Optimize resource allocation to ensure efficient use of resources required for strategy implementation; and strengthen risk management, provide early warning and response to potential market fluctuations and policy changes, to ensure the steady development of enterprises.
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