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论文编号：	15194
作者编号：	2320224090
上传时间：	2024/12/11 23:10:33
中文题目：	M公司自营即时零售业务竞争战略研究
英文题目：	Research on Competitive Strategy of Warehouse Instant Retail Business in M Company
指导老师：	任兵
中文关键字：	自营即时零售、竞争战略、总成本领先、价值链
英文关键字：	Warehouse Instant Retail Business;Competitive strategy; Overall cost leading strategy; Value chain
中文摘要：	零售伴随人类文明的发展已存在千年之久，即时零售作为当前的一种新生 零售力量，是指用户通过线上渠道下单，依托物流配送能力，在 30 分钟-2 个小 时内收到下单商品的新型零售模式。该模式从诞生至今不到十年，三年疫情为 这一模式的深入发展注入动力，但零售行业中不同业态间是竞争博弈关系，作 为新生力量，即时零售仍面临激烈的市场竞争。 XXCS 是 M 公司的自营即时零售业务，定位为社区居民的“30 分钟快送超市”。 XXCS 从 2017 年开始试点至今，经历了探索期、发展期、扩张期三个阶段，目前 已进入快速发展阶段，但仍然面临行业的竞争激烈，需要解决城市覆盖数量低， 客单价、业务毛利率方面与核心竞争者均存在差距等一系列棘手问题。本论文 旨在洞察即时零售行业的发展前景、针对公司即时零售业务发展的问题，根据 内外部环境分析的结论，结合竞争战略理论明确业务的战略发展方向，并提出 相应的重点策略和实施保障。 作者综合运用 PEST 分析、波特五力、价值链分析等工具，分析即时零售的 宏观环境、行业环境以及公司业务能力现状，形成公司业务的 SWOT 定位。基于 上述分析，结合波特教授三种竞争战略的适用条件对三种竞争战略的可行性进 行论证，选择总成本领先战略作为 XXCS 的战略方向。之后，根据 XXCS 的 SWOT 矩阵和业务价值链的成本分析，制定战略落地的重点策略和保障机制。第一类 策略将聚焦规模提升，通过打造适配用户需求的商品基盘、强化商品低价心智、 拓展业务覆盖城市三步走，实现规模提升。另外，作者基于价值链的成本分布 识别到采购成本和销售成本的占比排在前两位，建议以此为重点开展降本工作。 针对采购降本，通过三方面推进：一是多供应商报价互卷，通过竞争驱动降价； 二是通过寻找更上游的供应商压缩分销环节的利润实现降本；三是通过规模优 势撬动降价。针对销售成本优化，建议通过两方面推进：一是提升当前营销场 域的效率；二是品牌联合营销，驱动供应商营销资源投入，降低 XXCS 单方面负 荷。除了上述业务策略外，作者也强调战略的成功实施离不开机制设计、组织 设计和企业文化的保障。
英文摘要：	Retail has existed for thousands of years with the development of human civilization. As a new retail force at present, instant retail business refers to a new retail model in which users place orders through online channels, rely on logistics distribution capabilities, and receive orders within 30 minutes to 2 hours.This model has been less than ten years since its birth, and has impetus into the in-depth development, but different models in the retail industry is a competitive game, and as a new force, instant retail still faces fierce market competition. XXCS is M company's self-operated warehouse instant retail business, positioned as a "30-minute express supermarket" for community residents. Since the pilot began in 2017, XXCS has experienced three stages: exploration period, development period and expansion period, and has now entered the stage of rapid development, but it still faces fierce competition in the industry, and needs to solve a series of intractable problems such as low city coverage, customer unit price and business gross margin gap with core competitors.This thesis aims to gain insight into the development prospects of the instant retail industry and the problems of the development of the company's instant retail business. According to the conclusion of the analysis of internal and external environment, the thesis makes clear the strategic development direction of the business combined with the theory of competitive strategy, and puts forward corresponding key strategies and implementation guarantees. Firstly, the author makes uses PEST model, Five Forces model, value chain model to analyze the macro environment, industry environment and the company's business capabilities, and forms the SWOT positioning of the company.Based on the above analysis, combined with the applicable conditions of Professor Porter's three competitive strategies, the feasibility of the three competitive strategies is analyzed, and the total cost leadership strategy is selected as the strategic direction of XXCS. After that, according to the SWOT positioning of XXCS and the cost analysis of the value chain, the key strategies are formulated. The first type of strategy will focus on GMV improvement by providing more competitive goods with better user needs identification, strengthening the low-price mentality of commodities, and expanding business cities.In addition, based on the cost distribution of the value chain, the author identifies that the procurement cost and sales cost account for the highest proportion, and suggests that the cost reduction work should be focused on this. In order to reduce the cost of procurement, it is promoted through three aspects. First, reducing procuring price by multi-supplier quotation ; The second is to reduce the profit of distribution by finding more upstream suppliers; Third, leverage price reductions through bigger business volume. In order to optimize the cost of sales, it is suggested to promote it through two aspects. One is to improve the efficiency of the current marketing field; The second is brand joint marketing, driving supplier marketing resources investment, reducing XXCS unilateral load. In addition to the above business strategy, the author also emphasizes that the successful implementation of strategy is inseparable from the mechanism design, organizational design and corporate culture.
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