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论文编号：	2527
作者编号：	2220070755
上传时间：	2010/6/11 14:12:59
中文题目：	华润万家超市北方区门店拓展研究
英文题目：	Research of CRV Stores Development in North China
指导老师：	韩德昌
中文关键字：	关键词：大型综合超市 门店拓展 发展策略 竞争优势
英文关键字：	Key words: Hypermarket, Store development, Development strategy, Competition advantage
中文摘要：	大型超级市场已经历半个多世纪的发展，成为全球最具活力的零售业态。在中国大型超市经历了起始阶段、激增阶段，逐步成为我国零售业的最主要业态，目前市场已日渐饱和。通过10余年的市场争夺，外资大型超市在竞争中已经占据了整体上的优势地位；但与此同时国内大型超市也利用自身本土资源优势，形成了各自局部优势市场。 由于市场的不断饱和，门店拓展的空间越来越小，选址竞争激烈程度达到空前的恶化程度，其表现有：局部区域门店布局过分密集，物业代价不断提升，市场进入门槛高度对很多商家来说已经到了极限，处于发展与生存的两难抉择中。 华润万家在中国北方近两年的门店拓展中充分体会到了市场形势的残酷性，不得不面对前有国外知名零售商冲击、后有国内同行的恶性竞争的局面。是否能正确理解目前市场局势，在这场竞争中选择正确的发展战略，采取正确竞争策略，走正的门店拓展道路已成为摆在面前急待解决的新课题，该课题是否能解决好将直接影响到华润万家将来在中国北方市场的走向与结果。 本人在南开大学高级管理人员工商管理硕士的学习过程中对此进行了深刻的思考，也通过所学对该问题进行了全面的分析，并试图寻找出一套行之有效的门店拓展战略使得华润万家在中国北方市场的激烈竞争中取得优势，并最终树立华润万家为在中国北方的市场优势地位。 本论文从华润万家北方区门店拓展策略的研究背景和研究意义出发，扼要阐述了门店拓展策略的相关理论，在此基础上界定了大型超市在我国北方市场的发展阶段以及相关特点，客观分析了华润万家在中国北方所面临的市场形势和竞争形势，同时运用SWOT分析法系统分析了华润万家在中国北方面临的机会与威胁，以及自身的优劣与劣势，并在此基础上对门店拓展策略进行了及时调整与初步试行，在市场竞争最为激烈的2009年，华润万家北方区的发展速度达到了历史最高点，有效地改善了现有门店布局，进一步坚定了我们走尊重市场、有计划发展的拓展之路。
英文摘要：	Hypermarket has evolved over fifty years, and it is considered as the most up-and-coming retail type. it came through opening stage, peaking stage. And now, hypermarket becomes the most important chain retail type in China. As the market saturated with hypermarkets, it come into its mature stage currently. By contending for market in the last ten years, overseas retailers achieved the full-scale advantage in the competition. At the meantime, some native retailers also seized the local market by taking advantage of their limited capital and local resources. For the market becoming saturated continually, it is difficult to open a new hypermarket more and more. The market access barrier also gets higher than before. Many retailers can hardly afford it. If they take the cost, it means they will face the huge risk in the future in store operation. If they don’t, it means there is no more new store to open. Even the opened store sales have the possibility to decline gradually. China Resources Vanguard Co., Ltd. (Abbreviated as CRV) is fully alive to the ruthlessness of the market competition in the stores development in north of China in the past two years. Can we understand the situation of the present market? Can we choose the right development strategy? Can we adopt the correct competition plan? Can we keep on the right lines to open the new stores with measured strokes? We have to confront these questions, and solve them quickly. It will directly affect the CRV development result in north China market that if we can solve the question right or not. I spent much time thinking to solve these questions over and over when I studied in Nankai University EMBA Center. By using the methods learned here, I collected the fact and chew them on, analysis them in all direction, attempt to find a set of effective store development tactics to help CRV gain the advantage in the keen competition. Finally, we can set the market leading position in north of China. This article describes the research background and destination of the CRV hypermarket development tactics in north China market, also expound the theories about hypermarket development method in brief. On this basis, After defining the stage of hypermarket development stage in China and characteristic of the stage, I analyzed the market and competition situation that CRV faced in north China objectively. And then, I analyzed the market and competition situation that CRV faced in north China by using SWOT analysis method ，also analysis the strengths，weaknesses，opportunities and threats of CRV in north China market. Due to implementing the tactics above in time, the development speed of CRV in north China reach the zenith in our history in 2009 against the most furious competition. We improved our present stores distribution efficiently. It confirms our development way of respecting market rules, expanding stores in our own step.
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