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论文编号：	3816
作者编号：	2120092760
上传时间：	2011/11/28 8:58:44
中文题目：	泽酩公司基于观赏鱼产业价值链整合的商业模式研究
英文题目：	Business Model Research of Ze-Ming Company in Value Chain Integration View of the Ornamental Fish Industry
指导老师：	张玉利
中文关键字：	观赏鱼产业 价值链整合 商业模式
英文关键字：	Ornamental Fish Industry Value Chain Integration
中文摘要：	随着社会经济的飞速发展和生活质量的日益提高，观赏鱼已成为仅次于猫和狗的七大家庭饲养宠物之一。观赏鱼产业正以每年10%的速度高速增长，全球行业总产值已近500亿美元。目前，观赏鱼产业价值链正在经历全球化过程，整条产业价值链呈“微笑曲线”分布。我国观赏鱼产业的历史十分悠久，国家当前的宏观政策积极引导。泽酩观赏鱼公司是津南区的一家民营企业，该公司于2008年投资10.6亿建设了硬件设施全国领先的观赏鱼产业园区，目前该公司的主营业务包括三部分：一是向销售商出租园区会展交易中心内的商铺，二是向贸易商提供观赏鱼国际贸易一站式服务，三是向批发商销售“公司+基地+养殖户”规模化养殖的观赏鱼。但是，观赏鱼产业在我国还处于成长期，大多数企业集中在产业链底端恶意、无序竞争，繁育养殖、饲料生产、设备制造等各环节未进行有效整合，良种研发培育能力不足，品牌立体营销力度薄弱，售后服务环节未被充分重视。因此，我国观赏鱼产业链亟需进行价值提升，泽酩公司也面临着通过改进商业模式来提升利润空间的瓶颈。本篇论文首先从宏观的观赏鱼行业角度，以微笑曲线理论为基础分析了整个行业的价值链分布规律，通过PEST工具分析了行业的宏观社会环境因素，进而明确了目前我国观赏鱼产业的整体环境。其次，论文从微观的案例研究角度，通过SWOT工具对泽酩公司的自身优势劣势和外界机会威胁进行了分析，指出了其最佳的竞争战略，并使用波特价值链分析模型对泽酩公司的价值创造流程进行了梳理和整合。最后，论文以商业模式理论为基础，在分析了泽酩公司现行商业模式客户定位、价值主张、核心资源、关键业务和营销模式的基础上，使用奥斯特瓦尔德的商业模式模型设计了三种具有实际操作性的新商业模式。本文的主要结论在于：泽酩公司现行商业模式主要是在产业链底部面向养殖户、设备制造商、零售商、国际贸易商等中间渠道环节进行了整合，而未向上、下游延伸直接涉及研发设计和终端消费环节。泽酩公司在商业模式设计过程中应遵循“整合中间，扩张两边，做强终端”的思路，由卖“产品”向卖“服务”转型，以自主研发设计能力和客户数据库为核心竞争力，通过“大客户租摆、‘网络+实体’水族商城和观赏鱼电子交易平台”三种模式，努力成为水族产品整体设计和解决方案的提供商、观赏鱼及水族产品的连锁经销商以及观赏鱼电子交易平台的运营商。本篇论文的研究价值与创新之处主要体现在：首次将“第三产业”理念引入“第一产业”并提出具体对策。根据我国观赏鱼产业现状并结合泽酩公司的实际情况，针对性地设计了三种新的观赏鱼商业模式，具有较强的可操作性，研究成果能为从事观赏鱼产业的经营管理人员提供一些新的思路，起到一定的借鉴作用。本文的不足之处在于，仅对天津地区和泽酩公司进行了实地调研，所做分析全面性与深入性不够；行业及企业数据不完备，只搭建了新商业模式的整体框架，缺乏对成本结构、财务管理等环节的具体分析，期待在以后的工作中继续开展此方面的研究，敬请有关专家、学者给予必要指教。
英文摘要：	With the rapid development of social economy and the increasing quality of life, the ornamental fish, which is second only to cats and dogs, has become one of the most popular family pets around the world. The industry is growing at an annual rate of 10%, global total production value is close to 50 billion dollars. At present, the ornamental fish industry value chain is going through the process of globalization , which is in a "smiling curve" distribution. China has a long history of ornamental fish industry and national macroeconomic policy have an actively guide. Ze-ming ornamental fish company is a private enterprise in Tianjin Jinnan district. It invested 1.06 billion Yuan on the construction of hardware facilities in the nation's leading ornamental fish park in 2008. Now the company's main business includes three parts. Firstly, it rent shops in the exhibition and trading center to the distributors. Secondly, it provide one-stop service to the ornamental fish traders. Thirdly, it sales ornamental fish to the wholesalers through the “company + base + farmers” model. But the industry in our country is still in growth stage. Most enterprise concentrate in the bottom of the industrial chain making malicious and disorder competition. The breeding, feed production, equipment manufacture and other links has not been effective integration. Researching and development ability of thoroughbred fish breeding is insufficient. The efforts of brand marketing is weak, and the after-sales service links have not been paid enough attention. Therefore, it is urgent for our industry to have an improvement on the value chain. Ze-ming company also faces the bottleneck to improve profit space by improving business model. Basing on the “smiling curve” theory , the paper analyze the value-distributing regularity of the chain through the macro industry view. Analyzing the macro social environment factors through PEST tool , the paper make sure the whole industry environment. The paper not only analyze the advantage and the disadvantage of Ze-ming company, but also analyze the chance and the threat of the industry through SWOT tool. The paper reengineer the value chain process through the Michael Porter's Value Chain Model and point out the best competitive strategy of Ze-ming company in the value chain integration view. Using the Business Model theory, the paper sum up the customer segments, value propositions, key resources, key activities and channels of its current model. At last, the paper design the frame of Ze-ming company’s new business model and plan three kinds of new operational business model. The main conclusions include: The current business model of Ze-ming company mainly integrate the bottom links of the chain, such as culturist, equipment manufacturers, retailers and international traders. The best strategy of Ze-ming company to improve the business model is integrating the bottom, extending the both sides and controlling the consumer market. The position should be changed from selling “product” to selling “service”. The R&D ability and customer database should be valued as the core competitive ability. Through the VIP renting, aquarium supermarket and ornamental fish CME Globex , which is three new business models, Ze-ming company should make efforts to become aquarium products design and overall solutions provider, fish and aquarium products chain dealers and ornamental fish electronic trading platforms operator. The research value and innovation of this paper are: It bring “the third industry” concepts into “the first industry” and puts forward countermeasures. According to China's present situation and Ze-ming company’s current model, it design three new business models. They have stronge maneuverability, and research achievements can help managers and operators provide some new ideas and have certain reference. The shortages of this paper lie in: it’s a brief discussion on the business model research of Ze-ming company; it is lack of comprehensiveness and depth on the investigation and industry data. The further research is expected, and the advices from experts and scholar are welcome.
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