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论文编号：	6981
作者编号：	2120122983
上传时间：	2014/12/9 14:19:57
中文题目：	基于标杆学习的物美超市管理优化研究
英文题目：	Research of Optimal Management of Wumart Supermarket based on the benchmarking
指导老师：	王卫东
中文关键字：	物美;沃尔玛;标杆管理;优化管理;供应链管理
英文关键字：	Wu-mart;Wal-mart;Benchmarking;Optimization of management;Supply chain management
中文摘要：	零售业是国民经济体系中的一个重要产业部门，从属于第三产业。快速发展的零售业成为国民经济体系中的基础产业和主导产业。2004年我国履行入世承诺，对外资零售行业全面开放，外国零售巨头纷纷抢滩中国市场，我国零售业因此而受到来自外资零售业的巨大冲击，这一点，无论是政府还是企业都感同身受。之前中国以“世界工厂”的形象被国际认识，但为了健康发展我国经济产业结构需要调整。企业要向知识型和技术型转变。服务业也必须要改革。国内的传统零售业已不再适应，零售行业的结构转型势在必行。积极借鉴国外连锁零售业的发展优势，提升国内企业核心竞争力，对于加快我国连锁零售业的发展，积极应对国际零售业的挑战有着非常重要的意义。目前在国际管理手段上，标杆管理方法为国外众多企业所采纳，并在长期实践过程中积累了丰富的经验，形成了一套完善的管理流程。本文就是利用了这种标杆管理方法，以物美和沃尔玛为代表，对比分析了两者的核心竞争力构成，并对能力差距进行了原因分析，提出了改善方案。主要的研究思路如下：首先简单介绍了研究问题的背景及研究意义和目标，对国内外关于零售业发展的研究进行了整理总结。之后引入了基本的管理学概念，如管理优化、标杆管理等，便于后文中的分析理解。第二部分对零售业构成核心竞争力的因素进行了较为详细介绍，为后文写作中提到的概念做基础。文章第三部分是对物美集团的发展现状进行了简单分析，重点分析了目前物美所面临的问题以及未来可能的发展阻碍。北京物美商业集团股份有限公司是我国最早的一批以连锁经营方式进行商业活动的专业集团公司之一。2003年正式挂牌交易，从此物美走向国际舞台。一直以来，物美以当下的经营理念为根本，提升和优化经营手段与技术，积累强大的物流后盾，实现了集团的销售额连续五年持续、稳定增长。但近年来，零售行业疲软已成为不可争辩的事实，再加上自身的一些问题：第一，行业整体形式不乐观。第二，物美供应链建设的问题。第三，积极并购后资源整合的问题。第四，供应商制度的变革。第五，管理团队的稳定性问题。针对物美面临的这些困境，笔者结合宏观经济现状和行业发展阶段，对原因进行了简单的探讨。文章第四部分是基于标杆学习的方法，对沃尔玛和物美的竞争力因素进行了对比分析，明确物美管理层面目前存在的不足。结合上文对物美目前面临的发展困境的分析，提出了有激励性的绩效目标，并借鉴沃尔玛竞争优势，制定了具体的行动方案。首先，确定标杆学习的学习对象。由于物美在扩张初期并购战略与当初沃尔玛在美国的发展历程极为相似，物美曾被国内分析人员称为“中国沃尔玛”。沃尔玛作为世界零售企业的龙头企业，促进其成功的核心竞争力分析对物美的管理改善具有重要学习针对性和价值。因此，本文中，笔者选择沃尔玛作为物美的标杆学习对象，学习其供应链建设、信息系统建设策略和企业经营管理有效手段，有助于结合物美实际情况进行创新，总结出一套适合物美的管理方法。文章第五部分主要内容是利用标杆学习方法，对物美的核心竞争力的构成要素进行了分析，并提出改善方案。这部分主要包括确定学习内容、选择学习对象、进行差距分析以及制定改善方案，并持续实施。在这一部分中，笔者详述了物美超市标杆学习计划的实施方案。从核心竞争力构成要素出发，结合前面分析的物美发展面临的困境，提出了实际解决方案。首先，在经营战略方面。物美已经选择了多元化业态，并将生鲜大卖场作为企业核心竞争力的一个培养点是比较合理的。在未来的发展过程中可以继续发挥在生鲜卖场的先动优势，开拓更大市场。另一方面，随着行业并购整合需求的加剧，战略性并购成为企业发展的一个重要助力。在并购过程中，物美可以借鉴沃尔玛并购浪潮中的思想，从战略布局和战略发展两个层面出发，在地域选择上侧重于构建全国布局网；而在发展角度上则要考虑与物美的核心竞争力比较契合的对象。其次，在供应链构建方面。由于物美的供应链建设与并购速度的不匹配，导致其目前尚不具备足够的配货点以支持运营。这是企业快速扩张过程中经常出现的问题之一。物美可以在未来的扩张过程中，仿照沃尔玛的运营模式，即在正式开始商品销售之前，派出先锋队伍，建立配货点和业务流转中心。彻底消除可能由于市场超过预期的增长而导致企业供应不足的问题。再次，业态模式方面。物美可以分析周围商圈的顾客的消费特点，对传统商店的商品配置进行适当的改变，并且提供针对性的便民服务来创建核心竞争力，从而提高市场占有率。第四，营销服务方面。建议在营销过程中不只提供理性解说，还应配以感性体验。毕竟很多时候，切身的体验可以在更大程度上刺激消费者需求，提供消费额。最后一方面，线上线下协同发展。发展OAO模式不仅能够综合传统模式和网络销售的优势，弥补互相的劣势，并且可以通过协同发展降低成本，提高商品流动性。另一方面，我国零售业目前处于整合阶段，行业竞争剧烈，OAO模式的实施可以直接将传统零售业业态的发展与网络销售结合起来，有利于在整合的同时筛选出线上线下协调业务水平较高的企业，加快行业的变革速度。物美也顺应时代发展开展了物美网上超市。
英文摘要：	Retail trade is an important sector of the national economy system, is subject to the tertiary industry. The development of the retail becomes basic industry and leading industry in the national economic system. In 2004 China join the WTO, to meet the commitments, the foreign capital retail was fully opened, foreign retail giants began to enter into the Chinese market, China's retail industry and retailers was huge impacted, both government and enterprises have feel it. China was accepted as "world factory" all the time in the worldwide, but in order to make our country’s economy be healthy development, it is needed to adjust the industrial structure. Enterprise must change to the knowledge and technological. The service industry also must reform. Traditional retail industry is no longer adapted to the domestic marketing, the structure transformation of the retail industry is necessary. Actively learn from foreign retail chain advantages, the development of the domestic enterprise core competitiveness, to speed up the development of Chinese chain retail, facing to the challenge of international retail trade has very important significance. At present among the international management, the benchmarking method was accepted by many abroad enterprises, and in the process of long-term practice has accumulated rich experience, generated a set of perfect management process. This thesis is using the method of benchmarking, represented by wu-mart and Wal-mart, comparison and analysis of the two core competitiveness, and analyzing the reason of the competency gap, puts forward the improvement scheme. The main research idea is as follows: Firstly briefly introduced the research background and research significance and the goal, and clear up the research of the development of the retail industry in the marketing. After that the article introduces the basic concepts of management, such as management optimization, benchmarking, etc. The second part is mainly introduces the retail core competitiveness factors. The third part of the article is simple analysis to the current development situation of Wu-mart, focus on the current problems, and future development. Beijing wu-mart group co., LTD. is one of the group companies which are set up firstly in China to batch of commercial activities by chain operation. In 2003 Wu-mart is officially listed, and from then on Wu-mart starts to enter into the international stage. For all the time, Wu-mart insist to their business philosophy as the basis, improve and optimize the management and technology, the accumulation of strong logistics support, implements the group sales for five consecutive years of sustained and stable growth. But in recent years, weak retail industry has become an indisputable fact, and combined with their personal problems: first, the industry as a whole form is not optimistic. Second, the problem of Wu-mart’s supply chain construction. Third, the problem of resources integrated after the merger. Fourth, the changes of the material supply system of suppliers. Fifth, problems of the management team stability. For these difficulties that Wu-mart faces, the author combined with macro economic situation and industry development phase, has carried on the simple discussion. The article’s fourth part is based on the benchmarking learning method, compares the competitive factors of Wal-mart and Wu-mart, confirm the lack of Wu-mart management at present. Combining with the above analysis of Wu-mart’s dilemma, proposed incentive performance goals, and to learn from Wal-mart competitive advantage, formulated the detailed action plan. First, determine the learning objects of benchmarking study. Due to it is very similar between the beginning of Wu-mart and development of Wal-mart in the United States, which Wu-mart is named as the "Chinese Wal-mart" by domestic analysts. Wal-mart as the world's leading enterprises of retail enterprises, to analysis the core competitiveness of their management has important learning value. Therefore, this article, the author chose Wal-mart as Wu-mart’s benchmarking learning object, to study the strategies of supply chain construction, information system construction and enterprise management, is benefit to make innovations of Wu-mart in combination with the practical situation, summed up a set of management methods suitable to Wu-mart. The fifth part of the article’s mainly content is using the method of benchmarking, analysis the core competitiveness of Wu-mart and get out the solution. This part mainly including learning contents, select learning objects, gap analysis, and make improvement plan, and continue to implement. In this section, the author details the Wu-mart’s benchmarking study plan and implementation plan. Starting from the core competitiveness elements, combined with the previous analysis of the developing predicament of Wu-mart, proposes the actual solution. First of all, in the aspect of business strategy, Wu-mart has chosen diversified forms, and chose the fresh mall as a training point of enterprise core competitiveness is more reasonable. Continue to focus the fresh mall in future can develop a bigger market. On the other hand, since the industry merger integration demand, strategic merger becomes an important addition to the enterprise development. In the process of mergers, Wu-mart can get the main idea from the Wal-mart merger, from two fields of strategic layout and the strategic development, should pre to the network layout for the national wide; And in the development point of Wu-mart should choose the object under their core competitiveness. Secondly, build of supply chain. Due to Wu-mart’s speed of supply chain construction and acquisition does not match, which caused they have not enough distribution points to support the operation. This is one of the problems that often occur in the process of rapid expansion. In the expansion process of future, Wu-mart can simulate the operation mode of Wal-mart, before the official start of the commodity sale send pioneer team, set up distribution points and business flow center. Eliminate possible of insufficient supply caused by the growth of the market than expected. Thirdly, the mode format. Wu-mart can analyze the consumption characteristics of business circle around, it is appropriate to adjust the product configuration, and to provide targeted convenient service to create core competitive ability, in order to improve the market share. Fourth, marketing services. It is suggested that in the process of marketing not only provides a rational explanation, it is best to provide perceptual experience. After all, the vital experience can stimulate consumer demand, provide consumption. The finally hand, both operate on line and off line. OAO mode can combine the advantage of traditional mode and network marketing, make up for the disadvantages of each other, and can cut down the cost of production through coordinated development, improve commodity liquidity. On the other hand, China's retail industry is on the stage of consolidation at present, fierce competition in the industry, the implementation of OAO mode can directly combine the traditional retail formats with online sales. It is benefit to screen out the higher levels enterprise that is coordination best with OAO, to speed up the industry transformation. Wu-mart also keeps up with the development of the times to open the Wu-mart supermarkets online.
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