基于虚实网融合战略的海尔家电商业模式研究

发布时间：2018-03-26 02:26

本文选题：C2B2C　切入点：同质化　出处：《上海交通大学》2014年硕士论文

【摘要】：随着节能补贴政策的结束,价格战愈演愈烈。虽然价格战短期内能解部分家电企业燃眉之急,然而却不是长久之计。家电行业要走出价格战的恶性循环,关键是商业模式的创新。本文先分析了家电行业现阶段面临的国内外环境现状,指出产能过剩,产品同质化是价格战的最大原因；接着在第三章分析了目前家电行业面临的互联网时代消费结构复杂化和消费民主化,网络销售渠道对传统销售的冲击等,指出在互联网时代只有电子商务才是家电企业今后生存出路；在第四章分析了传统定制模式在家电行业存在的问题后,第五章提出在家电企业实施虚实网融合的C2B2C的大规模定制的商业模式：第一个“C”即消费者,通过互联网搭建与消费者零距离的互动平台,消费者根据提供的模块自行设计想要的产品；“B”则是指供应链,通过生产线、物流网、服务网三张“网”将消费者需要的产品和服务在第一时间配送到位；第二个“C”还是消费者,即供应链生产出定制的产品后配送给消费者。大规模定制模式充分利用现有生产线,通过模块化运作和供应链管理,以标准化的规模生产的成本,提供给消费者所需要的特定的服务和产品。在第六章以海尔统帅品牌为例实践虚实网融合下大规模定制的商业模式。最后本文在第七章论述海尔如何结合自身优势对现有资源进行整合,再造相关流程,以保障适应互联网时代的竞争要求。本文力图通过理论分析和实证研究相结合,论述家电企业在网络时代的新的商业模式,结合海尔家电的业务情况,藉此论证海尔公司在此领域的未来10年的发展方向以及相关战略,并提出具体的资源整合,运营管理的思路和方案。
[Abstract]:With the end of the energy saving subsidy policy, the price war has intensified. Although the price war can solve the urgent needs of some home appliance enterprises in the short term, it is not a long-term solution. The household appliance industry needs to get out of the vicious circle of the price war. The key is the innovation of business model. Firstly, this paper analyzes the current situation of domestic and foreign environment in the household appliance industry, and points out that overcapacity and product homogeneity are the biggest reasons of price war. Then in the third chapter, the author analyzes the complexity of consumption structure and democratization of consumption in the Internet era, the impact of network sales channels on traditional sales, and so on. It is pointed out that only electronic commerce is the way out for home appliance enterprises in the Internet era, and in the fourth chapter, after analyzing the problems existing in the traditional customization mode in the household appliance industry, The fifth chapter puts forward the business model of mass customization of C2B2C, which integrates virtual and real networks in household appliance enterprises: the first "C", that is, consumers, builds an interactive platform with zero distance to consumers through the Internet. Consumers design their own products according to the modules provided; "B" refers to the supply chain, which distributes the products and services consumers need in the first place through three "nets" of production lines, logistics networks and service networks; the second "C" is the consumer. That is, the supply chain produces customized products and distributes them to consumers. The mass customization model makes full use of existing production lines and uses modular operations and supply chain management to standardize the cost of production on a large scale. In chapter 6, we take Haier brand as an example to practice the business model of mass customization under the combination of virtual and real networks. Finally, in chapter 7, we discuss how Haier combines its own advantages. Potential to integrate existing resources, This paper tries to combine theoretical analysis with empirical research to discuss the new business model of home appliance enterprises in the network age and the business situation of Haier household appliances. In order to demonstrate Haier company's development direction and related strategy in the next 10 years in this field, and put forward the concrete resources integration, operation management thought and plan.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.6

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