SN连锁企业集团三四级市场营销模式创新研究

发布时间：2018-11-12 13:50

【摘要】：始于20世纪90年代初的家电零售业,已由小规模企业数量众多的自由竞争时代,过渡到数家家电连锁巨头呼风唤雨的寡头竞争时代。SN连锁企业集团作为家电连锁巨头中的佼佼者,基本实现了国内一二级市场的无缝隙覆盖。2010年,SN连锁企业集团电商业务正式上线运营,销售规模每年均有200%的增长。但由于新拓展的线上业务和既有的线下业务之间的协调性差,未达成l+12的较为明显的整合效应。受宏观经济下行、政策红利到期影响,家电实体零售行业整体呈现下滑趋势,2012年,SN连锁企业集团的业绩首次出现负增长,净利润下降超出44%。2013年,SN连锁企业集团转型提速,明确提出“店商+电商+零售服务商”的“云商模式”发展定位,三四级市场营销模式的创新还是没有足够重视。企业的持续发展有两条基本途径：一是提高管理效率实现内生增长；二是通过快速拓展实现规模效益。管理已精细化的SN连锁企业集团,在实现内生增长方面当然还有空间,但至少从今后若干年看,容量巨大、SN连锁企业集团占有率不高的三四级市场的拓展,是SN连锁企业集团实现持续增长的重要途径。三四级市场与一二级市场的环境不同,两类市场消费者的密集程度和购买力都相差甚远,前者的售后、物流成本也比后者高出不少,这些差异都决定了,SN连锁企业集团在三四级市场,不能照搬主要依托一二级市场形成的自营模式。营销模式的创新不是零起点的研发,关键是经营者能否打破既有思维的束缚,寻找到产品、价格、渠道、促销、团队等营销资源新的排列组合。本文分为六章。第一章为绪论,阐述的是研究背景、意义；国内外关于营销模式、连锁经营、供应链等方面的研究成果；三四级市场、商业连锁、家电连锁零售业等与本文相关的核心概念；本文的研究思路、方法、内容等。第二章主要是总结分析支撑本文的相关理论：战略管理理论、供应链管理理论、机制设计理论及SWOT分析法等。第三章多维度分析了SN集团的发展历程,尤其是三四级市场营销网络拓展模式形成及发展过程。第四章基于SWOT分析,具体阐述了SN集团在三四级市场面临的机遇与挑战,从而展示出SN集团营销模式创新的实践背景。第五章提出SN集团三四级市场营销模式创新的基本思路及具体行动策略。最后一章为本文的研究结论与展望部分。
[Abstract]:Home appliance retailing, which began in the early 1990s, has been developed from the era of free competition with a large number of small-scale enterprises. The transition to the oligopoly era of several household appliance chain giants. SN chain enterprise group, as the leader of the household appliance chain giant, basically realized the seamless coverage of the domestic primary and secondary market. In 2010, SN chain group e-commerce business is officially online operation, sales scale is 200% growth every year. However, due to the poor coordination between the newly expanded online services and the existing offline services, the obvious integration effect of l12 has not been achieved. As a result of the macroeconomic downturn and the expiration of the policy dividend, the household appliance retail industry as a whole showed a downward trend. In 2012, the SN chain group reported negative growth for the first time, with net profits falling by more than 44.2013. The transformation of SN chain enterprise group is speeding up, and clearly puts forward the development orientation of "cloud business model" of "store e-commerce retail service provider", and the innovation of the third and fourth level marketing mode is still not paid enough attention to. The sustainable development of enterprises has two basic ways: one is to improve the efficiency of management to achieve endogenous growth; the other is to achieve economies of scale through rapid expansion. The well-managed SN chain enterprise group, of course, still has room to achieve endogenous growth, but at least in the next few years, the capacity of the SN chain enterprise group is huge and the market at the third and fourth levels, where the share of the SN chain enterprise group is not high, is expanding. Is the SN chain enterprise group realizes the sustained growth the important way. The environment of the third and fourth levels of the market is different from that of the first and secondary markets. The intensity and purchasing power of consumers in the two kinds of markets are very different. In the former, after sales, the logistics costs are also much higher than the latter. All these differences have determined that SN chain enterprise group in the third and fourth level market, can not copy mainly rely on the primary and secondary market formation of self-support model. The innovation of marketing mode is not a zero starting point of R & D, the key is whether the operator can break the shackles of existing thinking and find the new arrangement and combination of marketing resources such as product, price, channel, promotion, team and so on. This paper is divided into six chapters. The first chapter is the introduction, which describes the research background and significance, domestic and foreign research results on marketing model, chain management, supply chain and other aspects, third and fourth level market, commercial chain, household appliance chain retailing and other related core concepts. This article research thought, method, content and so on. The second chapter is the summary and analysis of the relevant theories: strategic management theory, supply chain management theory, mechanism design theory and SWOT analysis. The third chapter analyzes the development course of SN Group, especially the formation and development process of the third and fourth level marketing network expansion model. Based on the analysis of SWOT, the fourth chapter elaborates the opportunity and challenge that SN Group faces in the third and fourth level market, thus showing the practical background of the innovation of marketing mode of SN Group. The fifth chapter puts forward the basic idea and concrete action strategy of SN Group's three-and-fourth level marketing mode innovation. The last chapter is the conclusion and prospect of this paper.
【学位授予单位】：南京理工大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F274;F426.6

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