振华集团百货业务竞争战略研究

发布时间：2018-03-04 23:21

本文选题：百货业务　切入点：竞争战略　出处：《山东大学》2014年硕士论文　论文类型：学位论文

【摘要】：改革开放30年以来,百货业的发展已经成为拉动国内经济需求的重要力量。但近年来,由于济增速逐步放缓、网络电商迅猛发展、国际商家加速扩张以及行业内部积弊丛生,中国百货零售业开始面临高成本、高竞争、低回报、难扩张、资源垄断等诸多难题。业界众多学者、商业领袖纷纷开始探索百货业在新形势下的变革之道。一时间,百货业变革理论断层出不穷,企业莫衷一是。此时,研究和探索百货企业的竞争战略具有极强的现实意义。论文研究对象——振华百货集团股份有限公司由1994年集体所有制企业改制而来。集团涉及精品百货、量贩超市、家电、房地产、酒店、餐饮等多项业务,其中尤以百货业为支柱性产业。2006年开始,振华百货业务积极对外扩张,通过兼并、收购、自行开发等多种手段迅速扩展市场。2012年,百货零售业务开始步入低谷,业绩明显下滑。企业内部,前期兼并整合工作难度加剧,企业接班人问题提上日程。企业外部,行业环境恶化,网络电商分流客群,国际、国内同行竞相抢占市场空间。企业沿用惯性思维开展竞争活动,导致百货业务陷入竞争困境。通过访谈、文献研究、比较研究等方法,结合自身工作经验,论文对振华集团百货业务竞争战略进行了研究。首先,利用PEST分析、“五力”模型、战略组群等工具系统分析了振华集团百货业务的宏观环境、产业结构以及主要竞争对手。继而,通过调查现行竞争战略、分解当前价值链等手段分析其主要竞争活动,并直观的反应在战略布局图上。最终,综合比较行业内诸多变革理论,结合振华百货自身情况,利用蓝海战略四步动作模型调整其战略布局图,为振华百货业务重新设定竞争战略。根据研究,振华百货业务应考虑采取聚焦战略,避免与同行趋同竞争。通过延伸售后服务,提升服务品质；开发胶东县级市场,进行地域聚焦；利用主题百货卡位市场,实现品类聚焦；利用成熟平台,开展主题电商。通过分解企业价值链,振华百货需要在信息化、服务技术、人力资源、营销活动等方面做出调整以实现该竞争战略。信息化建设中的单品管理、数据挖掘与信息共享构成战略成功的基础层面。服务技巧开发与人力资源的保障措施相辅相成。营销活动主要倾向于利用新兴的微营销手段以及不同于以往理性价值判断的情感营销方式。针对战略变革中可能出现的阻力,论文采用引爆点领导法提出了克服办法。论文希望通过对振华集团百货业务竞争战略的研究,为该企业在战略转型的过程中提供一套可供参考与选择的可行性方案。论文还对中国百货行业发展的积弊以及目前流行的变革观点做出了分析,对正处于变革浪潮中的百货商家有一定的借鉴意义。
[Abstract]:Since the reform and opening up 30 years ago, the development of the department store industry has become an important force in driving domestic economic demand. However, in recent years, due to the gradual slowdown in economic growth, the rapid development of Internet e-commerce, the accelerated expansion of international businesses and the accumulation of problems within the industry, Chinese department stores are beginning to face many problems, such as high cost, high competition, low returns, difficult expansion, monopoly of resources, and so on. Many scholars and business leaders in the industry have begun to explore ways to change the department store industry in the new situation. For a while, The theory of department store reform emerges in endlessly, and the enterprises have different opinions. At this time, it is of great practical significance to study and explore the competition strategy of department stores. The research object of this paper is Zhenhua Department Store Group Co., Ltd., which was reorganized by collective-owned enterprises in 1994. The Group is involved in many businesses, such as boutique department stores, supermarkets, household appliances, real estate, hotels, restaurants, and so on. Since 2006, Zhenhua Department Store has been actively expanding its business abroad, rapidly expanding its market through mergers, acquisitions, self-development and other means. In 2012, the department store retail business began to enter a low point. The performance is obviously declining. The difficulty of merger and integration in the early period is becoming more and more difficult. The issue of enterprise successor is on the agenda. The external enterprise, the deterioration of the industry environment, the network ecommerce distributes the customer group, the international, Domestic peers compete to occupy the market space. Enterprises follow the inertia thinking to carry out competition activities, leading to the department store business into a competitive dilemma. Through the methods of interview, literature research, comparative study and combining with own work experience, this paper studies the competitive strategy of Zhenhua Group's department store business. Firstly, using PEST analysis, "five forces" model, This paper systematically analyzes the macro environment, industrial structure and main competitors of the department store business of Zhenhua Group. Then, by investigating the current competition strategy and decomposing the current value chain, we analyze its main competitive activities. And intuitionistic response in the strategic layout map. Finally, comprehensive comparison of a lot of changes in the industry theory, combined with Zhenhua Department Store's own situation, using the blue sea strategic four-step action model to adjust its strategic layout map, For Zhenhua department store business re-set competitive strategy. According to the study, Zhenhua Department Store should consider adopting a focused strategy to avoid competition with its peers. Through extending after-sales service to improve service quality, it should develop the Jiaodong county market and focus on the region; and make use of the themed department store card market. Achieve category focus; use mature platforms to develop thematic e-commerce. By breaking down the enterprise value chain, Zhenhua Department Store needs information, service technology, human resources, Marketing activities and other aspects to make adjustments to achieve the competitive strategy. Information in the construction of individual products management, Data mining and information sharing constitute the foundation of strategic success. Service skill development and human resources guarantee complement each other. Marketing activities mainly tend to use new micro-marketing means and different from previous rationality. Value judgment of emotional marketing. In view of the possible resistance in strategic change, The method of tipping point leadership is used to overcome the problem. The thesis hopes to study the competitive strategy of Zhenhua Group's department store business. This paper provides a set of feasible schemes for reference and choice in the process of strategic transformation. The paper also analyzes the disadvantages of the development of the department store industry in China and the current popular viewpoint of change. Is in the wave of change in the Department Store has a certain reference significance.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F724.2;F272

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