邮乐网竞争战略研究与探索

发布时间：2018-06-20 13:41

本文选题：邮乐网 + 竞争战略　；参考：《安徽财经大学》2017年硕士论文

【摘要】：在“移动互联网”、“互联网+”等大背景下,众B2C电商网站运营风生水起、方兴未艾。然而,作为邮政B2C运营模式的邮乐网电商综合平台,却仍旧未能取得突破性的进展。如今情况是:一方面,“互联网”前景广阔,网购用户与网购交易的规模近几年每年都在大幅度地增长,互联网使得商品和服务交易有了翻天覆地的变化;另一方面,以邮乐网为交易平台的邮政电商交易在邮政的收入市场份额中占比较小,且业务规模既不大、也不强。就此,本文用战略发展的眼光,有针对性地提出竞争发展战略及其落实的系列保障措施,进而给邮政企业运营网商平台提供了有关战略理论借鉴。就研究意义而言,首先,是为B2C电商运营模式提供了相关的案例补充;其次,给综合购物网站,尤其是合资运营的网商交易平台具备一定的参考价值。本论文密切结合邮乐网内外部环境和现状进行了分析。首先,在对外部分析中,本文对外部的政治、经济、社会、技术等环境运用PEST分析,同时通过五力模型对邮乐网面临的竞争状况和主要竞争对手进行对比,借助EFE矩阵找出外部环境的机会和威胁,得出邮乐网外在环境是机遇大于挑战。其次,在对内部条件分析中,建立邮乐网价值链模型,对其主体价值活动和支持活动进行细致分析,总结邮乐网核心竞争力,采用IFE矩阵辨别内部优劣势,得出邮乐网内部环境是劣势不如优势突出。再次,在内外结合分析方面,综合运用了内外结合的SWOT模型,明确邮乐网竞争战略定位及目标,即立足规模拓展的差异化竞争战略,定位四大商品作为业务支撑。另外,为确保战略的实施效果,还提出从治理结构、物流配送、招商机制及服务四方面建立了实施战略保障体系。通过分析,得出本文主要结论:一、邮乐网外在环境机遇大于挑战;二、邮乐网内部环境劣势不如优势突出;三、应立足规模拓展的差异化战略;四、要定位四大商品支撑差异竞争;五、应从4个方面建立了实施战略保障体系,确保战略的实施效果。
[Abstract]:In the "mobile Internet", "Internet" and other background, B2C e-commerce website operation wind water, is in the ascendant. However, as a postal B2C mode of operation, the comprehensive platform of postal music network e-commerce still can not make a breakthrough. Today's situation is: on the one hand, the "Internet" has a bright future, the scale of online shopping users and online shopping transactions has increased dramatically in recent years, and the Internet has made a tremendous change in the trading of goods and services; on the other hand, The postal e-commerce trading platform based on the Postal Music Network accounts for a relatively small share of the postal revenue market, and its business scale is neither large nor strong. In this paper, with the view of strategic development, this paper puts forward the competitive development strategy and its implementation of a series of safeguard measures, and then provides the relevant strategic theory reference for the postal enterprises to operate the network business platform. In terms of research significance, firstly, it provides a case supplement for B2C e-commerce business operation model; secondly, it has certain reference value to comprehensive shopping website, especially to the joint venture operation online merchant trading platform. This paper closely combined with the internal and external environment of the Post Music Network and the current situation were analyzed. First of all, in the external analysis, this paper applies pest analysis to the external political, economic, social, technological and other environments. At the same time, through the five-force model, the paper compares the competition situation and the main competitors faced by the Postal Music Network. With the help of EFE matrix to find out the opportunities and threats of the external environment, it is concluded that the external environment is more opportunities than challenges. Secondly, in the analysis of internal conditions, the value chain model of post music network is established, the main value activities and supporting activities are analyzed carefully, the core competitiveness of post music network is summarized, and the internal advantages and disadvantages are distinguished by IFE matrix. It is concluded that the internal environment of the Postal Music Network is inferior to its advantages. Thirdly, in the analysis of internal and external combination, the SWOT model of internal and external combination is used synthetically to clarify the positioning and goal of the competition strategy of Postal Music Network, that is, the differentiated competitive strategy based on the expansion of scale, and the positioning of four commodities as business support. In addition, in order to ensure the implementation effect of the strategy, this paper puts forward the establishment of the implementation strategy guarantee system from four aspects: the governance structure, the logistics distribution, the investment mechanism and the service. Through analysis, the main conclusions of this paper are as follows: first, the external environment opportunity is greater than the challenge; second, the inferiority of the interior environment is not as strong as the superiority; third, the differentiation strategy should be based on the expansion of scale; fourth, Fifth, we should establish the implementation strategy guarantee system from four aspects to ensure the implementation effect of the strategy.
【学位授予单位】：安徽财经大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F724.6

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