蘇寧云商的盈利模式研究
發(fā)布時(shí)間：2018-07-13 21:48
【摘要】：隨著互聯(lián)網(wǎng)的普及,網(wǎng)絡(luò)技術(shù)的發(fā)展和人民生活水平的提高,我國(guó)的電子商務(wù)蓬勃發(fā)展,市場(chǎng)規(guī)模不斷擴(kuò)大,但是由于我國(guó)的電子商務(wù)產(chǎn)業(yè)尚未成熟、對(duì)口專業(yè)人才不多等因素,多數(shù)企業(yè)尚不能夠盈利。本文以O(shè)2O代表企業(yè)蘇寧云商為例,細(xì)致分析其盈利模式,以期對(duì)公司的盈利模式和經(jīng)營(yíng)策略提出合理化的建議,以供其他企業(yè)參考。本文運(yùn)用文獻(xiàn)研究法和對(duì)比分析法對(duì)蘇寧云商盈利模式進(jìn)行分析研究。文章在相關(guān)理論介紹部分對(duì)盈利模式的起源、定義、分類、以及盈利模式的構(gòu)成要素進(jìn)行了詳細(xì)的描述。其次,對(duì)蘇寧云商的盈利模式構(gòu)成要素和相關(guān)財(cái)務(wù)指標(biāo)進(jìn)行了詳細(xì)的分析,并選取競(jìng)爭(zhēng)對(duì)手京東商城和國(guó)美電器,從盈利模式的構(gòu)成要素方面進(jìn)行了對(duì)比分析,由此分析出了蘇寧云商盈利模式存在的一些嚴(yán)重的問(wèn)題,然后細(xì)致的分析了蘇寧云商盈利模式的在行業(yè)競(jìng)爭(zhēng)中的優(yōu)勢(shì)以及它的不足之處,最后針對(duì)蘇寧云商盈利模式存在的問(wèn)題和不足之處提出了行之有效的改進(jìn)措施,以期能夠?qū)μK寧云商的發(fā)展起到幫助的作用。通過(guò)研究發(fā)現(xiàn)蘇寧云商的盈利模式在盈利能力方面,線上線下業(yè)務(wù)方面和物流方面都存在著一些影響企業(yè)發(fā)展且需要及時(shí)解決的問(wèn)題。在盈利方面主要是在轉(zhuǎn)型期造成了蘇寧盈利水平的下降,而盈利水平下降的原因主要是因?yàn)樵谵D(zhuǎn)型初期蘇寧在電商領(lǐng)域還沒(méi)有形成強(qiáng)有力的競(jìng)爭(zhēng)優(yōu)勢(shì),也是由于對(duì)線上業(yè)務(wù)的傾斜使得蘇寧線下實(shí)體店的優(yōu)勢(shì)地位遭到了一定程度上的削弱,還有就是多領(lǐng)域經(jīng)營(yíng)使得經(jīng)營(yíng)成本增加等因素。推行差異化品牌戰(zhàn)略以滿足消費(fèi)者個(gè)性化的需求;利用線下實(shí)體店的優(yōu)勢(shì)鞏固主營(yíng)業(yè)務(wù)市場(chǎng)份額;從農(nóng)村和海外市場(chǎng)入手開(kāi)發(fā)主營(yíng)業(yè)務(wù)的新興市場(chǎng);通過(guò)合作鞏固線下實(shí)體店的營(yíng)業(yè)收入,以此來(lái)扭轉(zhuǎn)盈利水平下降的局面。線上線下業(yè)務(wù)方面的問(wèn)題包括:兩者業(yè)務(wù)沖突問(wèn)題、流量帶入方式不適、線上占有率低、缺乏良好的用戶體驗(yàn)等。通過(guò)線上引流線下,提升供應(yīng)鏈柔性生產(chǎn)能力;打造全新的線下客戶體驗(yàn)?zāi)Ｊ絹?lái)達(dá)到提高運(yùn)營(yíng)管理和客戶管理的目的。物流方面的問(wèn)題體現(xiàn)在運(yùn)輸環(huán)節(jié)、配送環(huán)節(jié)、基礎(chǔ)設(shè)施建設(shè)方面、資源配送方面和物流中心選址方面。完善物流配送信息系統(tǒng);重視物流人才的培養(yǎng)和基礎(chǔ)設(shè)施的建設(shè);優(yōu)化網(wǎng)端終點(diǎn);科學(xué)選擇物流配送中心地址。
[Abstract]:With the popularization of the Internet, the development of network technology and the improvement of people's living standard, the electronic commerce of our country develops vigorously, the market scale expands constantly, but the electronic commerce industry of our country is not mature yet. Counterpart professional talent is not many factors, most enterprises are not yet able to profit. Taking O _ 2O as an example to represent Su Ning cloud quotient, this paper makes a detailed analysis of its profit model, in order to put forward some reasonable suggestions on the profit mode and management strategy of the company, so as to provide reference for other enterprises. This paper uses the method of literature research and comparative analysis to analyze the profit model of Su Ning cloud business. In this part, the origin, definition, classification and components of profit model are described in detail. Secondly, the paper makes a detailed analysis of the components of Su Ning cloud business profit model and related financial indicators, and selects competitors JingDong Mall and Gome to make a comparative analysis from the component elements of the profit model. This paper analyzes some serious problems existing in the Su Ning cloud business profit model, and then analyzes the advantages and disadvantages of the Su Ning cloud business profit model in the industry competition. Finally, the paper puts forward some effective measures to improve the profit model of Su Ning cloud merchants in order to help the development of Su Ning cloud merchants. Through the research, it is found that there are some problems that affect the development of enterprises and need to be solved timely in the profitability of Su Ning cloud business, online and offline business and logistics. In terms of profitability, the decline in Su Ning profitability is mainly due to the fact that Su Ning did not have a strong competitive advantage in e-commerce at the beginning of the transition period, and the main reason for the decline was that in the early stage of the transition, Su Ning did not have a strong competitive advantage in the field of e-commerce. It is also due to the tilt of online business that the advantage of Su Ning offline physical stores has been weakened to a certain extent, and the multi-domain operation has increased the operating costs and other factors. To implement the differentiated brand strategy to meet the individual needs of consumers; to consolidate the market share of the main business by using the advantages of offline physical stores; to develop the emerging market of the main business from the rural and overseas markets; Through cooperation to consolidate the line of physical stores operating income, in order to reverse the decline in profit levels. The problems of online and offline services include: the conflict of the two services, the discomfort of the way of traffic brought in, the low share of online, the lack of good user experience and so on. Through the line drainage line, enhance the supply chain flexible production capacity; create a new offline customer experience mode to achieve the purpose of improving operation management and customer management. The problems of logistics include transportation, distribution, infrastructure construction, resource distribution and logistics center location. Improve the logistics distribution information system; attach importance to the cultivation of logistics personnel and infrastructure construction; optimize the end of the network; scientifically select the location of logistics distribution center.
【學(xué)位授予單位】：沈陽(yáng)工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F724.6
[Abstract]:With the popularization of the Internet, the development of network technology and the improvement of people's living standard, the electronic commerce of our country develops vigorously, the market scale expands constantly, but the electronic commerce industry of our country is not mature yet. Counterpart professional talent is not many factors, most enterprises are not yet able to profit. Taking O _ 2O as an example to represent Su Ning cloud quotient, this paper makes a detailed analysis of its profit model, in order to put forward some reasonable suggestions on the profit mode and management strategy of the company, so as to provide reference for other enterprises. This paper uses the method of literature research and comparative analysis to analyze the profit model of Su Ning cloud business. In this part, the origin, definition, classification and components of profit model are described in detail. Secondly, the paper makes a detailed analysis of the components of Su Ning cloud business profit model and related financial indicators, and selects competitors JingDong Mall and Gome to make a comparative analysis from the component elements of the profit model. This paper analyzes some serious problems existing in the Su Ning cloud business profit model, and then analyzes the advantages and disadvantages of the Su Ning cloud business profit model in the industry competition. Finally, the paper puts forward some effective measures to improve the profit model of Su Ning cloud merchants in order to help the development of Su Ning cloud merchants. Through the research, it is found that there are some problems that affect the development of enterprises and need to be solved timely in the profitability of Su Ning cloud business, online and offline business and logistics. In terms of profitability, the decline in Su Ning profitability is mainly due to the fact that Su Ning did not have a strong competitive advantage in e-commerce at the beginning of the transition period, and the main reason for the decline was that in the early stage of the transition, Su Ning did not have a strong competitive advantage in the field of e-commerce. It is also due to the tilt of online business that the advantage of Su Ning offline physical stores has been weakened to a certain extent, and the multi-domain operation has increased the operating costs and other factors. To implement the differentiated brand strategy to meet the individual needs of consumers; to consolidate the market share of the main business by using the advantages of offline physical stores; to develop the emerging market of the main business from the rural and overseas markets; Through cooperation to consolidate the line of physical stores operating income, in order to reverse the decline in profit levels. The problems of online and offline services include: the conflict of the two services, the discomfort of the way of traffic brought in, the low share of online, the lack of good user experience and so on. Through the line drainage line, enhance the supply chain flexible production capacity; create a new offline customer experience mode to achieve the purpose of improving operation management and customer management. The problems of logistics include transportation, distribution, infrastructure construction, resource distribution and logistics center location. Improve the logistics distribution information system; attach importance to the cultivation of logistics personnel and infrastructure construction; optimize the end of the network; scientifically select the location of logistics distribution center.
【學(xué)位授予單位】：沈陽(yáng)工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F724.6
【相似文獻(xiàn)】
相關(guān)期刊論文 前10條
1 齊霖;耿越;;齊家網(wǎng)逆吞線下[J];新經(jīng)濟(jì);2013年06期
2 朱禹韜;;線上線下融合 供貨商并不看好[J];現(xiàn)代家電;2013年08期
3 ;9家值得關(guān)注的“線上轉(zhuǎn)線下”公司[J];創(chuàng)業(yè)家;2013年09期
4 孫會(huì);;企業(yè)運(yùn)用線下廣告的趨勢(shì)分析[J];邯鄲職業(yè)技術(shù)學(xué)院學(xué)報(bào);2007年01期
5 朔月;;線上線下齊發(fā)力[J];中國(guó)商貿(mào);2008年05期
6 唐娜;;揭秘凡客線下傳播攻略[J];市場(chǎng)觀察;2010年07期
7 ;線上追蹤不稀奇 線下追蹤漸興起[J];世界電信;2013年03期
8 王寒梅;;線下線上將成一體 家電賣場(chǎng)社會(huì)化營(yíng)銷展望[J];成功營(yíng)銷;2013年05期
9 朱禹韜;;服務(wù)是線上線下融合的瓶頸[J];現(xiàn)代家電;2013年07期
10 邱麥平;;聚劃算有效促進(jìn)線上線下融合[J];現(xiàn)代家電;2013年11期
相關(guān)會(huì)議論文 前2條
1 李劍峰;李波;;大學(xué)生消費(fèi)者決策風(fēng)格實(shí)證研究——基于線上與線下的視角[A];第八屆（2013）中國(guó)管理學(xué)年會(huì)——市場(chǎng)營(yíng)銷分會(huì)場(chǎng)論文集[C];2013年
2 李吟;;傳統(tǒng)零售商線上與線下渠道的相互作用及影響研究——以蘇寧云商集團(tuán)為例[A];第八屆（2013）中國(guó)管理學(xué)年會(huì)——管理案例研究分會(huì)場(chǎng)論文集[C];2013年
相關(guān)重要報(bào)紙文章 前10條
1 本報(bào)記者 王琰;百麗發(fā)力欲將線上線下融合[N];中國(guó)商報(bào);2013年
2 亦不凡;挖掘線上線下更大的價(jià)值[N];經(jīng)濟(jì)日?qǐng)?bào);2013年
3 徐曉兵;農(nóng)產(chǎn)品觸網(wǎng)功夫在線下[N];蘭州日?qǐng)?bào);2013年
4 商報(bào)記者 敖祥菲 張凱;格局之變 線上線下融合推動(dòng)商業(yè)新模式[N];重慶商報(bào);2013年
5 記者 陽(yáng)p喩，
本文編號(hào)：2120840
本文鏈接：http://www.lk138.cn/guanlilunwen/wuliuguanlilunwen/2120840.html
最近更新
教材專著
