發(fā)布時間：2018-03-29 10:13

  本文選題：百貨　切入點：發(fā)展戰(zhàn)略　出處：《武漢工程大學》2015年碩士論文

【摘要】：改革開放以后,隨著我國經(jīng)濟的不斷增長,我國零售業(yè)發(fā)展迅速。然而,近幾年來,實體百貨公司既面臨著線下眾多百貨公司的競爭,又面對線上電子商務(wù)對自身市場份額的不斷侵蝕。同時,隨著我國人口增速下降,店鋪租金、人工成本以及其他費用的不斷上漲,使得實體百貨公司的利潤水平不斷降低,部分甚至出現(xiàn)了虧損。我國百貨公司已經(jīng)進入一個發(fā)展的關(guān)鍵時期,需要采取有效的發(fā)展戰(zhàn)略來在激烈的市場競爭中突圍。本文以武漢銀泰百貨作為研究對象,對其發(fā)展戰(zhàn)略進行研究。武漢銀泰百貨是銀泰百貨集團在武漢地區(qū)的分公司,主要經(jīng)營中高檔百貨業(yè)務(wù),在銀泰百貨集團的支持下,武漢銀泰百貨獲得迅速發(fā)展,但在發(fā)展的過程中也遇到一些問題,因此,需要重新定位其發(fā)展戰(zhàn)略。本文首先對武漢銀泰百貨發(fā)展內(nèi)外部環(huán)境進行分析,外部環(huán)境的分析主要從外部經(jīng)濟環(huán)境、外部競爭環(huán)境以及行業(yè)發(fā)展環(huán)境等角度進行,并在具體分析的過程中進行了進一步的細化,對內(nèi)部條件的分析主要從武漢銀泰百貨經(jīng)營能力、市場營銷能力、財務(wù)狀況等角度進行;進而運用SWOT理論,分析其存在的機會與挑戰(zhàn),以及自身的優(yōu)勢與劣勢,并根據(jù)分析結(jié)果對武漢銀泰百貨發(fā)展戰(zhàn)略進行重新定位,提出多元化發(fā)展戰(zhàn)略、一體化發(fā)展戰(zhàn)略、差異化發(fā)展戰(zhàn)略以及綠色零售發(fā)展戰(zhàn)略;最后,對武漢銀泰百貨實現(xiàn)自身發(fā)展戰(zhàn)略保障措施進行介紹。其中,企業(yè)文化、動態(tài)戰(zhàn)略管理意識以及增值業(yè)務(wù)拓展是其發(fā)展戰(zhàn)略方案實施關(guān)鍵,而組織架構(gòu)的建立以及人力資源開發(fā)則為其發(fā)展戰(zhàn)略的實施提供有效保障。希望本文的研究可以為我國零售企業(yè)發(fā)展戰(zhàn)略的實施提供一定的參考與借鑒。
[Abstract]:After the reform and opening up, with the continuous growth of China's economy, the rapid development of China's retail industry. However, in recent years, the entity department store is facing the line many department stores also face competition, eroding the online e-commerce market share of own. At the same time, as China's population growth rate of decline, shop rent and rising labor costs and other expenses, the entity stores the profit level decreases, even losses occur. Department store in China has entered a critical period of development, need to take effective strategy to break out in the fierce competition in the market. This paper takes Wuhan intime as the research object, carried out study on the strategy of development. Wuhan intime intime group in Wuhan branch company, mainly engaged in high-end department store business, Yintai department store in the support group, Wuhan Han intime have developed rapidly, but also encountered some problems, in the process of development, therefore, needs to redefine its development strategy. This paper first carries on the analysis to the Wuhan intime department store development and external environment, external environment analysis mainly from the external economic environment, external competition environment and the development of the industry environment, perspectives, and further the refinement was carried out during the process of analyzing, analysis of internal conditions mainly from Wuhan intime business ability, marketing ability, financial condition and other perspective; then using SWOT theory, analysis of its opportunity and challenge, and their advantages and disadvantages, and according to the analysis results to the re orientation of Wuhan intime the development strategy, put forward the diversified development strategy, integration strategy, differentiation strategy and green retail development strategy; finally, the Wuhan Yintai The Department to achieve their own development strategic security measures are introduced. Among them, the enterprise culture, dynamic strategic management consciousness and value-added business development is the key to the implementation of development strategy implementation, organizational structure and human resources development, to establish its development strategy to provide effective protection. Hope to provide a reference to the research in this paper can be implemented the strategy for the development of China's retail enterprises.

【學位授予單位】：武漢工程大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F721
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本文編號：1680677