電子商務(wù)背景下傳統(tǒng)零售企業(yè)的轉(zhuǎn)型研究
------以蘇寧為例

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摘要 在電子商務(wù)蓬勃發(fā)展的如今，傳統(tǒng)零售企業(yè)正遭受線上零售業(yè)務(wù)的侵蝕，其生存與發(fā)展面臨著挑戰(zhàn)，因此，傳統(tǒng)零售企業(yè)的戰(zhàn)略轉(zhuǎn)型迫在眉睫，重新定位、合理布局、與時俱進已成為其生存的關(guān)鍵。在互聯(lián)網(wǎng)零售的沖擊下，傳統(tǒng)零售企業(yè)不能盲目改革，武斷的進軍線上零售，而結(jié)合自身線下的優(yōu)勢，協(xié)同線上線下發(fā)展才是有效的轉(zhuǎn)型道路。本文以蘇寧集團為例，分析其轉(zhuǎn)型的優(yōu)勢和劣勢，展現(xiàn)其轉(zhuǎn)型的思路和措施，在不同方面探究其轉(zhuǎn)型中的問題所在，并提出對策與建議，從而啟發(fā)我國傳統(tǒng)零售企業(yè)，旨在為傳統(tǒng)零售企業(yè)的轉(zhuǎn)型與發(fā)展起到借鑒作用。

關(guān)鍵詞：零售企業(yè) 電子商務(wù) 轉(zhuǎn)型 蘇寧 對策建議


Study on Transformations of Traditional Retailers under the Background of E-commerce——As the Example of Suning Group

Abstract Nowadays，as the e-commerce is booming，traditional retailers are suffering erosion from online retail business and its survival and development is faced with challenges. Therefore, the strategic transformation of traditional retail businesses is imminent. Reposition, rational distribution and advancing became the key to survival for them. Under the impact of online retailing, traditional retail companies can not blindly reform or arbitrary enter online retailing, and combine the advantages of its own offline, achieve the collaborative development of online and offline is an effective transition path. This article which as the example of Suning Group, to analyze the strengths and weaknesses of them and show ideas and measures in its transformation. Besides, exploring the problem of its transformation in different aspects and giving countermeasures and suggestions, which inspired China traditional retail business, play the role of reference of transformation and development of traditional retail business.

Key words retailer e-commerce transformation Suning countermeasures


目錄
1緒論 4
1.1研究的背景和意義 4
1.2研究的內(nèi)容和思路 5
1.3研究的方法 6
2零售業(yè)與電子商務(wù)相關(guān)理論闡述 6
2.1與本研究相關(guān)的文獻綜述 6
2.2電子商務(wù)相關(guān)理論 8
2.3戰(zhàn)略轉(zhuǎn)型相關(guān)理論 8
3電子商務(wù)對傳統(tǒng)零售企業(yè)的影響 9
3.1零售業(yè)市場環(huán)境發(fā)生變化 9
3.2傳統(tǒng)零售企業(yè)面臨巨大挑戰(zhàn) 10
4蘇寧集團的現(xiàn)狀與轉(zhuǎn)型 12
4.1蘇寧集團的發(fā)展和現(xiàn)狀 12
4.2蘇寧集團轉(zhuǎn)型的原因 12
4.3蘇寧轉(zhuǎn)型的優(yōu)勢與劣勢分析 13
4.3.1蘇寧的優(yōu)勢分析 13
4.3.2蘇寧的劣勢分析 14
4.4蘇寧集團轉(zhuǎn)型的措施 16
4.5蘇寧集團轉(zhuǎn)型中的問題 18
5蘇寧集團轉(zhuǎn)型的對策建議 19
5.1細分市場的對策與建議 19
5.2人力資源的對策與建議 20
5.3采購管理的對策與建議 21
5.4投資戰(zhàn)略的對策建議 21
5.5引流策略的對策建議 22
5.6企業(yè)文化的對策與建議 22
6蘇寧轉(zhuǎn)型對傳統(tǒng)零售企業(yè)的啟發(fā) 23
6.1明確戰(zhàn)略定位 23
6.2整合優(yōu)勢資源 24
6.3合理掌控轉(zhuǎn)型進程 24
7總結(jié)及本文的不足之處 25
致謝 26
參考文獻 27