本文關鍵詞：中國B2C電子商務企業(yè)的發(fā)展路徑研究　出處：《上海外國語大學》2014年碩士論文　論文類型：學位論文

  更多相關文章： 電子商務 B2C 價值鏈 競爭優(yōu)勢 核心競爭力

【摘要】：中國電子商務企業(yè)最早出現(xiàn)于以8848為代表的20世紀90年代，但直到2009年麥考林和當當網(wǎng)先后上市才出現(xiàn)中國電商行業(yè)的大發(fā)展。從2010年到2012年，中國電子商務行業(yè)經(jīng)歷了大起大落的歷史性發(fā)展階段。2012年，接近40%的電商企業(yè)銷售額出現(xiàn)負增長，增長超過100%的企業(yè)不足三成，這與2011年以前電商企業(yè)動輒3倍，5倍甚至10倍的年增長率形成鮮明對比。大部分電商企業(yè)陷入“縮減市場投放-流量下降-收入下降；增加市場投放-虧損增加”的惡性循環(huán)。電子商務是典型的平臺經(jīng)濟，但在我國這樣的新興市場卻遭遇由于消費者價格敏感、競爭同質(zhì)而導致的供應鏈利潤降低，無法盈利的尷尬。整體來看，在現(xiàn)階段除個別業(yè)務模式獨特的企業(yè)外，大部分電子商務公司都陷入了贏利模式不清晰，增長動力缺乏或者定位不清晰的困境。 本文旨在通過對中國電子商務行業(yè)的實證分析，并參照成熟市場上成功的電子商務案例，從商業(yè)流通行業(yè)價值鏈的角度，深入剖析現(xiàn)階段中國電子商務行業(yè)經(jīng)營中常見的“困局”，重點分析在一些代表性的電子商務企業(yè)的運營實踐中，哪些行為符合增加產(chǎn)業(yè)鏈價值，哪些行為屬于不對產(chǎn)業(yè)鏈形成增值，，甚至對所在產(chǎn)業(yè)價值鏈形成“負增值”。本文認為成功的B2C電商企業(yè)必須能夠?qū)λ诋a(chǎn)業(yè)的價值鏈進行實質(zhì)性的優(yōu)化，判斷的標準是符合以下的“黃金三法則”：（1）能夠通過縮短流通環(huán)節(jié)，降低流通環(huán)節(jié)的運營成本或者提供更多的增值服務，為終端消費者節(jié)省費用或者享受到更多的價值。（2）價值鏈的優(yōu)化應該符合產(chǎn)業(yè)鏈供應商的長期利益，不應以破壞上游供應商的價值為代價。（3）企業(yè)本身經(jīng)過充分的市場競爭，所形成的價值鏈優(yōu)化競爭優(yōu)勢是可持續(xù)并且有壁壘的。 最后，從產(chǎn)業(yè)價值鏈的角度對現(xiàn)有電子商務企業(yè)經(jīng)營的困局進行診斷，并提出初步的建議和行業(yè)格局預測。
[Abstract]:Chinese e-commerce enterprises first appeared in 1990s, represented by 8848. However, it was not until 2009 that Mecoxlane and Dangdang listed one after the other. From 2010 to 2012, there was a great development of China's e-commerce industry. In 2012, nearly 40% of e-commerce enterprises showed negative growth in sales, and less than 30% of enterprises with growth of more than 100%. This contrasts with the annual growth rate of 3 times or even 10 times that of e-commerce enterprises before 2011. E-commerce is a typical platform economy, but in our country, emerging markets are confronted with consumer price sensitivity. The same quality of competition leads to the reduction of supply chain profits and the embarrassment of being unable to make profits. Overall, in addition to individual business models, most e-commerce companies are caught in a profit model that is not clear at the present stage. Lack of momentum for growth or unclear positioning of the dilemma. The purpose of this paper is to analyze the value chain of the commercial circulation industry from the perspective of the value chain of the commercial circulation industry through the empirical analysis of the e-commerce industry in China and referring to the successful e-commerce cases in the mature market. This paper deeply analyzes the common "dilemma" in the management of e-commerce industry in China at the present stage, and focuses on the analysis of which behaviors accord with the added value of the industrial chain in the operation practice of some representative e-commerce enterprises. Which behaviors do not add value to the industrial chain, or even form "negative value-added" to the industrial value chain? this paper holds that successful B2C e-commerce enterprises must be able to substantially optimize the value chain of their industries. The criterion of judgment is that the following "Golden Rule": 1) can reduce the operating costs of circulation links or provide more value-added services by shortening circulation links. The optimization of the value chain should be in line with the long-term interests of the suppliers of the industrial chain. Enterprises should not destroy the value of upstream suppliers at the cost of sufficient market competition, resulting in the value chain optimization competitive advantage is sustainable and has barriers. Finally, from the angle of industrial value chain, the paper makes a diagnosis of the difficulties existing in the management of e-commerce enterprises, and puts forward some preliminary suggestions and industry pattern prediction.
【學位授予單位】：上海外國語大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F724.6

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