摘要
II
摘要
我国电子商务市场得到了迅猛发展，随着消费者消费习惯的改变和追求更
加个性的消费需求，竞争不仅局限于实体与实体之间，实体与电商之间的竞争
也越来越激烈。线下零售商为应对来自电子商务的冲击，相继也开始涉足电商
渠道，布局线上线下渠道融合发展。由中国航空工业集团下属的中国航空技术
深圳有限公司控股的中外合资连锁零售企业天虹商场股份有限公司在零售行业
中突破传统的百货购物模式，率先试水电商渠道，基于O2O模式作出了发展战
略调整，实现了线上线下融合发展的渠道建设。现已形成实体店、PC网店、移
动端（天虹微信、天虹微品、虹领巾）的全渠道零售生活平台。根据发展现状
和与竞争对手相比，虽然天虹商场在涉足网络销售平台中建立时间较早，为我
国第一批建立了PC端网站的零售企业，但是发展速度较为缓慢，存在品牌影
响力低、线上用户少、商品差异化小等不足
本文以企业经营战略和O2O模式等相关理论和研究结论为依据，运用
SWOT分析法和PEST分析模型对天虹商场的内部环境和外部环境进行分析
通过调查研究法和理论实例相结合分析法对天虹商场面对电子商务发展的环境
下基于O2O模式作出的战略转型发展的现状进行研究，分析其在O2O模式发
展中存在的问题。作者认为天虹商场在O2O模式发展战略中应选择集中型竞争
战略和差异化竞争战略相结合的竞争战略，做好一个细分市场， 并作出差异化
体现，形成自有特色，在扩张中稳中求进。通过优化组织结构、建立事业部制、
健全监督管理体制、合理规划门店布局突出特色等方式完善企业运营机制；通
过整合区域资源、打造专供商品、建立供应商战略合作伙伴关系等方式打造高
效的供应链系统；通过建立完善的客服系统、个性化推送商品信息、优化支付
方式、加强监管第三方供货商等方式优化线上平台管理模式；通过调整市场定
位、不同区域选择不同业态、加强品牌建设等方式调整市场定位提升品牌影响
力；通过完善人力资源管理梯队建设、建立科学薪酬体系等方式完善人力资源
管理
关键词：发展战略；O2O模式；优化建议
ABSTRACT
III
ABSTRACT
China's e-commerce market has been a tremendous development，Entity retail
sales is shocked. Traditional retail trade meets the labor pains of transformation. The
competition between the electricity is increasingly fierce. In addition, the driving of
technology, the change of consumer shopping habits and the personalized demand
for consumption also urge companies to develop online business. Turn to
Omni-channel management of O2O, and speed up the layout of Mobile e-commerce
and Cross-Border e-commerce. Rainbow Department Store Co., ltd. is a Sino-foreign
joint venture of chain retail enterprises, its controlling shareholder is China Aviation
Technology Shenzhen co., ltd which belongs to Aviation Industry Corporation of
China. The company takes the lead in break through the traditional department store
shopping mode in the industry. The fusion of all channels from entity stores to O2O.
Development strategy adjustment has been made based on the O2O mode. And it has
achieved some effects. Entity shop, PC online, mobile terminal (Store We Chat,
Micro products, Rainbow scarf) of all channels life platform of retail has been
formed. According to the current situation of the development and compared with
the competitors, although Rainbow mall involved in the online sales platform early.
It is the first batch of retail enterprises that established PC online. Because of its
slow pace of development, there is still a low brand influence, less online users, lack
of product differentiation small.
This article will take the enterprise management strategy and the research
conclusion , O2O mode and related theory on the basis. SWOT analysis and PEST
analysis model were used to analyze the internal environment and external
environment of Rainbow mall. The study of Rainbow mall in the face of
e-commerce development environment based on the status of development of the
O2O mode to make the strategic transformation of research through the investigation
method and theory combining the instance analysis, analysis the problems existing in
the development of O2O mode. The author thinks that the store should choose
centralized competitive strategy and differentiation competitive strategy of the
combination of competitive strategy in the development strategy of O2O mode,
ABSTRACT
IV
make a market segment, and make differentiation, formed its own features, seek the
expansion of improvement in stability. Improve the operation mechanism of
enterprises by optimizing the structure of the organization, establishing the divisional
system, perfecting the supervision and management system, and optimizing the
layout of the store. Build an efficient supply chain system by integrating regional
resources, building a dedicated commodity, establishing a supplier strategic
partnership. Optimize online management mode by establishing perfect customer
service system, sending personalized information of product, optimizing payment
method, strengthening supervision of the third-party suppliers. Adjust market
positioning and enhance brand influence by adjusting market positioning, selecting
different formats in different regions and strengthening brand building. Improve
human resource management by improving the echelon construction of human
resources management and establishing scientific compensation system.
Key Words: development strategy; O2O mode; optimization suggestion。。。。。。