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摘要
摘要
“新零售”是一种零售业在线上操作和线下操作的相互融合，新零售模式作为消
费升级下的新产物，是以对消费者的体验感受为核心，以充分满足消费者的需求和对
产品的体验感受为基础和前提，该模式从零售产业各个环节，比如经营管理、销售服
务、配送售后等进行了重新构建。自 2016年新零售概念提出，我国出现了一批如天猫
超市、盒马鲜生等的新零售企业，促使了零售市场的竞争烈度愈加激烈。
2020年新冠疫情促进了线下用户向线上转移的速度，在后疫情时代，零售回归商
品经营本质，零售企业迭代创新，形成了线上平台、微信小程序、社区新零售、直播
经济等一系列的新零售形式，对传统零售形成较大冲击。
本文以 D连锁超市陕西区域为例，通过外部环境分析，实地经营调研，指出该企
业在后疫情零售时代中的经营问题，并分析其在实施成本领先战略后仍出现经营成本
高、商品同质化严重、营促销效果不佳等问题的原因，并针对性制定其经营策略改进
的方向及措施，明确提出坚持规模发展，细分业态产品、实施全渠道融合经营，采取
差异化营销策略，增加零售消费体验性等改进举措，通过加强数字化建设、完善风险
管理的体系、优化组织人才建设和强化企业文化作为其经营策略改进的实施保障。
本文站在传统零售连锁超市自身经营发展的角度，探索在新形势下，传统零售业
要怎么样才能打破瓶颈，实现可持续发展，对解决后疫情时代下传统零售中实体连锁
超市经营难的问题，具有针对性和现实意义。
关键词：连锁超市，新零售，经营策略
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西北大学硕士学位论文
ABSTRACT
"New retail" is new retail model that combines online and offline retailing. Based on fully sat-
isfying consumer’s demands and feelings toward products, it is a new products with the expe-
rience of consumers being the core. "New retail" involved in every link of the retail industry,
including operation, management, delivery and after-sales service, etc. Since this new concept
was put forward in 2016, many of new retail enterprises appeared in China, such as Tmall su-
permarket, Hema Xiansheng and other enterprises, and the competition in the new retail mar-
ket is becoming increasingly fierce.
The COVID-19 pandemic in 2020 has accelerated the shift of offline users to online. In the
post-epidemic era, retail is returning to the essence of commodity business. Retail enterprises
are innovating interactively, forming a series of new retail forms such as online platform,
Wechat mini program, community new retail and live streaming economy, all of which have a
great impact on the traditional retail.
With D chain supermarket in Shaanxi being the example, through the analysis of external en-
vironment as well as the field investigation and research, this article points out that the man-
agement problems in the post-epidemic period, and analyzes the reason of the high operating
costs, the product homogeneity and the poor marketing effect after the implementation of cost
leadership strategy. Focusing on the direction and measure of the business strategy optimiza-
tion, this article clearly puts forward to adhere to the scale development and the implementa-
tion of differentiated marketing and the transformation of business mode through the integra-
tion of the whole channel.
From the perspective of the operation and development of traditional retail chain supermar-
kets, this paper explores how the traditional retail industry can break through itself and
achieve healthy and orderly development again under the new situation. It is of targeted and
practical significance to solve the operation difficulties of physical chain supermarkets in the
traditional retail industry in the post-epidemic era.
Keywords: Supermarket chains, new retail, business strategy
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