论文总字数：26023字

摘 要

我国各类电子商务市场经历了十几年的发展历程，从B2B到C2C再到B2C，市场规模得到不断扩大，市场类型也经历了一次次的细分。在这个过程中电子商务零售模式也得到了不断的创新，各种专业经营型与拥有自主品牌的电子商务网站开始涌现。自从2006年开始，我国电子商务市场总体战略布局不断倾斜于自建B2C零售模式。传统零售商在面临实体零售与网络零售剧烈的竞争中，逐步开始寻求新的零售模式的突破。比如传统零售商的典型代表苏宁电器，其于2010年开始铺就网络销售渠道如苏宁商城、苏宁电器与苏宁云商。而很多互联网电子商务企业也开始不满足于仅仅线上销售、线下物流配送的方式，开始涉足线下体验店的设立与打造。典型的企业就是阿里巴巴，其相继设立了天猫小店、盒马鲜生等一系列线下零售店、生鲜销售与购物体验店。由此，发展线上线下零售模式已成为零售业与零售模式一种新的发展趋势。

在这个背景下，本文在梳理了学术界与商界对于新零售商业模式的定义、认知与研究之后，对这两个典型企业进行了分析。文章主要对传统零售商代表的苏宁易购与互联网企业阿里巴巴两个企业对于新零售业务的开展与其新零售商业模式进行比较分析。全文从宏观、微观与用户体验方面对于两个企业进行对比，期望通过对苏宁易购和阿里巴巴的新零售商业模式的研究，总结他们在新零售商业模式方面的优势与不足。研究表明，苏宁易购与阿里巴巴在新零售商业模式的开展与运行中各有优劣。苏宁的主要劣势在于当前尚不能很好地结合线上与线下模式，而阿里的劣势在于不能保证产品质量与合作商服务质量，同时其宣传不到位。而优势方面，苏宁线下的强有力支持与其转型决心加上雄厚的资金作为后盾，为其大开方便之门。阿里便利的支付宝线上支付工具与他们强大的渠道供应商与物流配送也使其新零售模式能够有好的发展前景。

本文也总结了研究的对比分析结果，针对两个企业的新零售转型与发展提出了建议。在新零售商业模式的开展过程中，企业应该坚定发展新零售模式，建立起新零售模式背景下的企业独特文化氛围，同时注重培养高素质高能力从业人员。同时，企业的信息技术、服务质量与经营的产品多样化与专业化也是企业在新零售商业模式下长足发展需要注重的层次。通过整篇文章的分析研究，本文最后总结了一些结论，也为其他传统零售商开展新零售商业模式提供参考与借鉴。

关键词：苏宁易购；阿里巴巴；新零售商业模式；比较分析

Abstract

Starting from the embryonic stage at the turn of the century, China's various E-commerce markets have experienced more than ten years of development. From B2B to C2C and then to B2C, the market continues to expand and subdivide. In this process, e-commerce retail mode has also been constantly innovated, and various professional business-oriented and self-owned brand e-commerce websites have begun to emerge. Since 2006, the overall strategic layout of China's e-commerce market has been tilting towards the self-built B2C retail model. In the fierce competition between physical retail and online retail, traditional retailers gradually began to seek new breakthroughs in retail mode. For example, the typical representative of traditional retailers, Suning Electrical Appliances, began to lay online sales channels in 2010, such as Suning Mall, Suning Electrical Appliances and Suning Yun Merchants. However, many Internet e-commerce enterprises are not satisfied with the way of online sales and offline logistics distribution. They are beginning to set up and build offline experience stores. The typical enterprise is Alibaba, which has set up a series of offline retail stores, such as Tmall Store, Boxhorse Fresh Store, Fresh Sales and Shopping Experience Store. Therefore, the development of online and offline retail mode has become a new trend of retail industry and retail mode.

In this context, after sorting out the definition, recognition and research of the new retail business model in academia and business circles, this paper makes an analysis of these two typical enterprises. This paper mainly compares the development of new retail business between the traditional retailer's representative, Suning Easy-to-buy and the Internet company Alibaba, and their new retail business model. The full text compares the two enterprises from the macro, micro and user experience aspects, expecting to summarize their advantages and disadvantages in the new retail business model through the study of the new retail business model of Suning E-Buy and Alibaba. Research shows that Suning E-commerce and Alibaba have their own advantages and disadvantages in the development and operation of the new retail business model. Suning's main disadvantage is that it can't integrate online and offline modes well at present, while Ali's disadvantage is that it can't guarantee the quality of products and the service quality of cooperators, at the same time, its propaganda is not in place. On the other hand, the strong support under the Suning Line, together with its transformation determination and strong financial backing, will open the door for its convenience. Ali's convenient Alipay online payment tools and their strong channel suppliers and logistics distribution also make their new retail mode have good prospects for development.

This paper also summarizes the comparative analysis results of the study, and puts forward suggestions for the transformation and development of the new retail of the two enterprises. In the process of developing the new retail business model, enterprises should firmly develop the new retail model, establish the unique cultural atmosphere of enterprises under the background of the new retail model, and pay attention to the cultivation of high-quality and high-ability employees. At the same time, the diversification and specialization of information technology, service quality and products are also the layers that enterprises need to pay attention to in the new retail business model. Through the analysis and research of the whole article, this paper finally summarizes some conclusions, and provides reference for other traditional retailers to develop new retail business model.

Key words: SUNING; Alibaba; New retail business model; A comparative analysis

目 录

摘 要 I

Abstract II

第一章 绪论 1

1.1研究背景与问题的提出 1

1.2研究意义 3

1.3主要研究内容 3

1.4研究方法与技术路线 4

1.文献研究法 4

2.案例研究法 4

1.5研究特色与创新点 5

1.6论文基本框架 6

第二章 文献综述 7

2.1新零售的相关研究 7

2.1.1商业界对于新零售的定义与解读 7

2.1.2学术界对新零售的定义 7

2.2商业模式与零售业商业模式的相关研究 8

2.2.1商业模式的界定 8

2.2.2零售业商业模式的研究 9

2.3零售模式的研究 9

2.3.1 网络零售模式类型的划分 9

2.3.2对于零售商转型的相关研究 10

2.4文献述评 10

第三章 苏宁易购与阿里巴巴新零售商业模式比较分析 12

3.1苏宁易购与阿里巴巴简介 12

3.2苏宁易购与阿里巴巴新零售商业模式宏观微观比较分析 13

3.2.1苏宁、阿里巴巴新零售商业模式宏观比较分析 13

3.2.2苏宁、阿里巴巴新零售商业模式微观比较分析 14

3.2.3用户体验的比较分析 15

3.3苏宁易购与阿里巴巴优劣势对比总结 16

第四章 对苏宁易购、阿里巴巴新零售商业模式的建议 18

4.1企业文化方面 18

4.1.1提升整个企业对新零售商业模式的文化认识 18

4.1.2培养新零售业高素质人才 18

4.2 客户服务方面 19

4.3 产品质量方面 19

4.4 信息技术方面 19

第五章 结论 21

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