对市场营销策略的团购行为分析研究Word格式文档下载.docx

对市场营销策略的团购行为分析研究Word格式文档下载.docx

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网络销售这种发展中的形式能够为顾客提供更加便捷的服务，同时有利于电子商务在商务谈判中发掘新机遇，这样一种发展形式已经成为人们生活中不可或缺的一部分。

高朋（Groupon）不仅是中国GB的国内领导者，也是美团和美国团购的巨头，本文主要研究高朋的神秘营销方案。

虽然神秘营销方案在美国很受用，但其似乎并不适用于中国企业。

所以他在放入市场前会先接受检查，判断其是否适用于中国市场。

本文试图研究，美国团购巨头——Groupon的市场在当今的社会经济发展趋势之下，在中国市场上是否有未来可言，以及是否能在中国市场上可持续发展。

考虑到本研究对该项市场调查也是有限的，也是此项调查参与部分此外，波特的五力分析法也会被用于评估竞争态势和加大在中国市场的吸引力。

本文旨在分析影响电子商务活动的各种因素，以及在中国团购（GB）上的发展趋势。

对该公司竞争优势和劣势这两者的调查，结合该公司的容量、资源、核心能力，以及对公司竞争优势和竞争劣势这两者的调查，制定新的策略并加以实行。

　　China,beingtheworldsmostpopulouscountry,hasincreasinglyseenasignificantsurgeintermsofonlinesales.ThegrowinguseoftheInternethasbecomeanintegralpartofeveryperson’slife,providingconvenientaccessandendlessbusinessdevelopmentopportunitieswithinthee-commerceworld.ThispaperaimstoinvestigateChina’se-commercedevelopmentstowardstheemergenceofGroupBuying（GB）websites,whileillustratingtheuniquefactorsofthismarket.DetailedstudiesonChina’sGBdomesticleaderMeituanandtheUS-basedpioneerGroupon’smystifyingcaseofitsnot-so-successfulChineseventure,Gaopeng,willbeexamined.Bysizingupbothstrengthsandweaknesses,throughtheircompanies’resources,capabilitiesandcorecompetenciestoprovidetailoredstrategicimplications.Additionally,Porter’sfiveforcesanalysiswillbeusedtoassessthecompetitiveintensityandattractivenessofthisChinesemarket.Bylookingatthecurrenttrends,thisresearchwillenvisagethefutureofthismarketinChinaandseewhetherthegrowthwillbesustainable.Comprehensiveresearchonthismarketremainslimited,andthisiswheretheinvestigationstakepart.

　　Introduction

　　E-commercehasimprovedourstandardoflivingbyhandlingvariousday-to-dayoperations–itshiftsphysicalspacetovirtualspaceandreplacesphysicalhumancapitaltodrasticallyreduceafirm’soverheadcosts.Theinnovationofonlinetransactionshasalsoimprovedtheefficiencyofinternationaltradingbyeliminatingdifficultiessuchastimeandgeographicaldifferences.Moreover,onlinesales,incomparisontoin-storesales,haveproventosupporthighersalesgrowth（CFT,2012）.

　　Underthepressureofglobalisation,manyfirmsarebeingcompelledtoconductbusinessesonline.Therearevarioustypesofe-commerceportalsavailable,suchasonlinegoodsandservices,retailservicesandmarketplaceservices.Toalignwiththecurrentsociety,dynamicadvancementoftechnologyisnecessaryfortheemergenceofnewbusinessmodels.

　　StatisticsfromtheGBaggregatorTuan800reportedthattheChineseGBsectorhada21.4billionYuanturnoverin2012（ChinaScopeFinancial,2013）.Thispotentiallyprofitablebusinessservesasasufficientmotiveformulti-nationalcompanies（MNC）suchastheAmericanGBcreatorGroupontoenterintoChinaandconductonlinedealingsforlocalbusinesses.

　　TherecentburgeoningofGBservices,wheredailypromotionsofproductsand/orservicesareprovidedwithinaredeemableperiodoftime,hasgainedsubstantialmediaattentionwhilstreceivingrelativelylittleattentionintermsofacademicliterature.ThispaperaimstoprovideaholisticunderstandingofChina’se-commercedevelopmentonGBwebsitesbyadoptingastrategicmanagementperspective.ItfirstconsidersChina’sspecificcontextthatshapesthemarket,whichincludesindustrycompetition,culturalfactors,mobilepenetration,governmentcontrols,socialmediaandreasonsfordomesticcompanies’successes.Thisleadstostrategicanalysesontworevelatorycases,MeituanandGaopeng,basedonthreeissues:

（a）theinternalenvironmentfromtheResource-BasedView,contendingthatthefirm’scorecompetencyisderivedfromuniquebundlesofresourcesthataredifficulttoimitate（Yiuetal.2005:

186）;

（b）Porter’sfiveforcesanalysis,and（c）strategicimplications.Finally,recommendationsfortheChinaspecificmarketandthemarket’sfuturedevelopmenttrendswillbediscussedingreaterdetailintheresearch.

　　TheBasicConceptBehindGroupBuying

　　ThecollectivebuyingconceptwasrootedintheChinesecitizen’sbudgetconsciousculturelongbeforeitbecameaglobalphenomenon.Priorto2008,peoplewouldgrouptogetherononlineforumstobuybulkproductsinordertocollectivelybargainforlowerprices（TheEconomist,2006）.However,buyinggroupsmaytakeweekstoformbeforeenoughpeoplecouldmakethepurchase.Nowadays,thetableshaveturned.Peoplemayusesocialnetworkstoinstantlyandrapidlysharedesireswithlike-mindedonlineshoppers,therebyquickeningtheonlineGBprocess.

　　HowGBoperates

　　Groupon,whichwaslaunchedintheU.S.inNovember2008andlaterexpandedsuccessfullyintotheglobalmarket,istheAmericanoriginatoroftheGBconcept.Itsbasicideastemsfromthecollectivebuyingconceptofofferingdailydiscountstocustomersintheaspectsofhealth,beauty,restaurants,goods,holidays,andcreatingasenseofanticipationforwhatcomesnext.Thishassuccessfullycapturedthecustomers’mind-set,offeringready-madedealsandnotrequiringcustomerstoexpresswhattheywant.Grouponcreatesdemandthatdidnotexistbecausetheneedwasunrealiseduntilcustomersseeitdiminishinprice.Thedurationofthedealsnormallylastsseveraldays.Thereasonbehindtheshorttimespanistotacticallyaddasenseofurgencyforcustomerstosecurethedealsbeforethepromotionperiodendsandtoenableimpulsepurchasing.Ifthereareenoughpeoplesigningupforthedeal,itbecomesavailabletoeveryone;

ifthefixedminimumisnotmet,thedealwillbecalledoff.Thisprotectsmerchandisersfromguaranteeingaminimumquantityofcustomerssotheyareabletofillupexcesscapacityandattaineconomiesofscalefrombulkpurchases.Therefore,GBrepresentsawaytomatchtheefficienciesofthewebsitetoitsaffiliatedfirms,andtohavepurchasesdrivenbyimpulsethatcanbeutilisedinaclick.

　　ThedifferencebetweenGBandtraditionale-commerceisthat,oncethedealiscompletedduringthedesignatedtimeperiod,customersmayenjoyadiscounttoexperimentthingstheydidnotoriginallyplantodo.Thisvariesfromtryingoutunnoticedrestaurants,buyingdiscountedinternationalbrandedskincaretogoingonatripinthecountryside.Customersnolongerhavetostayathometowaitfordelivery;

instead,theyarenowdriventogooutandexperiencetheserviceorredeemtheactualproduct.Also,companiesdonotneedtobuyorstoreinventoryliketraditionalbusinesses;

customerssimplygototheredemptionlocationtopickuptheproductsorusetheservicetheyhadpurchased,therebybringingcostsdownforGB.

　　Thisbusinessmodeloperatespredominantlyasanintercessorwherethewebsite（merchantintermediary）workswithlocalmerchants（sellers）tonegotiateadealthatissoldtocustomers（buyers）（Eliasonetal.,2010:

4）.Itworksbestwithsmall,localbusinessesthatmayinitiallyrelytraditionalmediaforexposure,whichbecomesexpensiveanddoesnotguaranteeanycustomers.ThisiswhereGBfitsinasalowcostonlineadvertisingplatformthatofferse-mailservicesonitscurrentdealstothosethathavesubscribedtoGroupon.Vendorsdonothavetopayupfrontforadvertisingfees;

instead,theyarechargedwitha50/50spilt（averagerateintheUS）ofeachsolddealandGrouponearnsfromthecommissionasaservicechargeforsystemisingthedeals（CNNMoney,2011）.Thus,aslongasthediscountisbearable,exposurefromthisadvertisingeffectonconsumerswhohadnotpreviouslyacknowledgetheexistenceofthefirmwilloutweighthemarkdownsitisoffering（Edelmanetal.,2011:

8）.Nevertheless,vendorswouldhavetobesuretheycouldsustainthediscounttheyareofferingwithoutlosingmoneyandtrytogettheirconsumerstospendontopoftheirdealinordertotakeadvantageofthepromotion.

　　ChinaSpecificFactorsOfTheGroupBuyingMarket

　　InChina’shighlydynamicbusinessenvironment,itisofgreatsignificanceforacompanytobeawareofandadapttothechangeswithinitsdistinctivesettingsoastosurvive.Successfulbrandsdonotneedtoaskwhatthecustomerswant;

astheyrarelyknowwhatitistheywant.Companiesinthismarketrealisedthatitisafallacytothinkthatcustomersknowwhattheywant,thereforearangeofnewdealsareoffereddailywiththeaimthataconsumerwouldfindatleastonedealthattheyareinterestedin.Thisabilityofdailydelightshascreatedanonlineplatformformerchandiserstoselltheirproductsorservicestoanewgroupofcustomersandforbuyerstobenefitfromdiscountedpromotions,providingawin-winsituation.

　　AccordingtoaBeijingresearchfirmiResearch,China’sGBindustryhas,since2012,reachedavalueofover$271.89million（Leeetal.,2012）.Ultimately,thebestdealinChinaisadealthatcanexactlymirrorcustomers’expectations.Itisnotalwaysaboutbarteringonthelowestpricepersesincethereisalreadyahugemarketforinexpensivegoodsorservices.

　　SteepCompetitionAmongstTheChineseReplicates

　　In2010,ChinawasexposedtothefirstGBwebsitewhich,similartoGroupon,aimstocreateexceptionalbargainsbyunitingthereachoftheInternetwiththepowerofthepeople.AsChinesecompanieshaveatendencytoreplicatepotentiallyprofitablebusinessestheyseefromothercountries,afterthissitewascreated,thousandsofimitatorshaveemergedfollowingthissimilarrationale,allcompetingtobelikeGroupon（ChinaDaily,2011）.AccordingtoTuan800,Chinahasatpresentrecordedtohaveonly943GBwebsitesstillinbusiness,after4115closeddownamidthefiercemarketcompetitionsduetobadfinancialresults（TechNode,2013）.Hundredsofsmallerplayersareleftfightingbrutallywhilethe