对市场营销策略的团购行为分析研究Word格式文档下载.docx

1、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

2、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, being the worlds most populous country, has increasingly seen a significant surge in terms of online sales. The growing use of the Internet has become an integral part

3、of every persons life, providing convenient access and endless business development opportunities within the e-commerce world. This paper aims to investigate Chinas e-commerce developments towards the emergence of Group Buying （GB） websites, while illustrating the unique factors of this market. Deta

4、iled studies on Chinas GB domestic leader Meituan and the US-based pioneer Groupons mystifying case of its not-so-successful Chinese venture, Gaopeng, will be examined. By sizing up both strengths and weaknesses, through their companies resources, capabilities and core competencies to provide tailor

5、ed strategic implications. Additionally, Porters five forces analysis will be used to assess the competitive intensity and attractiveness of this Chinese market. By looking at the current trends, this research will envisage the future of this market in China and see whether the growth will be sustai

6、nable. Comprehensive research on this market remains limited, and this is where the investigations take part.IntroductionE-commerce has improved our standard of living by handling various day-to-day operations it shifts physical space to virtual space and replaces physical human capital to drastical

7、ly reduce a firms overhead costs. The innovation of online transactions has also improved the efficiency of international trading by eliminating difficulties such as time and geographical differences. Moreover, online sales, in comparison to in-store sales, have proven to support higher sales growth

8、 （CFT, 2012）.Under the pressure of globalisation, many firms are being compelled to conduct businesses online. There are various types of e-commerce portals available, such as online goods and services, retail services and marketplace services. To align with the current society, dynamic advancement

9、of technology is necessary for the emergence of new business models.Statistics from the GB aggregator Tuan800 reported that the Chinese GB sector had a 21.4 billion Yuan turnover in 2012 （ChinaScope Financial, 2013）. This potentially profitable business serves as a sufficient motive for multi-nation

10、al companies （MNC） such as the American GB creator Groupon to enter into China and conduct online dealings for local businesses.The recent burgeoning of GB services, where daily promotions of products and/or services are provided within a redeemable period of time, has gained substantial media atten

11、tion whilst receiving relatively little attention in terms of academic literature. This paper aims to provide a holistic understanding of Chinas e-commerce development on GB websites by adopting a strategic management perspective. It first considers Chinas specific context that shapes the market, wh

12、ich includes industry competition, cultural factors, mobile penetration, government controls, social media and reasons for domestic companies successes. This leads to strategic analyses on two revelatory cases, Meituan and Gaopeng, based on three issues: （a） the internal environment from the Resourc

13、e-Based View, contending that the firms core competency is derived from unique bundles of resources that are difficult to imitate （Yiu et al. 2005:186）; （b） Porters five forces analysis, and （c） strategic implications. Finally, recommendations for the China specific market and the markets future dev

14、elopment trends will be discussed in greater detail in the research.The Basic Concept Behind Group BuyingThe collective buying concept was rooted in the Chinese citizens budget conscious culture long before it became a global phenomenon. Prior to 2008, people would group together on online forums to

15、 buy bulk products in order to collectively bargain for lower prices （The Economist, 2006）. However, buying groups may take weeks to form before enough people could make the purchase. Nowadays, the tables have turned. People may use social networks to instantly and rapidly share desires with like-mi

16、nded online shoppers, thereby quickening the online GB process.How GB operatesGroupon, which was launched in the U.S. in November 2008 and later expanded successfully into the global market, is the American originator of the GB concept. Its basic idea stems from the collective buying concept of offe

17、ring daily discounts to customers in the aspects of health, beauty, restaurants, goods, holidays, and creating a sense of anticipation for what comes next. This has successfully captured the customers mind-set, offering ready-made deals and not requiring customers to express what they want. Groupon

18、creates demand that did not exist because the need was unrealised until customers see it diminish in price. The duration of the deals normally lasts several days. The reason behind the short time span is to tactically add a sense of urgency for customers to secure the deals before the promotion peri

19、od ends and to enable impulse purchasing. If there are enough people signing up for the deal, it becomes available to everyone; if the fixed minimum is not met, the deal will be called off. This protects merchandisers from guaranteeing a minimum quantity of customers so they are able to fill up exce

20、ss capacity and attain economies of scale from bulk purchases. Therefore, GB represents a way to match the efficiencies of the website to its affiliated firms, and to have purchases driven by impulse that can be utilised in a click.The difference between GB and traditional e-commerce is that, once t

21、he deal is completed during the designated time period, customers may enjoy a discount to experiment things they did not originally plan to do. This varies from trying out unnoticed restaurants, buying discounted international branded skincare to going on a trip in the countryside. Customers no long

22、er have to stay at home to wait for delivery; instead, they are now driven to go out and experience the service or redeem the actual product. Also, companies do not need to buy or store inventory like traditional businesses; customers simply go to the redemption location to pick up the products or u

23、se the service they had purchased, thereby bringing costs down for GB.This business model operates predominantly as an intercessor where the website （merchant intermediary） works with local merchants （sellers） to negotiate a deal that is sold to customers （buyers） （Eliason et al., 2010:4）. It works

24、best with small, local businesses that may initially rely traditional media for exposure, which becomes expensive and does not guarantee any customers. This is where GB fits in as a low cost online advertising platform that offers e-mail services on its current deals to those that have subscribed to

25、 Groupon. Vendors do not have to pay upfront for advertising fees; instead, they are charged with a 50/50 spilt （average rate in the US） of each sold deal and Groupon earns from the commission as a service charge for systemising the deals （CNNMoney, 2011）. Thus, as long as the discount is bearable,

26、exposure from this advertising effect on consumers who had not previously acknowledge the existence of the firm will outweigh the markdowns it is offering （Edelman et al., 2011:8）. Nevertheless, vendors would have to be sure they could sustain the discount they are offering without losing money and

27、try to get their consumers to spend on top of their deal in order to take advantage of the promotion.China Specific Factors Of The Group Buying MarketIn Chinas highly dynamic business environment, it is of great significance for a company to be aware of and adapt to the changes within its distinctiv

28、e setting so as to survive. Successful brands do not need to ask what the customers want; as they rarely know what it is they want. Companies in this market realised that it is a fallacy to think that customers know what they want, therefore a range of new deals are offered daily with the aim that a

29、 consumer would find at least one deal that they are interested in. This ability of daily delights has created an online platform for merchandisers to sell their products or services to a new group of customers and for buyers to benefit from discounted promotions, providing a win-win situation.Accor

30、ding to a Beijing research firm iResearch, Chinas GB industry has, since 2012, reached a value of over $271.89 million （Lee et al., 2012）. Ultimately, the best deal in China is a deal that can exactly mirror customers expectations. It is not always about bartering on the lowest price per se since th

31、ere is already a huge market for inexpensive goods or services.Steep Competition Amongst The Chinese ReplicatesIn 2010, China was exposed to the first GB website which, similar to Groupon, aims to create exceptional bargains by uniting the reach of the Internet with the power of the people. As Chine

32、se companies have a tendency to replicate potentially profitable businesses they see from other countries, after this site was created, thousands of imitators have emerged following this similar rationale, all competing to be like Groupon （China Daily, 2011）. According to Tuan800, China has at present recorded to have only 943 GB websites still in business, after 4115 closed down amid the fierce market competitions due to bad financial results （TechNode, 2013）. Hundreds of smaller players are left fighting brutally while the