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摘要:百思买市场分析报告范文 Best Buy market analysis report model 本文是一篇百思买商家的市场分析报告:百思买是一个最大的跨国消费电子企业。以广义的视角来看,保留行业原本是一个综合性的领域......

百思买市场分析报告范文 Best Buy market analysis report model
 
本文是一篇百思买商家的市场分析报告:百思买是一个最大的跨国消费电子企业。以广义的视角来看,保留行业原本是一个综合性的领域,涉及多个渠道。随着技术交流和网络技术的发展,零售业必然进入网络世界。互联网服务与新世纪的融合将是一个新的新世纪。 
 
Best Buy is one of the largest multinational consumer electronics companies in the world. From a broad perspective, the retention industry is originally a comprehensive field involving multiple channels. With the development of technology exchange and network technology, retail industry is bound to enter the network world. The integration of Internet service and new century will be a new century.
 
A summary report of Bestbuy  百思买的总结报告
 
Industry analysis
 
BestBuy is one of largest multinational consumer electronics corporations locating in Internet service and retaining industry. Take a broad perspective, retaining industry originally is a comprehensive territory that involves multiple channels of distributions to sell products directly to consumers for profit. With the development of evolution of technological communication and Internet skills, retailing industry inevitably entered into Internet world. The combination between Internet service and retaining is a new arena in the new century. 
 
行业分析
 
百思买是最大的跨国消费电子公司之一,定位在互联网服务和保留行业。从更广泛的角度来看,保留产业原本是一个涉及多种分销渠道,将产品直接销售给消费者以获取利润的综合性领域。随着科技传播和互联网技能的发展演变,零售业不可避免地进入了互联网世界。互联网服务与留住的结合是新世纪的一个新领域。
 
As Porter defined (2008), industry value chain is one of most valuable tool or approach to disaggregate an industry into several discrete activities. Basically, retailing industry consists of inbound logistics, operation, outbound logistics, marketing and sales and service (ibid). And they have interactive and interdependent relations. One improvement program in supplier stage will affect final sales or one improvement of service will maintain sustainable buyer behavior, which link to final revenue. Such linkages may contribute a healthy competitive advantage, and difficult for its competitors to imitate. 
 
Further, a strategic framework can shape a perfect value chain, such as five forces. The most critical and competitive threats in retailing industry could be suppliers’ power and buyers’ power. Power of suppliers is relevant with higher cost or low quality that will directly affect final profit (Porter, 2008). Retailers need initially take a deep consideration of cooperating with its suppliers, in order to obtain a proactive opportunity in pricing war. Indeed, pricing is one of most important thing that buyers will concern with. Power of buyer is relevant with the demand of lower price and high quality or greater service (ibid). However, current situation seems to add one more condition, which is convenience.
 
正如Porter(2008)所定义的,产业价值链是将一个产业分解为若干离散活动的最有价值的工具或方法之一。零售业基本上包括入境物流、运营、出境物流、市场营销、销售和服务(同上)。它们之间有相互作用和相互依赖的关系。供应商阶段的一个改进计划将影响最终销售额,或者服务的一个改进将维持与最终收入相关的买方行为的可持续发展。这种联系可能会带来健康的竞争优势,而且很难被竞争对手模仿。
 
此外,一个战略框架可以塑造一个完美的价值链,如五力。在零售业,最关键和最具竞争力的威胁可能是供应商和买家的力量。供应商的实力与较高的成本或较低的质量有关,这将直接影响最终利润(Porter, 2008)。零售商首先需要深入考虑与供应商的合作,以便在价格战中获得主动的机会。的确,定价是买家最关心的事情之一。购买者的权力与对低价格、高质量或高服务的需求有关(同上)。然而,目前的情况似乎又增加了一个条件,那就是方便。
 
Competitor analysis
 
The primary competitors for BestBuy can be Wal-Mart and Target. Both of them stand in the leading place. Wal-Mart’s high volume products with low cost operating strategy are its initial advantage (Wal-Mart, 2013). They allow customers bringing competitor’s ad to the register for receiving a markdown. They spent less cost on advertising. It says that firm with cost advantage will easily absorb suppliers’ cost increasing demand and usually win price wars. However, low cost company will results a lower margin than competitors, and also exposes cost advantages to competitors. It is easy to be imitated. No differentiation is a limitation, and cheap product always emerge quality problems. 
 
竞争对手分析
 
百思买的主要竞争对手是沃尔玛和塔吉特百货。他们两人都处于领先地位。沃尔玛的大批量产品和低成本经营战略是其初始优势(沃尔玛,2013)。他们允许顾客把竞争对手的广告拿到收银台接受折扣。他们在广告上的花费更少。它说,具有成本优势的公司将很容易吸收供应商增加成本的需求,并通常赢得价格战。然而,低成本企业的利润率会低于竞争对手,也会将成本优势暴露给竞争对手。它很容易被模仿。没有差异化是一种局限,便宜的产品总是会出现质量问题
 
Target has nearly 1800 stores and attractive shopping environment, better quality products and different types of stores (Target, 2010). The advantage of differentiation in Target could successfully differentiate products with others and decrease buyer power, and it creates own specials that company with unique products can ignore price competition (Porter, 2008). For instance, target provides a line called special designer collections. Indeed, it cooperated with top designers in the scope of cloths and furniture, and invites them to design special products series for Target (Target corporation, 2001). However, Target today still has not moved out from US. It is difficult to gain market share. The truth is that high quality will spend company’s cost more than others, therefore, price will be more expensive, and period of purchasing behaviors will be longer.   
 
Target拥有近1800家店铺,购物环境优美,产品质量更好,店铺类型多样(Target, 2010)。Target的差异化优势可以成功地将产品与其他产品进行差异化,降低买方的购买力,并创造出自己的特色,使得拥有独特产品的公司可以忽略价格竞争(Porter, 2008)。例如,target提供了一个称为特殊设计器集合的行。的确,它与服装和家具领域的顶级设计师合作,邀请他们为塔吉特设计特殊的产品系列(塔吉特公司,2001)。但是,Target今天仍然没有从我们这里搬走。很难获得市场份额。事实是,高质量会比其他公司花费更多的成本,因此,价格会更贵,购买行为的时间会更长。
 
Client Analysis
 
We involve 1347 stores in US and stores mainly located in suburban metropolitan and micro-urban communities (Plastow, 2012). These positions can assist decreasing cost and further decreasing price. Coverage of stores can be our traditional advantage to attract a wide range of consumers. In addition, price and service can be our second advantage. Compare with other electronic retailers, we offer the cheapest price of products and high quality service. In previous year, we created a clear purchasing instruction channel for consumers. We offered service of installation, advice, and Geek Squad also came into play. However, scale and locality can be our weak, our online store face many threats, as the development of online retailers such as Amazon is incredibly fast.
 
客户端分析
 
我们在美国有1347家店铺,店铺主要位于郊区的大都市和微城市社区(Plastow, 2012)。这些位置可以帮助降低成本和进一步降低价格。门店的覆盖面可以成为我们的传统优势,吸引广泛的消费者。另外,价格和服务是我们的第二个优势。与其他电子零售商相比,我们提供最便宜的产品和高质量的服务。在过去的一年里,我们为消费者创造了清晰的购买指导渠道。我们提供安装服务,建议,和极客队也发挥作用。然而,规模和地域可能是我们的弱项,我们的网上商店面临很多威胁,因为像亚马逊这样的网上零售商的发展是难以置信的快。
 
Strategic Recommendation
 
Combination of online and offline platforms is first strategic recommendation in following half year. Firstly, reducing of 2% stores’ footprints in order to decrease cost. Secondly, to promote online store’s sales and small mobile phone stores and ensure online coverage expand double times. Currently, some mature online retailers such as Amazon occupy large number of customers. When people buy small electrical equipment such as CD players and cameras, online sellers will be first choice. However, online sellers have no thorough guarantee and the variety of units is few. Therefore, thirdly, we must ensure sufficient storage of products online. Fourthly, in order to link with online research result, training knowledgeable salespeople once a week and offer “showrooming” everyday is important. People prefer purchasing large equipment on offline stores. Nevertheless, reducing branch stores will lose a large number of loyalties whose house originally locates near the store.
 
战略建议
 
线上线下平台的结合是下半年的第一个战略推荐。第一,减少2%的店面足迹,降低成本。第二,促进网店和小型手机店的销售,保证网络覆盖翻倍。目前,一些成熟的在线零售商如亚马逊占据了大量的客户。当人们购买小型电器如CD播放器和相机时,网上卖家将是首选。然而,网上卖家没有完全的保证,而且单位的种类也很少。因此,第三,我们必须确保网上产品有足够的存储空间。第四,为了与在线研究结果相联系,每周对有知识的销售人员进行一次培训,并且每天提供“showrooming”,这很重要。人们更喜欢在线下商店购买大型设备。然而,减少分店将失去大量的忠诚度,他们的家原本就在商店附近。
 
As the US third retail industry, international development is an inevitable trend. The second strategic recommendation is opening foreign market in following one year. It states that any sustainable competitive advantage need consider capability and resources. At this time, we must take PESTAL analysis first to obtain external environmental situation. In 2006, BestBuy entered Chinese market and purchased five stars company, but many obstacles hindered its development. The main problems come from external. Then, using marketing mix to match local consumers’ needs such as product position, pricing and promotion. In other word, an effective analysis can be a competitive method to beat competitors. Additionally, we must cooperate with local institutions. Joint venture is a good attempt. Further, opening local stores, international city will be a good position. Here, we must take localization as first place such as allow joining to decision-making. The cooperation with local company and agency, the utilization of local resource can assist opening foreign market as soon as possible, and previously capture market opportunity, such as Wal-Mart and Ikea. Opening online platform and cooperate with local logistics and bank. However, this could be a long-term plan, therefore we need input much resources. In addition, we will represent as new entrant for existing retailers. They may conduct self-protection actions such as pricing war or sales promotion to attack us. We may survive a high cost and a low profit period. 
 
作为美国第三大零售业,国际化发展是必然趋势。第二个战略建议是在未来一年开放国外市场。它指出,任何可持续的竞争优势都需要考虑能力和资源。此时,我们必须首先进行PESTAL分析,以获取外部环境状况。2006年,百思买进入中国市场,收购了五星公司,但是很多障碍阻碍了百思买的发展。主要问题来自外部。然后,利用营销组合来匹配当地消费者的需求,如产品定位、定价和促销。换句话说,一个有效的分析可以是一种击败竞争对手的竞争方法。此外,我们必须与当地机构合作。合资经营是一个很好的尝试。此外,在当地开设专卖店,国际城将是一个很好的位置。在这里,我们必须把本地化放在第一位,比如允许参与决策。与当地的公司和代理机构合作,利用当地的资源,可以帮助尽快打开国外市场,并之前抓住市场机会,如沃尔玛和宜家。开通网上平台,与当地物流、银行合作。但是,这可能是一个长期的计划,因此我们需要投入很多资源。此外,我们将代表现有零售商的新进入者。他们可能会采取价格战、促销等自我保护行为来攻击我们。我们可以度过一个高成本低利润的时期。
 
Reference:
BestBuy. (2015). BestBuy. Retrieved May 29, 2015, from http://www.bestbuy.com/?intl=nosplash
 
Plastow, J. (2012) Best Buy Competitive Advantage. Retrieved May 28, 2015, from https://storify.com/jasonplastow/best-buy-competitive-advantage
 
Target. (2010). Annual Report. Retrieved May 29, 2015, from http://sites.target.com/site/en/company/page.jsp?contentId=WCMP04-051711
 
Target Corporation. (2001). Press Release. Retrieved May 29, 2015, from http://news.target.com/phoenix.zhtml?c=196187&p=irol-newsArticle&ID=805139&highlight=
 
Target Corporation. (2010). Target Mobile Technology. Retrieved May 29, 2015, from http://pressroom.target.com/pr/news/target-s-mobile-
 
Porter, M.E. (2008). Competitive advantage: Creating and sustaining superior performance. Simon and Schuster.
 
MBA Tutorials. (2009). Target Corporation SWOT Analysis. Retrieved May 28, 2015, from: http://www.mba-tutorials.com/marketing/swot-analysis-marketing/280-target-corporation-swot-analysis.html
 
Walmart. (2013). Walmart Corporate. Retrieved May 28, 2015, from http://corporate.walmart.com/?povid=P1171-C1093.2766-L4
 
参考:
 
百思买。(2015)。百思买。检索自2015年5月29日http://www.bestbuy.com/?intl=nosplash
 
Plastow, J.(2012)百思买竞争优势。检索自2015年5月28日,https://storify.com/jasonplastow/bestbuy -competitive-advantage
 
目标。(2010)。年度报告。检索自2015年5月29日,http://sites.target.com/site/en/company/page.jsp
 
目标公司。(2001)。新闻稿。检索自2015年5月29日,http://news.target.com/phoenix.zhtml
 
目标公司。(2010)。目标移动技术。检索自2015年5月29日,http://pressroom.target.com/pr/news/target-s-mobile-
 
迈克尔•波特、(2008)。竞争优势:创造和保持卓越的业绩。西蒙和舒斯特尔。
 
MBA教程。(2009)。目标公司SWOT分析。检索于2015年5月28日,来自:http://www.mba-tutorials.com/marketing/swot-analysis-marketing/280- target-corporated -swot-analysis.html
 
沃尔玛。(2013)。沃尔玛公司。检索自2015年5月28日,http://corporate.walmart.com/?povid=P1171-C1093.2766-L4
 
Appendix 1:
Marketing Mix:
 
Adapted from: Duermyer, R. (2015). Marketing Mix. Retrieved May 29, 2015, from http://homebusiness.about.com/od/homebusinessglossar1/g/marketing-mix.htm 
 
Appendix 2:
Timeline
Strategy 1 2015.6.1-7.1
Close 30 stores and arrange staffs’ works to join in the training 7.2-8.1
Monitor other online retailers and modify company online store, improve small phone cell market 8.2-9.1
Open “Showrooming” everyday and contribute detail instructions 9.2-10.1
Collect feedback from online purchasing and customer service and improve plan 10.2-12.1
Monitor sales situation and online store’s reviews
Strategy 2 2015.6.1-8.1
Prepare market information and PESTAL analysis and Marketing mix analysis 8.2-9.1
Arrange interviews with locals and begin business negotiation 9.2-12.1
Open local stores and employ staffs, invite local manager join to decision-making 12.2-3.1
Online stores creation and optimize company website 3.2-6.1
Monitor and modify 
 
附录1:
 
市场营销组合:
 
改编自:Duermyer, R.(2015)。营销组合。检索自2015年5月29日http://homebusiness.about.com/od/homebusinessglossar1/g/marketing-mix.htm
 
附录2:
 
时间轴
 
策略1 2015.6.1-7.1
 
关闭30家门店,安排员工参加培训7.2-8.1
 
监控其他在线零售商,修改公司在线商店,改善小型手机市场8.2-9.1
 
每天打开“Showrooming”并提供详细说明9.2-10.1
 
收集网上采购和客服反馈,完善计划10.2-12.1
 
监控销售情况和网上商店的评论
 
策略2 2015.6.1-8.1
 
准备市场信息、PESTAL分析和市场组合分析8.2-9.1
 
安排与当地人的访谈,开始商务谈判9.2-12.1
 
开设当地店铺,招聘员工,邀请当地经理参与决策12.2-3.1
 
网店创建和优化公司网站3.2-6.1
 
监控和修改

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