外文原文
O2O E-commerce Mode and Its Development Prospect -A Case Study based on Suning Cloud Commerce
With the coming of the mobile Internet era, the integration of online and offline gradually appears, and O2O mode has been an irresistible trend. In this paper, the O2O E-commerce mode and its development prospect were analyzed by taking Suning cloud commerce for example. Based on the author#39;s learning and practical experience, we initially analyzed the application of O2O model in Suning cloud commerce, and then the advantages and disadvantages of the O2O model were revealed. Finally, the development prospect of O2O business mode was pointed out.
Keywords: O2O; Suning cloud commerce; E-commerce; development prospect
1 Introduction
Presently, E-commerce is rapidly developing, whose spread depth and breadth are far beyond people#39;s imagination. E-commerce has many modes such as B2B, B2C, B2G, C2C and so on, in which B2C (Business To Customer) mode is much more common. Simply speaking, this mode is that the enterprises deliver goods to the customers through the way of logistics distribution such as the express. Typical examples are Taobao, Jingdong, Vipshop and the like. O2O is the abbreviation of Online To Offline, and this concept appeared later than B2C and C2C. Its development prospect was found by the public until the United States Groupon was listed in public. A batch of enterprises with O2O modes arise worldwide since then.
2 Application of O2O Mode in Suning Commerce
Since 2011, Suning has persistently performed the ten-year development strategy named 'technological transformation and intelligent service', and gradually explored a business form characterized by online and offline multi-channel integration, the whole category management, and open platform services. In this manner, the cloud service mode was further deepened. After business accumulation in several years, Suning has built up a management cloud for internal staff, a supply-oriented cloud for supplier, and a consumer-oriented cloud for consumers. Additionally, she has gradually promoted a comprehensive market-oriented operation with the 'cloud service' mode, and successively launched Suning Enjoy Your Life, cloud application store, cloud reading and so on. Suning holds that its future retail model is 'store commerce electronic commerce retail service commerce, which was called 'cloud commerce' mode. At the beginning of 2014, along with the vigorous development of the Internet economy, and the complexity and variability of consumption economy form, the traditional industries are aging and deficient in innovation, and retailers attempt to achieve self-salvation via O2O, which have their own ways in the process of looking for differentiation. Following the opening of Suning cloud platform and offline super-store settlement, Suning has conducted large-scale organizational restructuring once again, and established Internet-enabled senior management team. Currently, when the E-commerce giants Tmall, Jingdong actively begin to combine with many entity retailers, bring forth innovative payment methods, and carry out joint marketing, the traditional retail giant Suning is already skillful in O2O exploration, which starts from the air conditioner retail, then the national chain, and finally the current Internet operation. It is not difficult to find out that Suning is exploring a way of online and offline integration via online and offline channels in the process of transformation. In 2014, the strategy of Suning is a breakthrough of online management pattern in the super-size cities in China, and the O2O integration of the third and fourth markets. Suning Group established operational headquarter through integrating the chain operational headquarter responsible for offline entity stores operation with the E-commerce operational headquarter responsible for online Suning Tesco management. In addition, Suning logistics has an increasingly important strategic position. On the one hand, Suning announced the establishment of an independent logistics company. On the other hand, Suning realized the uniform integration of multi-entrance layout at store port, PC port, mobile phone port and TV port, in which the operation headquarter was split into mobile shopping and home Internet business departments. Suning will accelerate the development of these two parts. Obviously, the logistics strategic position increases rapidly, which could promote the O2O integration. There is no doubt that Suning needs to combine the Internet thought with the retail practice. The implementation of the Internet age should not be a standard copy. The retailers also need to strengthen the 'Omni-Channel' sales. For example, on one side, Suning is landing 'cloud shop' physical store to enlarge the expansion speed of maternal and child brand namely Red Children, and c
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O2O电子商务模式及其发展前景 - 基于苏宁云商务的案例研究
随着移动互联网时代的到来，线上和线下的融合逐渐显现，O2O模式已成为不可阻挡的趋势。本文以苏宁云商务为例，分析了O2O电子商务模式及其发展前景。基于作者的学习和实践经验，我们初步分析了O2O模型在苏宁云商务中的应用，揭示了O2O模型的优缺点。最后，指出了O2O业务模式的发展前景。
关键词：O2O；苏宁云商；电子商务；发展前景
1简介
目前，电子商务正在迅速发展，其传播深度和广度远远超出人们的想象。电子商务有许多模式，如B2B，B2C，B2G，C2C等，其中B2C（企业对客户）模式更为常见。简单来说，这种模式是企业通过快递等物流配送方式向客户交货。典型的例子有淘宝，京东，唯品会等。O2O是Online To Offline的缩写，这个概念出现的时间晚于B2C和C2C。在美国Groupon公开上市之前，公众发现了它的发展前景。从那时起，世界范围内出现了一批具有O2O模式的企业。
2 O2O模式在苏宁商业中的应用
自2011年以来，苏宁一直坚持“技术改造和智能服务”十年发展战略，逐步探索以线上线下多渠道整合，整体品类管理，开放平台服务为特征的业务形式。通过这种方式，云服务模式得到进一步加深。经过几年的业务积累，苏宁为内部员工建立了管理云，为供应商构建了面向供应的云，为消费者构建了面向消费者的云。此外，她还以“云服务”模式逐步推进全面的市场化运营，先后推出了苏宁享受生活，云应用商店，云阅读等。苏宁认为，其未来的零售模式是“商店商业 电子商务 零售服务商业，被称为”云商务“模式。2014年初，随着互联网经济的蓬勃发展，以及互联网经济的复杂性和多变性。消费经济形式，传统产业老龄化和创新不足，零售商试图通过O2O实现自我救赎，在寻求差异化的过程中有自己的方式。随着苏宁云平台和线下超市的开放结算，苏宁再次进行了大规模的组织结构调整，并建立了互联网高级管理团队。目前，当电子商务巨头天猫，京东积极开始与多家实体零售商合并时，推出创新的支付方式，并进行在联合营销方面，传统零售业巨头苏宁已经熟练掌握O2O勘探，从空调开始ner零售，然后全国连锁，最后是当前的互联网运营。不难发现，苏宁正在通过线上和线下渠道在转型过程中探索一种在线和离线整合的方式。2014年，苏宁的战略是中国超大城市在线管理模式的突破，以及第三和第四市场的O2O整合。苏宁集团通过将负责线下实体店运营的连锁运营总部与负责在线苏宁易购管理的电子商务运营总部相结合，建立了运营总部。此外，苏宁物流具有越来越重要的战略地位。一方面，苏宁宣布成立独立物流公司。另一方面，苏宁实现了多端口布局在商店港口，PC端口，手机端口和电视端口的统一集成，其中运营总部分为移动购物和家庭互联网业务部门。苏宁将加快这两个部分的发展。显然，物流战略地位迅速增加，可以促进O2O的整合。毫无疑问，苏宁需要将互联网思想与零售业务结合起来。互联网时代的实施不应该是标准副本。零售商还需要加强“全渠道”销售。例如，一方面，苏宁正在登陆“云店”实体店，以扩大母子品牌Red Children的扩张速度，并在类别扩张中进行O2O模式的实践。另一方面，她通过兼并和收购实现了生活本地化和服务平台开发。
3 O2O模式的优缺点
3.1 O2O模式的优点
首先，O2O模式的特点是获得更多的宣传和展览机会，以吸引更多的新客户消费，这更有效地刺激新产品和商店的消费。可以通过O2O网站向商店提供更多展示和促销机会。与传统媒体中商店通常使用的广告和印刷传单的宣传方式相比，O2O网站无疑是一个具有成本效益的营销渠道。其次，可以调查促销效果，并且可以跟踪每个交易。消费者在O2O网站上获取在线订单，然后到实体店消费。通过这种方式，商店可以直接观察在线促销的效果。第三，可以跟踪用户数据，并且可以执行准确的影响。从客户关系管理的角度来看，拥有更丰富的客户数据是成功提供产品或服务的先决条件。这是实体店与O2O网站合作的重要原因。一方面，掌握用户数据可以大大提高老客户的维护和营销效果。另一方面，用户的沟通和怀疑解决属性，以更好地了解用户的心理。第四，可以合理安排操作，通过有效的在线预订节省成本。第五，O2O模式可以减少线下实体对黄金地段Mong商店的依赖，从而大大降低租赁费用。对于实体店而言，由于人流不同，位置对商店的影响通常很大。如果在O2O网站上提供的折扣和促销等信息可以吸引访问者消费，并且其位置详细，则消费者可以主动找到商店。即使商店的位置相对较远，影响也可以忽略不计。
3.2 O2O模型的缺点
首先，网站上的同质产品具有严重的同质性竞争。其次，与自建的B2C网站相比，O2O网站受到了宣传信息的在线时间的限制，网络连续性不强。第三，用户的忠诚度低。
4 O2O商业模式的发展前景
4.1建立信用体系
必须解决商业资格和诚信等问题，以发展O2O。一方面，可以通过与当地商业部门或消费者协会的合作来检查业务管理资格和行为以限制其行为。另一方面，我们应该建立健全的完整机制。例如，可以引入第三方机构来监控O2O运营商并进行信用评级。评级结果应及时传递给消费者。通过这种方式，将敦促O2O运营商保持其声誉。对于业务的可信度，我们可以考虑采用与淘宝类似的客户评估方法对其进行排名。
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