外資零售企業O2O模式研究—以家樂福為例

Abstract

傳統零售企業在互聯網大潮的今天面臨最大的壓力不是業內的競爭對手，而是來自互聯網。互聯網的崛起猶如一場颱風，所過之處各行業被紛紛影響。正由於互聯網，大家才能如此非常接近地站在同一個舞臺上共同競技。無論商品或服務，只要有解決方案，似乎都可以通過互聯網進行複製並推廣。 在行業門檻不再是“壁壘”的今天， 一個企業面臨的競爭往往不是來自於本行業而是其它行業。“互聯網+”的跨行業運用使得傳統零售企業的轉型發展必須考慮到如何有效地打通線上線下有機結合，即O2O模式。 作為歐洲第一，世界第二大的連鎖零售企業，家樂福在華投資發展已經20年。在中國市場，家樂福和其他零售企業一樣面臨同樣的挑戰。有些同行先行一步，已經建設起自己的電商平臺或網站，有的正在利用已有的電商平臺實現網路銷售與線下服務。在家樂福中國開始佈局O2O之前，這些嘗試不論成功或失敗它們都為家樂福的O2O解決方案提供了很好的借鑒。 傳統零售企業加互聯網作為切入口展開思考，分析其背後的邏輯，論證O2O的解決方案的可行性，通過對家樂福O2O的價值分析，提出如此的戰略選擇和戰術安排，並就互聯網業態下企業組織形式該如何變化做出進行了考量和對比。

Traditional retailers are facing challenging economic environment. The biggest competition is not from retailing industry competitors, but from the Internet. The emerging of Internet like a hurricane flattens all industries and enables everyone to stand on the same level to compete. Anyone who has a good solution could start from scratch, and make it into practice with the help of Internet. The “Internet+” concept offers as a practical methodology that all industries could consider as a useful tool for revitalization via the seamless connections between the on-line and the off-line - O2O. Carrefour, the European 1st, and 2nd largest chain retailer in the world has been pivoting China market for 20 years. Today, Carrefour’s development and operation face the same challenge in China as other fellows. Some retailers in China have enabled their solutions via e-commerce operations, or set up its own e-commerce platform. These fore-runners, somehow, illustrate good case studies for Carrefour China to analyze, compare and learn lessons. This thesis will focus on internet economy and study its logics behind it. This thesis will then compare and find out why O2O could be a good way out for traditional retailing, why Carrefour selects and builds O2O channels but the other models, and what Carrefour China should do in the Internet economic era.