Online to Offline商業模式研究和市場競爭分析：以中國零售服務行業為例

Abstract

智慧手機和3G開啟了移動互聯網時代，伴隨而來的是Online to Offline模式的興起。什麼是所謂的O2O模式，它的的核心價值是什麼？O2O模式將會給零售業帶來怎樣的變化？而整個消費市場由於O2O時代的來臨又會呈現出怎樣的一種競爭狀況呢？ 本文以中國的零售行業為例，在全面剖析O2O模式的基礎上，對零售行業以及採取的全通路零售方式進行了重點研究，並採用麥克波特教授的策略群組分析模型和競爭五力模型等工具，深入分析中國零售服務行業的競爭狀況。 本文認為完整的O2O閉環價值鏈具備多種結構化優勢，是未來互聯網企業和傳統實體企業的共同策略方向，互聯網企業會在入口平臺以及移動支付等領域進行激烈競爭，而傳統零售企業會著重進行全渠道的構建。雙方將分別向線下和線上發展，最終整合為線上線下結合的新商業形式，而在這個過程中將出現大量的企業並購和異業聯盟。 瞭解了O2O模式的優勢和關鍵點，以及廠商的策略方向，將有利於更好的理解近年來在中國市場上出現的一些不可思議的現象，並找到正確的創業方向。

Smart phones and 3G started the era of Mobile Internet, the Online to Offline is coming with it. What is the O2O business model and it’s core values? What changes will it bring to the retail industry? And how will the whole market competition structure change? These are the key issues this paper want to figure out. I will choose Chinese retail and service industry as an example, try to research the business model about O2O, and then focus on the Omni channel strategy in retail market. Besides, I will use the Strategy Group Analysis and Five Forces model to have a better understanding about the competition in retail and service industry. The paper finds that the O2O Closed Loop has several structural advantages, this makes it become the mutual strategic goal for both internet companies and offline groups. The entrance platform and mobile payment system will be crucial for online players while the offline company will all try to implement the Omni channel strategy. After massive mergers and acquisitions the double sides will integrate to several O2O companies to reorganize the online and offline resources. After reading this paper, you will know better about O2O and the market, this will help to explain the crazy events happened during this years, and provide an insight to find the market when you start your own business.