中國大陸新消費模式崛起之下企業商業模式成功轉型之研究-以瑞幸咖啡爲例

Abstract

目前中國大陸經濟發展方向已由高速發展向高質量發展轉變，政策端鼓勵人工智能化產業的發展，城鄉居民的人均可支配收入增加，互聯網的不斷普及，新零售模式的飛速迭代，人口結構的演變更替，供應鏈體系及基礎設施的逐漸成熟，中美貿易戰後國人對國貨品牌觀念的覺醒，2020年疫情以來數字化浪潮更是水漲船高，以及從2015年後中國大陸進行供給側改革的大環境下大背景下，傳統的消費模式與通路不斷被顛覆被改寫，取而代之的是新消費模式的爆發式成長，新消費品牌藉助强勁的社交平臺如雨後春筍般崛起，塑造了人們新的生活方式。這一現象或許是中國大陸未來數十載内商業模式發展的主旋律。 瑞幸咖啡曾經以其新創的互聯網打法、跑步上市的故事以及兩年前財務造假風波的醜聞，從神話到泡沫引起各界譁然。然而，2022年瑞幸公佈年報，自營門店已實現扭虧爲營，它又涅槃重生了。正如瑞幸CEO郭謹一曾對外公開演説所述「瑞幸除了名字未曾改變，其它的一切都變了」。 結合前述兩大背景，本研究將以《價值主張年代（Value Proposition Design）》（Alex Osterwalder，2014）書籍中提出「價值主張圖」的作爲主要分析工具，采用個案研究法來探討瑞幸咖啡起死回生之關鍵因素，並提供結論與建議。通過價值適配分析可以得出結論，瑞幸咖啡商業模式成功轉型主要依托於新消費模式之下，透過產品的創新、社群行銷與Z世代目標客層建立深厚的情感連結，瑞幸已經不是當年那個只賣高性價比的快捷咖啡品牌，它透過產品來為用戶發聲，已經成功轉型為可以為消費者打造人設、療愈情緒、提供精神層面的價值認同之獲益， 它是年輕的代名詞，它是年輕人的樹洞，它也是有溫度、有情懷的國貨之光。

At present, the direction of economic development in mainland China has changed from high-speed development to high-quality development. The policy side encourages the development of artificial intelligence industries, the per capita disposable income of urban and rural residents increases, the continuous popularization of the Internet, the rapid iteration of new retail models, and the cost of population structure. The evolution and replacement of new products, the gradual maturity of the supply chain system and infrastructure, the awakening of the Chinese people's concept of domestic brands after the Sino-US trade war, the digital wave since the epidemic in 2020 has risen, and the supply-side reform in mainland China since 2015. Under the background of the environment, traditional consumption patterns and channels are constantly being subverted and rewritten, replaced by the explosive growth of new consumption patterns. New consumer brands have sprung up with the help of powerful social platforms, shaping people's new lifestyles . This phenomenon may be the main theme of the development of business models in mainland China for decades to come. Luckin Coffee once caused uproar from myths to bubbles with its new Internet play, the story of running to go public, and the scandal of financial fraud two years ago. However, in 2022, Luckin Coffee released its annual report, and its self-operated store has achieved a turnaround, and it has been reborn again. As Luckin Coffee’s CEO Guo Jinyi once said in a public speech, 'Luckin has not changed except the name, everything else has changed.' Combining the above two backgrounds, this research will use the 'Value Proposition Map' proposed in the book 'Value Proposition Design' (Alex Osterwalder, 2014) as the main analysis tool, and use the case study method to explore the resurrection of Luckin Coffee. key factors, and provide conclusions and recommendations. Through the value adaptation analysis, it can be concluded that the successful transformation of Luckin Coffee’s business model mainly relies on the new consumption model. Through product innovation and community marketing, it has established a deep emotional connection with the target audience of Generation Z. Luckin Coffee is no longer the same as it used to be. The fast coffee brand that only sells cost-effective, it speaks for users through its products, and has successfully transformed into a benefit that can create a personality, heal emotions, and provide spiritual value recognition for consumers. It is synonymous with youth. It is a tree hole for young people, and it is also the light of domestic products with warmth and feelings.