电商案例

目录第一篇实训案例················································································1一、B2C案例····················································································1案例1：京东面对BAT的扩张之路······················································1案例2：当当网欲3年内开1000家线下书店··········································6案例3：唯品会——场景化、社交化、碎片化和全球化····························9案例4：聚美优品——4年N亿的成长与隐忧······································12案例5：垂直电商样板——酒仙网·····················································14案例6：小米：轻资产供应链组织模式···············································17案例7：亚马逊与阿里巴巴的跨境电商经营之争···································19案例8：实战：五大微店平台的区别··················································24二、C2C案例··················································································30案例1：80后EBAY大卖的生意经·····················································30案例2：淘宝村：电商推动农村经济转型············································33案例3：三只松鼠：疯狂坚果的逆袭··················································35案例4：茵曼：专注“小而美”的成功淘宝服装品牌·····························40案例5：叙旧：久别重逢·································································41三、O2O案例·················································································45案例1：可口可乐：社交O2O新模式·················································45案例2：58同城——打造分类信息商业化模式·····································49案例3：麦田亲子游：专注亲子游市场的C2B反向定制·························50案例4：苏宁云商：彻底变革+差异化O2O··········································52案例5：嗨鲜：专注野生海鲜市场玩转O2O·········································54四、B2B案例··················································································55案例1：阿里巴巴——开门之咒，战略投资需整合································55案例2：慧聪网：合纵连横的“器”与“道”·············································58案例3：敦煌网：打造跨境电商生态圈···············································60案例4：生意宝：下一个阿里巴巴？··················································63案例5：车易拍：借IT手段解决诚信体系难题·····································67五、支付案例··················································································71案例1：工行“融E购”：战略整合金融+交易数据································71案例2：平安付：展开三马竞逐························································75案例3：红包大战是招商大战，微信、支付宝、QQ红包你选谁？············79案例4：京东金融与阿里金融从”用户争夺战”到“供应链的战争···········82六、其他成功案例············································································84案例1：【团购案例】聚生鲜：聚划算上的得与失································84案例2：无线+娱乐驱动双11：天猫销售近千亿····································87案例3：【物流案例】亚马逊：物流之道············································89案例4：盘点：2015年中国连锁零售业十大事件··································93—1—第一篇实训案例一、B2C案例案例1：京东面对BAT的扩张之路京东经历了四次业务战略转型：从线下到线上，从使用第三方物流到自建物流，从专注3C品类到全品类扩张，从自营到上线第三方开放平台。现在京东开始第五次转型，即优化完善供应链，实现全面扩张和整体升级，打造一个全新的综合型电商帝国。一、京东优势与物流体系*京东优势·在消费者日渐看重正品质量和优质服务的情况下，京东已经凭靠正品平台的品牌形象和“最后一公里”的优质客户体验成功卡位。·三四线城市的网购量增速迅猛，京东坚持的渠道下沉策略迎合了这一细分市场的需求，深入三四五级城市乡镇的物流网络强有力地推动新的交易成长。·在迅速增长的移动购物趋势中，京东以京东移动客户端(APP)为核心，盟友腾讯旗下的微信与手机QQ为两翼，在2014年下半年更是发展京东微店和拍拍微店的电商业务，在移动端开展了有效的布局。*京东物流体系京东的轮毂状物流模式设计完全依据其战略需求，结构十分简单，每件商品只需要从厂家到库房，从库房到消费者两次搬运。且仓配一体化的结构使得在仓库不断增建的过程中，货物离消费者越来越近，货物移动距离越来越短，成本随之降低，消费者体验随之提升。—2—二、BAT三足鼎立格局作为中国互联网领域占据绝对主导地位的三大巨头，BAT(百度、阿里巴巴、腾讯)各自有其牢不可破的“基本盘”市场，在该市场中占据不可撼动的领先地位。百度控制内容、阿里主宰交易、腾讯把持社交，而内容、交易(消费)、社交是互联网最重要的三项功能。BAT在各纵深领域的不断扩张与布局，使得中国互联网竞争格局受到深远影响，BAT寡头时代已然形成，等待着充满变数及可能性的互联网世界涌现出新星，上演第四极的突围。着力点：电商的自营式逆袭自2012年阿里巴巴旗下天猫和淘宝年度交易额突破万亿元，电子商务成为中国互联网最大的规模市场已成定论，接下来可资讨论的话题是：哪种电商模式更具发展潜力，电商产业究竟能够孕育几个改变互联网与亿万网民生活方式的变革者。在平台电商、自营电商以及垂直电商三种国内主流电商模式当中，由于阿里巴巴旗下淘宝与天猫商城获得的巨大成功，使得综合自营电商一度被认为日渐不合时宜。2012年底，曾经与淘宝“平起平坐”的自营为主的综合电商当当商城，在连续亏损7个季度，总亏损达6.69亿元之后，以旗舰店的形式入驻天猫商城，此举更让自营电商模式本身是否还具有竞争力成为一时话题。然而，京东的崛起令业界意识到，自营电商并非已近末路。京东模式被概括为“正品+物流+IT系统”模式，摆脱此前与平台电商同场、同规则竞技的思路桎梏，成立仅11年的京东成功实现弯道超车，推动自营电商再度成为可与平台电商分庭抗礼的主流电商模式之一。同为自营B2C，京东与其他电商企业在前台看并没有太大差异，然而真正的角力点在于“网外”，凭借对物流等“后端环节”的重金投入，极大地提升物流配送效率，京东全面刷新的从下单到签收之间的完整网购体验，使得消费者对网购的时效与便捷性期待值提高到前所未有的水准。经过近期的密集并购，国内全品类电商只剩下四家，即天猫、京东、苏宁、亚马逊中国。其中天猫、京东牢固占据第一阵营；苏宁易购、亚马逊中国、唯品会、一号店位于第二阵营；当当网、国美在线、凡客诚品位于第三—3—阵营。电商行业“两超多强”的格局基本确立，也是继搜索引擎、网络视频、社交等领域之后，新的双寡头格局市场。根据艾瑞咨询统计，2014年第三季度中国B2C网上零售交易份额排名中，京东以19.3%的市场份额排名第二，仅次于天猫的57.6%。两家电商一共占据近8成市场。而在自营B2C市场中,京东以超过五成的份额一路领先,优势明显，位居第二名的苏宁易购市场份额为10.6%，短期内尚难撼动京东的市场地位。三、传统企业的电商迷茫中国独特的电子商务发展路径导致的另一个暗结则发生在企业一端：小摊贩模式的C2C市场的兴盛，倾轧并延迟了主流企业以B2C形式进入电商领域的进程。在美国电子商务市场发展过程中，以eBay为代表的C2C模式，以亚马逊、沃尔玛为主的B2C平台模式，以及以戴尔公司等为代表的公司自营B2C模式，几乎齐头并进，各自拥有稳固的消费群体，不断获得发展。在中国则不然。除了沿袭亚马逊模式的卓越与当当网之外，真正的C2C电子交易、自传统零售企业转型的电商平台、品牌商推出的自营电商网站，这三种美国市场主流的电商力量在中国几乎全部缺位。其中，物流与支付体系的缺失，以及中国线下市场本身的高速发展足以吸引零售巨头们投入全部精力，使得传统零售巨头对于电商既缺乏足够动力，又感困难重重裹足不前。而堪称独立推动了中国电子商务的第一波快速发展浪潮的淘宝，在引入数百万小规模商家“店主”，为中国网民提供从腊肉到服装等全方位日常消费品网购服务的同时，也带来一个数年后才被公众注意到的后遗症：对传统品牌商的挤出效应。四、京东的逻辑与布局就在互联网的寡头结构几乎已经形成，地缘空间越来越狭小的时候，京东率先脱颖而出，演化成独当一面的竞争体，并为其崛起路径划出可见的发展前景及充足的发展空间。京东的崛起，既借力于中国电商市场的发展飓风，以及电商市场发展重心从C2C向B2C迁移的大趋势，同时更取决于其独特的战略选择。在庞大而复杂的中国电商市场，京东拥有清晰的自我定位和优势判断，坚定地执行简单有效的竞争战略：更高效，更低成本，更好体验。凭—4—借对基础环节的巨大投入，京东为中国B2C自营电商开辟了一条重且缓，但却扎实有效的发展路径，成为当前中国电商行业唯一一个可以匹敌阿里巴巴超级平台的电商企业。在互联网寡头格局已成的状况下，京东的模式避开互联网领域的零和竞争，专注于大流通领域第二波互联网化浪潮(即主流商业成员的互联网化运营)，同时抢滩互联网世界的新地缘：互联网金融及移动互联网，以此跳出狭义的电商格局，打造拥有多重独特基因的互联网第四极。抢滩互联网金融2013年，互联网金融市场忽然呈现爆发式增长，被称为“互联网金