近十几年来，国内市场经历了数轮的普及消费，互联网正以惊人的速度渗透到人们的生 活和工作中，种种数据表明面对趋于成熟的电子商务市场和各电子商务平台，在线购物已经 成为了零售欧亿·体育（中国）有限公司最具潜力的营销方向。在电商大环境下，越来越多的企业开始摸索更适合自 己企业的运营模式，未来电子商务发展，将突破平台的限制，融合线上线下，实现场景化、 精准化的体验式服务。本文以O2O运营模式为切入点，结合A公司作为实践案例，对其在 互联网背景下O2O电商运营模式应用现状、存在问题以及未来创新发展策略展开具体研究。 首先，在充分梳理国内外关于运营模式、O2O等相关理论体系基础上，对A公司的发展 概况及运营模式现状进行了详细的阐述和分析，同时也揭示了其当前O2O运营模式存在的典 型问题，在此基础上，结合欧亿·体育（中国）有限公司发展的趋势，引入当前先进的运营技术和经验，提出相应的 创新优化策略，进一步提升公司的O2O运营效率，推动公司运营模式的优化升级进程。 通过深入的研究发现A公司的发展过程中，其运营模式经历了几次较大的战略调整，但 仍存在不少问题，制约着公司的进一步发展，例如云商模式不够完善、对O2O模式认识不够 清晰、线上线下融合效果欠佳、公司营销水平欠缺、管理协调机制存在弊端、物流和服务保 障体系不够完善等。本文结合A公司实际情况，针对其存在问题和发展趋势，提出优化建议， 进一步优化产业布局和营销模式，加强全方位的物流和服务保障，实现线上线下营销的无缝 连接，从而促进公司运营模式的进一步优化，在激烈的市场竞争环境下取得更大的发展。 关键词: 电子商务；运营模式；O2O 模式；线上线下融合 II Abstract In the past decade.the domestic market has experienced several rounds of pervasive consumption.and the Internet is permeating people's life and work at an alarming rate.Various data show that online shopping has become the most potential marketing direction of the retail industry in the face of the increasingly mature e-commerce market and various e-commerce platforms. In the environment of e-commerce, more and more enterprises start to explore the operation mode that is more suitable for their own enterprises. In the future, the development of e-commerce will break through the limitation of the platform, integrate online and offline, and realize scenario-based and precise experiential services. This paper takes O2O operation mode as the entry point and company A as A practical case to carry out A specific study on the application status, existing problems and future innovative development strategies of O2O e-commerce operation mode in the context of the Internet. Firstly, in full combed domestic and foreign about the operation mode,O2O related theory system,based on the development situation and the operation mode of A company's present situation has carried on the detailed elaboration and analysis,but also reveals the current problems of typical O2O operation mode,on this basis,combining with the trend of the development of the industry,the introduction of the current advanced operating technology and experience,put forward the corresponding optimization strategy of innovation,further enhance the company's O2O operation efficiency,promote the optimization and upgrading process of company operation mode. Through in-depth study found that the process of the development of A company,its business model has experienced several major strategic adjustment,but there are still many problems, restricted the further development of the company, such as the imperfection of the cloud business model, understanding of O2O model is not clear, the inefficiency of online fusion, its marketing level management coordination mechanism, which has disadvantages, logistics and service security system is not perfect, etc. In this paper, in combination with the practical situation of A company, in view of the existing problems and development trend, put forward the optimization advice, further optimize the industrial layout and the marketing pattern, strengthening comprehensive logistics and service security,to realize the seamless connection of online marketing,so as to promote the company to optimize the operation mode,in the fierce competition in the market environment to achieve greater development. Key words: E-commerce; Operation mode; O2O mode; Online and offline integration III 目录 第一章 绪论 ............................1 1.1 研究背景 ...................1 1.2 研究目的和意义 ....... 2 1.3 国内外研究现状 ....... 3 1.3.1 国外研究现状 3 1.3.2 国内研究现状 5 1.3.3文献述评 ......... 7 1.3.4研究内容、方法 ............................ 7 第二章 相关理论基础 ............ 9 2.1运营模式 .................... 9 2.2服务质量 .................... 9 2.3价值链 ........................ 9 2.4价值链理论的发展 .. 10 2.5 O2O电子商务.......... 10 2.6财务绩效及其评价理论 ......................... 12 第三章 A公司运营现状分析 ............................. 14 3.1 A公司概况分析 ...... 14 3.1.1 A公司简介 ... 14 3.1.2 A公司发展概况 .......................... 14 3.2 A公司运营模式现状分析 ..................... 15 3.2.1服务保障能力分析 ...................... 15 3.2.2营销能力分析 .............................. 15 3.2.3 A公司运营绩效分析 .................. 16 第四章 A 公司运营模式存在问题分析 ............. 21 4.1公司O2O模式定位不清晰 .................... 21 4.1.1云商模式定位不清晰 .................. 21 4.1.2对O2O模式认识不够清晰 ......... 22 4.2线上线下融合效果欠佳 ......................... 22 4.2.1线上线下脱节明显 ...................... 22 4.2.2线下支撑作用缺失 ...................... 23 4.3公司营销水平欠缺 .. 23 4.3.1缺乏创新思维和专业人才 .......... 23 4.3.2营销效果欠佳 .............................. 24 4.3.3用户体验不佳 .............................. 25 4.4服务保障体系不完善 ............................. 26 4.4.1基础投入不足 .............................. 26 4.4.2消费者价值较低 .......................... 26 4.5管理协调机制存在弊端 ......................... 26 4.5.1内部管理机制效率不高 .............. 26 4.5.2对外合作引才机制不健全 .......... 27 4.6物流体系不健全 ...... 28 4.6.1物流基础建设薄弱，服务能力低效 .......................... 28 4.6.2物流运作成本居高不下 .............. 28 IV 第五章 A公司运营模式优化建议 ..................... 30 5.1运营模式布局优化 .. 30 5.1.1进一步优化店铺布局 .................. 30 5.1.2进一步优化价格布局 .................. 32 5.1.3进一步优化经营布局 .................. 33 5.2实现线上线下深度融合 ......................... 33 5.2.1构建一体化营销平台 .................. 33 5.2.2巩固线下门店支撑作用 .............. 34 5.3优化公司营销模式 .. 34 5.3.1实施全新营销战略 ...................... 34 5.3.2构建全渠道体系，实现全品类经营 .......................... 35 5.3.3构建开放式平台网络 .................. 36 5.4加强全方位服务保障 ............................. 37 5.4.1提供个性化服务 .......................... 37 5.4.2加强多维度互动 .......................... 37 5.4.3完善金融服务项目 ...................... 38 5.4.4推动科技服务支撑 ...................... 38 5.5消除内外发展壁垒 .. 39 5.5.1消除内部机制壁垒 ...................... 39 5.5.2消除对外合作壁垒 ...................... 40 5.6优化后勤保障体系 .. 40 5.6.1构建快捷物流体系 ...................... 40 5.6.2构建家电回收体系 ...................... 41 5.6.3强化物流能力建设和社会化运作水平 ...................... 41 第六章 不足与展望 .............. 42