随着经济社会的发展,电子商务受到人们的关注度逐渐升高，电商产业迅速发展。 小家电产业作为电商零售业中的主要类目，经历了前十年的快速发展，取得了很好的 市场销售业绩。传统的小家电产品技术相对简单，同质化严重。在技术更新和消费升级 背景下出现的新潮品类小家电，目前趋向高端化、多功能、智能化。相关数据表明， 2018年高端吸尘器、搅拌机的市场占比已经上升至23.7%左右。当前主要网上品牌电商 小家电类有：美的、海尔、小米、小狗电器、SKG、小熊电器、德尔玛等，该欧亿·体育（中国）有限公司具有 进入门槛低，没有明显的技术壁垒，基本上以控制成本通过规模优势获取利润，价格竞 争激烈，研发力量薄弱，研发投入低，营销投入大，产品质量不稳定，多数属于销售驱 动型企业。与此同时小家电电商的成交规模一直在扩大，市场的机会很多。企业要进一 步发展面临战略思路的问题很迫切，即如何在红海竞争中找到企业的发展战略思路。 本文在以电商模式为主要业务模式的背景下对小家电企业战略规划进行研究，并以A电 器股份有限公司为例进行分析，A电器股份有限公司作为国内发展较快，欧亿·体育（中国）有限公司知名的小 家电企业，其后续的战略路线会受到同欧亿·体育（中国）有限公司各竞争对手的关注，对A公司的战略研究对 于国内其他电商业务为主的小家电企业具有借鉴意义。 本文的研究方法是先找出A公司目前战略现状，战略问题点。接着对企业外部环境 分析，运用ＰＥＳＴ方法，对公司的宏观环境因素进行了分析；通过＂波特五力模型＂， 分析公司的欧亿·体育（中国）有限公司竞争环境，同时还对市场环境，企业竞争合作环境进行详细的分析。分 析完外部环境之后运用价值链理论对企业的内部资源作分析。运用波士顿矩阵分析确 认企业产品的定位。以及历史分析，企业能力分析，企业核心专长分析。在内外分析的 基础之上，结合A公司自身内部特点，利用外部机会，规避不利因素。运用通用竞争理 论制定出适合A公司的聚焦竞争战略（不同品类产品对应差异化战略和整合战略）和多 元化公司层战略。并从价值链体系、市场营销、研发技术创新、工厂制造管理、经营管 理四方面提出实施和保障措施。从而能在激烈的商海竞争中保持优势，抓住电商流量 增长的红利，维持较好的经济利润，为社会，员工，股东创造更大的效益。 关键词：电子商务，小家电，发展，聚焦战略，多元化战略，实施，保障 广东工业大学硕士学位论文 II Abstract With the development of economy and society and the improvement of people's living standards, e-commerce has attracted more and more attention, and the e-commerce industry has developed rapidly. As the main category of e-commerce retail industry, small home appliance industry has experienced the rapid development of the first decade and achieved good market sales performance. As of 2017, the online retail sales of small household appliances reached 76 billion yuan, up 19.69% year on year. The traditional technology of small household appliances is simple and homogenized seriously. The new trend category of small household appliances is driven by the acceleration of technology update and consumption upgrade, and now it tends to be high-end, multi-functional and intelligent. In 2018, the high-end market share of vacuum cleaners and mixers has increased to 23.7% and 21.5%. At present, the main e-commerce small home appliances of online brands include Midea, Haier, Xiaomi, puppy electric, SKG, Xiaoxiong electric, Delphi, etc. the industry has a low entry threshold, no obvious technical barriers, basically to control costs to obtain profits through scale advantage, fierce price competition, weak R & D strength, low R & D investment, large marketing investment, and unstable product quality, Most of them are sales driven enterprises. At the same time, the transaction scale of small home appliance e- commerce has been expanding, and there are many opportunities in the market. It is urgent for enterprises to face the problem of strategic thinking for further development, that is, how to find the development strategic thinking of enterprises in the Red Sea competition. This paper studies the strategic planning of small household electrical appliances enterprises in the context of e-commerce mode as the main business mode, and takes a Electric Appliance Co., Ltd. as an example, a Electric Appliance Co., Ltd., as a domestic well-known small household electrical appliances enterprise with rapid development, its follow-up strategic route will be concerned by the competitors in the same industry, and the research on the competitive strategy of a company for China The small household electrical appliances enterprises which are mainly engaged in other e-commerce businesses have reference significance. The research method of this paper is to find out the current strategic situation and strategic problems of company A. Then it analyzes the external environment of the company, and uses PEST method to analyze the macro environmental factors (political environment, economic environment, social and cultural environment, technical environment, environmental factors, legal factors) of the company; through Porter's five force model, it analyzes the business 广东工业大学硕士学位论文 III competition environment of the company (analysis of the entry ability of potential competitors, competitiveness of existing enterprises Analysis, potential substitutes ability analysis, supplier analysis, customer analysis), at the same time, the market environment, enterprise competition and cooperation environment are analyzed in detail. After analyzing the external environment, we use the value chain theory to analyze the internal resources of the enterprise. Using Boston matrix analysis to confirm the positioning of enterprise products. As well as historical analysis, enterprise capability analysis, enterprise core expertise analysis. On the basis of internal and external analysis, combined with company's own internal characteristics, take advantage of external opportunities to avoid adverse factors. Using the general competition theory, the focus competition strategy (differentiation strategy and integration strategy for different products) and Diversification strategy, suitable for company a is formulated. And from marketing, R & D technology innovation, factory manufacturing management, business management four aspects put forward implementation and safeguard measures. In this way, it can maintain its advantages in the fierce business competition, seize the dividend of e-commerce traffic growth, maintain better economic profits, and create greater benefits for the society, employees and shareholders. Key words: Electronic Commerce, small home appliances, development, Focus strategy, Diversification strategy, implementation, guarantee 广东工业大学硕士学位论文 IV 目录 摘要 ............... I Abstract ....... II 目录 ............ IV Catalog .... VIII 第一章 绪论 1 1.1研究背景 ........................ 1 1.2研究意义 ........................ 3 1.3国内外研究现状 ............ 4 1.3.1国外研究现状 ...... 4 1.3.2国内研究现状 ...... 4 1.3.3综述分析 .............. 5 1.4课题研究目标及研究内容 ........................... 6 1.4.1课题研究目标 ...... 6 1.4.2研究内容 .............. 6 1.4.3研究方法 .............. 7 第二章 相关理论基础 ........... 8 2.1 价值链理论 ................... 8 2.1.1价值链的定义 ...... 8 2.1.2价值链成本分析 .. 9 2.1.3价值链与竞争优势 ............................. 9 2.2 战略管理理论 ............. 10 2.2.1企业战略的定义 10 2.2.2企业战略的性质 10 2.2.3企业战略的类型 11 2.2.4战略管理的过程 11 2.2.5战略管理的层次 11 2.3通用竞争理论 .............. 12 2.3.1低成本战略 ........ 12 广东工业大学硕士学位论文 V 2.3.2高差异战略 ........ 12 2.3.3整合战略 ............ 13 2.3.4聚焦战略 ............ 13 2.4 电子商务的相关理论 . 14 2.4.1电商的定义和模式 ........................... 14 2.4.2长尾理论 ............ 15 第三章 A电器股份有限公司外部环境分析 .... 17 3.1宏观环境分析 .............. 17 3.1.1政治法律环境 .... 17 3.1.2经济环境 ............ 18 3.1.3社会文化环境 .... 22 3.1.4技术环境 ............ 26 3.2市场环境分析 .............. 28 3.2.1顾客需求分析 .... 28 3.2.2消费方式 ............ 30 3.2.3目标市场 ............ 31 3.3 欧亿·体育（中国）有限公司环境分析 ........... 33 3.3.1潜在进入者的威胁 ........................... 34 3.3.2供应商讨价还价的权利 ................... 37 3.3.3顾客讨价还价的权利 ....................... 37 3.3.4替代产品的威胁 39 3.3.5欧亿·体育（中国）有限公司内部竞争特点 ........................... 39 3.4企业竞合环境分析 ...... 42 3.4.1战略生态网络分析 ....