國際品牌進入新興市場的商業模式構建研究
—以樂瑞嬰童集團進入中國市場為例

隨著中國經濟持續快速成長，中國國民人均收入獲得持續快速增長，使得中國中產階級迅速崛起，越來越多的中國消費者變得更加富裕，更有品味和更有個性，而且其消費觀念愈加成熟，由此推動著中國消費者的消費升級。隨著中國消費者的消費升級和中產階級的崛起，國際高端品牌越來越進一步中國作為其重要的市場，並期望在中國市場有更大的發展空間。中國消費者的區別於歐美市場消費者的消費心智，以及購物管道的多樣化、尤其是電商管道的快速滲透，O2O的“新零售模式”的發展，國際高端品牌和產品進入中國市場也有著諸多挑戰。本課題著眼于國際知名高端嬰童用品集團-樂瑞嬰童中國公司自2016年成立到2019年的四年的發展歷程的研究，運用商業模型（Business Model Canvas）的九個模組：客戶細分、價值主張、管道通路、客戶關係、關鍵行動、核心資源、重要客戶以及收入來源和成本結構的全面分析，來分析樂瑞嬰童公司進入新興市場——中國市場的過程，具體分析其採取的具體行動，力圖揭示進入新興市場從零到一的商業策略和商業行為，從而總結經驗，為期待進入新興的中國市場的國際品牌或國內品牌提供參考和借鑒。本課題著眼的商業模型畫布的九個模組的分析，通過“客戶細分”的分析，確定其目標細分市場和目標使用者以及其痛點，通過“價值主張”的分析，確定其所要提供的品牌矩陣、品牌價值主張和產品組合矩陣；通過“客戶關係”分析，確定其與目標使用者的溝通路徑和行銷使命；通過“管道通路”分析，確定其“Go-To-Market”策略和管道組合矩陣；通過“關鍵行動”分析，確定其從零到一的核心工作中心和方法；通過“核心資源”、“重要客戶”的分析，確定其可以利用的資源和需要合作共贏的合作夥伴；最終通過“收入來源”和“成本結構”，確定其商業模型的經營結果和盈利狀況。最終形成其從零到一的商業模型。本課題揭示了其企業從零到一過程中的諸多問題，通過理論分析和實踐，針對性地採取適合本企業發展的優化策略方針，走差異化路線是企業能夠在激烈的市場競爭中生存和發展的大勢所趨。

關鍵字

國際品牌；安全座椅；新興市場；從零到一；生意模型

並列摘要

With the sustained and rapid growth of China's economy and the sustained and rapid growth of China's per capita income, China's middle class has risen rapidly. More and more Chinese consumers have become richer, more tasteful and more personalized, and their consumption concept has become more mature, which promotes the consumption upgrading of Chinese consumers. With the upgrading of Chinese consumers' consumption and the rise of the middle class, international high-end brands are becoming more and more important, and China is expected to have more space for development in the Chinese market. There are also many challenges for Chinese consumers to enter the Chinese market due to their different consumption mentality from those in European and American markets, the diversification of shopping channels, especially the rapid penetration of e-commerce channels, the development of o2o's "new retail mode", and the entry of international high-end brands and products into the Chinese market. This thesis focuses on the research of the four-year (2016-2019) development process of international well-known high-end juvenile group – Dorel Juvenile China Company, through the Business Model Canvas, which composed of nine modules: customers segments, value propositions, channels, customer relationship, key actions, key resources, key customers, revenue streams and cost structure. It analyzes the business model building process of Dorel Juvenile China Company, as well as the specific analysis and actions of each module, trying to reveal its business strategies, so as to summarizing the experience, to provide reference for international or domestic brands looking forward to entering the Chinese market. This thesis focuses on the analysis of nine modules of the Business Model Canvas. Through the analysis of "customer segmentation", we can determine the targeted market segments, targeted users and their pain points. Through the analysis of "value proposition", we can determine the brand matrix, brand value proposition and product mix matrix that they want to provide. Through the analysis of "customer relationship", we can determine the communication path with the target users Through the analysis of "channel access", we can determine its "go to market" strategy and channel combination matrix; through the analysis of "key actions", we can determine its core work center and method from zero to one; through the analysis of "core resources" and "important customers", we can determine its available resources and partners that need win-win cooperation; finally, through the analysis of "source of revenue", we can determine the "source of revenue" ”And "cost structure" to determine the operating results and profitability of its business model. Finally, it forms its business model from zero to one. This topic reveals many problems in the process of its enterprise from zero to one. Through theoretical analysis and practice, it is the general trend for the enterprise to survive and develop in the fierce market competition to adopt the optimization strategy suitable for its development and take the differentiation route.