新零售之商業模式分析-以中國阿里巴巴為例

隨著線上零售的增比趨緩、消費習慣的改變，以及移動互聯網、物聯網、大數據、人工智能等應用成熟，電商平台在這樣的趨勢下，逐漸往實體通路發展以增加流量。2016年，「新零售」的概念在雲棲大會上首次由馬雲提出，宣示著純電商時代的結束，電商平台將往線下移動，融合線上、線下以及物流，達到真正的新零售。由於新零售並沒有明確的定義，市場上對其理解與做法各不相同，因此，本研究欲透過分析阿里巴巴集團在各領域的新零售商業形態以及策略發展，到最後建立生態圈，歸納新零售之商業模式。本文以阿里巴巴集團之新零售為案例，著重在生鮮領域被稱為新物種的盒馬鮮生、由傳統百貨公司改造的銀泰商業，以及為社區傳統便利小店所打造的零售通。透過分析這些商業型態的特色及新零售概念之應用，整合三者間相同之處，歸納出新零售之商業模式。另外，本研究亦探討阿里巴巴集團在發展新零售各階段之策略，從基礎設施的布局、擴張不同業務範圍進行試驗，到最後欲達成商業模式之複製及生態圈建立。本研究透過分析各方對於新零售之看法及行為，歸納新零售之共同策略為：結合物流、資訊流、金流虛擬及實體的優勢，以及參與者、產品及交易場所有效率的結合，達到更有效率的零售。而後針對個案公司阿里巴巴新零售之策略以三個階段進行分析，研究其針對不同領域提出之商業形態，進行深入了解後，發現阿里巴巴新零售之共同特色為：數位化管理、線上線下一致化運營以及強化品牌經營之策略。而新零售生態圈鍵結最終之目的為透過全通路融合，新零售成為線下流量入口，以達到核心業務之流量變現能力。

關鍵字

阿里巴巴；新零售；生態圈；商業模式；成長經營策略；資源與能力分析

並列摘要

The e-commerce in China is approaching a bottle neck. With changes in consumer behavior, and the maturity of applications such as mobile Internet, Internet of Things, big data, and artificial intelligence, the boundary between offline and online commerce is gradually disappearing. At Alibaba’s 2016 Computing Conference, the concept of ‘New Retail’ was first being brought up by Jack Ma. This showed that in the future, new retail would feature consumers at the center, and build a retail ecosystem that blends online and offline channel in a unified way. Since that there isn’t a clear definition of new retail, this study intends to analyze new retail’s business strategic development of Alibaba and the establishment of new retail’s ecosystem. This research takes Alibaba Group as an example, focusing on the Hema Supermarket, the Intime Department Store, and the LST system. By analyzing the characteristics and concepts of new retail, this research integrates the similarities among them and concludes new retail’s business model. Besides, this research also discusses Alibaba group’s strategies in developing new retail, starting from the infrastructure, then to the expansion of business scope, and finally, replicate business model and build a new retail ecosystem. This study summarizes the common strategies of new retail, one is to combine the virtual and physical advantages of logistic flow, information flow and money flow, and the other one is a more efficient integration of participants, products and trading venues. Then, the strategies of Alibaba's new retail are analyzed in three stages. After the in-depth understanding of the business models proposed in different scope, it is found that the common features of Alibaba's new retail are: digital management, online and offline consistent operation, and strategies to strengthen brand management. The ultimate goal of new retail ecosystem is the integration of online, offline, logistics, and data across a single value chain. New retail becomes the offline traffic portal to raise the monetization ability of Alibaba.