国际经济与贸易学院知识库

    随着新零售概念的提出，众多新品牌带着新颖的科技和先进的理念进入了便利店这个行业，逼迫传统的便利店开始新零售的转型。传统零售业在面对互联网零售的竞争压力以及现实的成本上涨压力时显得无力和被动，因此新零售对于零售行业来说是一次难得的发展机会。但是对于新零售的实现路径和具体做法，便利店行业仍缺乏经验，不知所措，采取的措施也没有带来显著的效果。与此同时，外资便利店品牌一直是行业内学习和模仿的典范，在新零售大潮中，他们采取的策略因此受到广泛关注，但是鲜有研究对其进行整理以及评价其具体的效果。所以本文的写作目的在于分析和评价外资便利店采取的新零售策略，以探求便利店新零售转型升级的措施以及具体效果。

    本文首先通过文献研究的方式，归纳总结了商界和学界对于新零售的定义、特征以及实施路径；然后以外资便利店——罗森作为研究的主要对象，通过调查问卷的方式对罗森的新零售战略，即产品精致化、管理精细化、营销精准化的效果进行评价；之后通过对比分析，分别从科技应用、消费升级和线上线下融合的角度找出罗森与其它充分贯彻新零售模式的品牌——便利蜂以及盒马鲜生之间的差距；最后本文针对调查结果中发现的问题，以及对比分析中找出的短板，对以罗森为代表的外资便利店提出几点新零售转型发展的具体建议。

    本文针对以罗森为代表的外资便利店新零售升级的研究、结论及建议，对其他我国本土便利店品牌的发展和经营也存在很大的借鉴意义。

    Since the idea of “New Retail” was put forward, many new brands have entered the industry of convenience stores in China, bringing state-of-the-art technology and concepts. The traditional convenience stores are forced to upgrade to New Retail. Facing the pressure from the competition with the online retailers and the increasing cost, the traditional retailers are passively vulnerable. Therefore, New Retail is a unique chance for them. However, the industry of convenience stores lacks the experience in achieving New Retail. Therefore, their efforts so far do not bring in significant results. Meanwhile, the foreign convenience stores are considered by many to be the benchmark in the industry. As a result, their strategies in the tide of New Retail have aroused extensive attention. However, few researches focus on the effect of these strategies. So this thesis aims to analyze and evaluate the New Retail strategies of the foreign convenience stores, so as to discover the upgrading path to New Retail for convenience stores.

    Firstly, this thesis summarized the definition, features and path of New Retail put forward by both academic circle and business circle. Secondly, Lawson, a Japanese convenience store brand, was chosen to be the subject of the study. A survey was conducted to evaluate the effect of Lawson's New Retail strategy in China: product refinement, delicacy management and precise marketing. Then, the difference between Lawson and other two brands fully implementing New Retail model, Bianlifeng and Freshhema, was found by a contrastive analysis. Lastly, several suggestions were made for Lawson about the problem found in the survey and the contrastive analysis.

    The results and the suggestions in the thesis about the upgrade of New Retail have a useful referential value for the development and the operation of not only Lawson but other convenience store brands.