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现阶段，数字技术在国内市场得到了较为广泛的应用，随着中国经济的不断增长，人民生活水平的不断提高，新时代下消费者的消费需求已经发生了变化。由于智能化终端和智能支付手段的普及，使得线上消费已经成为广大消费者最重要的消费方式之一，但是仅依靠线上平台并不能使消费者得到最佳的消费体验，线下平台必须与之结合。市场环境、技术创新、消费者需求的变化催生出了一轮新的零售业革命，称之为“新零售”。研究“新零售”可以更好地指导企业对现有的环境变化积极地做出反应，抓住消费者的需求，保持企业持续的竞争优势，促进国家的经济增长。

本文以星巴克集团在中国市场的分公司星巴克（中国）为研究对象。星巴克（中国）是国内知名的咖啡零售商，已经取得了一定的成就，商业模式具备一定的合理性。本文对该公司商业模式的现状以及问题进行分析，试图找出“新零售”背景下零售企业商业模式的创新方法。

本文以目前形成的“新零售”理论，商业模式“魏朱六要素”模型等基础为指导，运用案例研究法、访谈研究法、文献研究法等研究方法，从定位、业务系统、关键资源能力、盈利模式、自由现金流结构和企业价值六个方面对星巴克（中国）商业模式的现状、问题及成因进行分析，然后结合“新零售”的大背景进行商业模式重构，提出商业模式创新策略，总结“新零售”背景下商业模式创新的特点。

通过研究发现，企业需要适应“新零售”的大环境，首先要对企业自身的定位进行调整，应当面对更为广泛的客户群体进行服务；对客户进行精确地细分，满足不同客户多元化、个性化的需求；同时积极地寻找自身的利益相关者，构造多赢的业务系统；加强物流配送和大数据应用等方面的建设，掌握企业需要的关键资源能力，对盈利模式进行创新；最终改善企业的自由现金流结构，提升企业价值，使企业具备更强的竞争力。

At this stage, digital technology has been more widely used in the domestic market. With the continuous growth of China's economy and the improvement of people's living standards,, consumer’s demand has been changed in the new era. Due to the popularity of intelligent terminals and smart payment methods, online consumption has become one of the most important consumption methods for consumers. However, relying on online platforms alone can not provide consumers with the best consumption experience and offline platforms must be combined with it. The changes in market environment, technological innovation and consumer demand have given rise to a new retail revolution called "new retail". Research on "new retail" can better guide companies to respond positively to changes in the existing environment, capture consumer demand, maintain a sustainable competitive advantage, and promote the country's economic growth.

This paper takes Starbucks (China), a branch of Starbucks Group in China, as the subject of this study. Starbucks (China), which is a well-known coffee retailer in China, has achieved certain achievements and has a reasonable business model. This paper analyzes the current situation of the company's business model and its problems, and tries to find out how to innovate the business model of retail enterprises under the background of "new retail".

Based on the "New Retail" theory and the "Wei Zhu Six Elements" model of business model, this paper uses the methods of case study, interview study and literature study to analyze the current situation of Starbucks (China) business model from six aspects: positioning, business system, key resource capabilities, profitability model, free cash flow structure and enterprise value, and then reconstructs the business model on the background of "new retail". The business model innovation strategies were proposed and the characteristics of business model innovation in the context of "new retail" were summarized.

Through research, it is found that, in order to adapt to the "new retail" environment, first, the enterprise should adjust its own positioning and serve a wider range of customer groups; Accurately subdivide customers to meet the diversified and personalized needs of different customers; At the same time, actively seek its own stakeholders, construct a multi-win business system, strengthen the construction of logistics and distribution and big data application, master the key resource capabilities needed by the enterprise, innovate the profit model, and finally improves the free cash flow structure of the enterprise and enhances the enterprise value.