会计学院知识库

摘要

信息技术和社会经济的蓬勃发展，以及顾客对产品需求日益更迭，导致各行各业的竞争日渐激烈，新的竞争态势迫使企业纷纷对原有商业模式进行调整，走上转型之路。2012年我国整个体育用品行业陷入低迷，企业过去的商业模式已经不能成为当时及未来发展的有力支撑，因此面临严峻的库存问题以及盈利危机，各国产体育用品企业纷纷踏上转型之路。作为此次转型中率先取得成功的企业，安踏始终保持对市场需求以及消费者偏好的及时关注，并据此对企业经营方式及运营模式作出及时调整，使其能够成为行业中的佼佼者，稳坐龙头老大的地位，因此本文将对安踏企业商业模式转型动因及绩效进行研究分析，以便更好的了解商业模式转型对安踏带来影响，并期望能够对其他体育用品公司进行商业模式转型调整起到一定的借鉴作用。

本文基于微笑曲线理论、企业能力理论以及绩效评价理论等相关理论基础，在对商业模式、商业模式转型以及企业绩效等概念进行充分理解的基础上，对安踏的商业模式转型进行研究。文章大致可以分为以下几个部分：首先，对体育用品行业以及安踏的基本情况进行简要介绍；然后对安踏商业模式转型的动因及过程进行阐述，动因从外部动因和内部动因两方面进行阐述分析，转型过程分为三阶段进行说明；接下来重点分析安踏商业模式转型的绩效，主要从非财务指标、财务指标以及企业价值三方面进行研究，非财务指标从分销渠道、研发能力和品牌的数量三个方面进行研究，财务指标在盈利能力、偿债能力、营运能力以及成长能力四个方面进行研究，企业价值选取市盈率和托宾Q值两个指标进行研究。最后对安踏商业模式转型做出总结并提出针对建议，同时期望本文的研究能够对其他同类企业的转型起到一定的借鉴作用。

本文通过研究发现安踏公司通过商业模式的转型，分销渠道扩充明显、研发能力得到增强、品牌数量不断增加，公司的线上与线下销售整体性能力得到提升，企业价值也得到提升，但是财务指标角度衡量却不具有明显效果。因此本文将对安踏转型的不足之处进行分析总结，进而提出针对性优化建议。

Astract

The vigorous development of information technology and social economy, as well as the changing demands of customers for products, lead to the increasingly fierce competition in all walks of life. In 2012, China’s entire sports equipment industry fell into a downturn, and the past business model of enterprises can no longer be a strong support for the current and future development, thus facing a severe inventory problem and profit crisis, China’s sports equipment companies are on the road to transformation. As the first successful enterprise in this transformation, Anta has always kept a timely attention to the market demand and consumer preferences, and accordingly made timely adjustments to the business mode and operation model of the Enterprise, so that it can become the leader in the industry and hold the position of the leader. Therefore, this paper will study and analyze the motivation and performance of Anta’s business model transformation in order to better understand the impact of business model transformation on the enterprise, and expect to be able to other sporting goods companies to adjust the business model to provide a certain reference.

Based on the theory of business model and performance evaluation, this paper studies the transformation of Anta’s business model. The article can be divided into the following parts: First, the introduction of the sports equipment industry and the basic situation of Anta; and then the raper will introduce the causes and process of the transformation of Anta’s business model, and the motivation is analyzed from two aspects: The external motivation and the internal motivation. The transformation process is divided into three stages, mainly from non-financial indicators, financial indicators and enterprise value , non-financial indicators from the distribution channels, research and development capacity and brand number of these three areas for analysis and research, financial indicators from the profitability, debt-paying capacity, operating capacity and growth capacity of four aspects of the study, the enterprise value to select the price-earnings ratio and Tobin‘s q of the two indicators. At last, it summarizes Anta’s business model transformation and puts forward some suggestions. It is expected that the research in this paper can be used for reference to other similar enterprises.

Through the analysis and research, it is found that through the transformation of Anta’s business model, the expansion of distribution channels is obvious, the R & D capability is enhanced, the number of brands is increasing, and the company’s overall online and offline sales capability is enhanced, the enterprise value also gets the promotion, but the Financial Index measurement actually does not have the obvious effect. So at the end of this paper, It points out the shortcomings in the transformation process, and then put forward the corresponding optimization recommendations.