本文是一篇金融实践问题解决方案的学位论文，针对现阶段出现的“生鲜电商盈利难”问题，通过深入的研究和调研，提出创新性解决方案，优化送菜到家的经营模式，帮助中国生鲜电商实现盈利和可持续发展。近年来，生鲜电商逐渐成为市场关注的重点，线上买菜业务受到年轻消费者的热烈欢迎，成为未来发展趋势。在资本的推动下，一批新兴的生鲜电商陆续成立，它们商业模式各异、快速发展，成为行业内热议的焦点。然而，在利薄如纸的生鲜零售业，各企业都面临着盈利难、亏损严重的现实情况，盈利能力差已成为行业普遍存在的痛点和难题，急待解决。本文采用实地调研、高管访谈、案例分析和文献查阅相结合的方法进行研究，首先通过测算各模式生鲜电商的单店模型和UE模型，清晰、直观的指出毛利率低是造成盈利困难的主要原因，之后进一步将生鲜商品和外卖做对比分析，论证生鲜电商毛利率水平较低是由生鲜农产品的商品属性所决定的。基于上述分析和相关调研、研究，本文提出了生鲜电商盈利能力提升的四个方案。（1）发力熟食、预制品，推网红代表品；（2）打造自有品牌，提高自有品牌商品占比；（3）生鲜直采，构建规模化冷链物流体系；（4）数字化赋能，全流程精细化运营。部分方案在介绍具体内容之前，还给出了国内外类似问题的解决策略，并总结了可借鉴的经验。各方案都具有鲜明的特点和创新点，方案一强调了自研、自制熟食、预制品的重要性，否定了引进第三方品牌上架销售的策略，同时提出可以在中心化电商平台、ToB餐饮连锁店等渠道营销并销售。方案二强调了产品定位和包装设计的重要性，提出联合开发、风险共担、共享利润的开发思路。方案三提出要组建经验丰富的生鲜买手团队，同时强调了引入自动化、机械化设备的重要性。方案四强调，数字化转型不仅涉及各运营流程，更是企业文化层面的转变，只有公司员工自上而下形成一套数字化的思维理念，才能更好的实现数字赋能。最后，本文对设计方案的可行性、必要性进行分析，同时测算了方案达成后的成本收益情况。全文是笔者在大量实地调研、访谈交流、案例研究的基础上，结合所学金融知识为生鲜电商的盈利能力提升所提供的解决方案，希望能对行业内各企业提供部分参考，推动生鲜零售线上化渗透的步伐和进程。
This paper is a dissertation on solutions to financial practice problems. Aiming at the profit difficulties of fresh e-commerce, through in-depth research and investigation, innovative solutions are proposed to optimize the business model of delivering vegetables to home, so as to help Chinese fresh e-commerce achieve profitability and sustainable development.In recent years, fresh e-commerce has gradually become the focus of the market. Online food buying business is warmly welcomed by young consumers and has become the trend of future development. Under the impetus of capital, a number of emerging fresh e-commerce providers have been set up. Their business models are different and their rapid development has become the focus of hot discussions in the industry. However, in the fresh retail industry as thin as paper, all enterprises are facing the reality of difficult to make profits and serious losses, poor profitability has become a common pain point and problems in the industry, urgent to be solved.Based on analysis and related research and research, this paper puts forward four schemes to improve the profitability of fresh e-commerce. 1) Delive cooked food and pre-made products, and push representative products of web celebrity; 2) Build private brand and increase the proportion of private brand goods; 3) Direct production of fresh food to build a large-scale cold chain logistics system; 4) Digital enabling, fine operation of the whole process. Before introducing the specific content of some schemes, it also gives the solutions to similar problems at home and abroad, and summarizes the experience that can be used for reference.Each plan has distinct characteristics and innovation points. Plan 1 emphasizes the importance of self-research, self-made cooked food and pre-made products, denies the introduction of third-party brand sales strategy on shelves, and proposes diversified sales through centralized e-commerce platforms, TOB restaurant chains and other channels. Plan 2 emphasizes the importance of product positioning and packaging design, and puts forward the development idea of joint development, risk sharing and profit sharing. Plan 3 proposes to build a team of experienced fresh buyers, and emphasizes the importance of introducing automated and mechanized equipment. Plan 4 emphasizes that digital transformation involves not only various operational processes, but also the transformation of corporate culture. Only when employees form a set of digital thinking concepts from top to bottom can digital empowerment be better realized.Finally, this paper analyzes the feasibility and necessity of the design scheme, and measures the cost-benefit situation after the scheme is reached. The full text is the author in a large number of field research, interview exchange, case study, combined with the financial knowledge to improve the profitability of fresh electricity suppliers to provide solutions. I hope to provide some reference for the industry enterprises to promote the pace and process of fresh retail online penetration.
