现磨咖啡是一种舶来消费品，因长期存在价格高昂、口味本土化不足、购买不便等痛点而长期不被国人认可。瑞幸咖啡是中国现磨咖啡的领导品牌，通过提供便宜、好喝又好买的咖啡产品，持续培育中国消费者，并推动现磨咖啡行业进入发展快车道。基于系统性的PEST分析，本文明确了瑞幸咖啡所处的外部环境，指出中国现磨咖啡行业正处在快速渗透的战略机遇期。随后，本文通过竞争分析及SWOT分析发现，公司在产业中已占据较为强势的战略地位，并与追随者拉开较大的差距。然而由于下沉市场的需求尚未得到充分满足，疫情后大量创业品牌开始借助招商热潮崛起。新涌入的创业品牌发展迅猛，快速抢占下沉市场的优质点位及潜在的咖啡客户，追赶甚至计划超越瑞幸咖啡，对瑞幸咖啡的市场地位产生一定威胁。为维护先发优势及行业地位，公司卷入价格战及开店竞赛中。为应对新进入者的威胁，公司结合行业现状、竞争格局以及公司优劣势，升级战略目标并制定相关战术。本文在详细分析公司战略的基础上，肯定了“以规模为先，巩固现有地位，进一步扩大和巩固领先优势，形成绝对的市场主导地位”的战略正确性。在该战略的指导下，瑞幸咖啡充分地调用了企业内部的门店网络、品牌、人力、供应链等资源，发挥数字化管理的能力优势，制定了一系列卓有成效的战术及打法。值得注意的是，本文发现当前战略也存在缺陷和不足，并提出了潜在的完善方向：一方面，平衡内外部利弊后，公司在下沉市场应当加大对优质联营伙伴的吸纳，降低开店风险并提高管理效率。另一方面，公司应当珍惜并有效利用企业内部的战略资源，尤其是人力资源。公司应发起员工关怀计划，提升员工满意度，降低潜在的食品安全风险，提高服务质量，从而维护公司的战略竞争优势。
As a kind of exotics, coffee is not favored by Chinese people due to high prices, insufficient localization of flavors, and inconvenience in purchasing. Luckin Coffee is a leading coffee shop brand in China, providing products with high quality, high convenience and high affordability, and successfully promoted the development of freshly brewed coffee industry.Based on PEST analysis, this study identifies freshly brewed coffee industry is developing rapidly. Subsequently, this article finished competition analysis and SWOT analysis and found that Luckin Coffee has already occupied strong strategic position in the industry. However, due to the strong needs in low tier cities, a large number of entrepreneurial brands have started to rise with the help of the investment boom after the epidemic. The newly emerging entrepreneurial brands are developing rapidly, quickly seizing high-quality spots and potential coffee customers, catching up with and even planning to surpass Luckin Coffee. In order to maintain its first mover advantage and industry-leading position, Luckin Coffee was forced to engage in price wars and store opening competitions, and upgraded its strategic goals.Based on the analysis of the company‘s strategies, this article affirms the correctness of its current strategy of prioritizing scale, consolidating existing and further expanding leading advantages, and forming an absolute market dominant position. Under the guidance of the strategy, Luckin Coffee has fully utilized its internal store network, brand, human resources, supply chain and other strategic resources, leveraging its digital management capabilities and formulating a series of effective tactics. This article also finds deficiencies of the strategy, and proposes suggestion: on the one hand, Luckin Coffee should work with high-quality joint venture partners in the low tier cities, reducing store opening risks, and improving management efficiency. On the other hand, companies should effectively utilize their internal strategic resources, especially human resources. The company could initiate an employee care plan to improve employee satisfaction, reduce potential food safety risks, improve service quality, and thus maintain the company‘s strategic competitive advantage.
