情系三農(nóng)大學(xué)生電子商務(wù)三創(chuàng)賽獲獎(jiǎng)作品

第二屆全國大學(xué)生電子商務(wù)“創(chuàng)新、創(chuàng)意及創(chuàng)業(yè)〞挑戰(zhàn)賽賽區(qū)作品創(chuàng)新 創(chuàng)意 創(chuàng)業(yè)作品編號：_____CQB091_____參賽學(xué)校： 郵電大學(xué)__作品名稱: 情系三農(nóng) 團(tuán)隊(duì)名稱： 夢之隊(duì)______指導(dǎo)老師： 王亞_______團(tuán)隊(duì)成員：_明娃_何秉軒_棟_程林_晉丞_201011學(xué)校郵電大學(xué)學(xué)校郵電大學(xué)團(tuán)隊(duì)名稱夢之隊(duì)指導(dǎo)老師詳細(xì)信息所在院系 聯(lián)系 聯(lián)系王亞紅 體育學(xué)院 1127012463qq.團(tuán)隊(duì)詳細(xì)信息專業(yè)聯(lián)系聯(lián)系隊(duì)長明娃940214303qq.作品名稱何秉軒棟程林晉丞情系三農(nóng)963647305qq.395108832qq.505064250qq.目錄三創(chuàng)概要一 項(xiàng) 目 的 執(zhí) 行 容````````````````````````````````````````````````````````````5二 項(xiàng) 目 的 發(fā) 展 前 景````````````````````````````````````````````````````````````5三 運(yùn) 營 的 核 心 模 式````````````````````````````````````````````````````````````6四 項(xiàng) 目 的 執(zhí) 行 優(yōu) 勢````````````````````````````````````````````````````````````6五 項(xiàng) 目 的 可 行 性````````````````````````````````````````````````````````````````````````6六 項(xiàng) 目 的 總 結(jié)```````````````````````````````````````````````````````````````````````````7第一章市場分析整 體 市 場 容 量 及 前 景```````````````````````````````````````````````````````````7總 體 網(wǎng) 民 規(guī) 模`````````````````````````````````````````````````````````````7中 國 水 果 行 業(yè) 數(shù) 量 規(guī) 模`````````````````````````````````````````````````7目 標(biāo) 市 場 分 析``````````````````````````````````````````````````````````````7網(wǎng) 絡(luò) 社 區(qū) 交 友````````````````````````````````````````````````````````````7中國水果行業(yè)電子商務(wù)發(fā)展階段````````````````````````````````````8目 標(biāo) 用 戶 的 分 析```````````````````````````````````````````````````````````9用 戶 分 析``````````````````````````````````````````````````````````````````9市 場 趨 勢 和 機(jī) 會(huì)`````````````````````````````````````````````````````````````````9市 場 趨 勢``````````````````````````````````````````````````````````````````9市 場 機(jī) 會(huì)```````````````````````````````````````````````````````````````````````9第二章運(yùn)營方案公 司 理 念```````````````````````````````````````````````````````````````````````````9公 司 目 標(biāo)```````````````````````````````````````````````````````````````````````````9發(fā) 展 戰(zhàn) 略```````````````````````````````````````````````````````````````````````````10

整 合

戶 服 務(wù) 與

區(qū) 服 務(wù)`````````````````````````````````````````````````10

提供渠

道、重

視借助

外力、整

合資源````````````````````````````````````10

逐 步 推

廣 擴(kuò) 散``````````````````````````````````````````````````````````````112.4

業(yè) 務(wù) 與

贏 利 模 式```````````````````````````````````````````````````````````````````11業(yè) 務(wù) 體 系````````````````````````````````````````````````````````````````````11業(yè) 務(wù) 詳 述````````````````````````````````````````````````````````````````````11

業(yè) 務(wù) 發(fā)

展 規(guī) 劃```````````````````````````````````````````````````````````````11盈 利 模 式````````````````````````````````````````````````````````````````````11第三章工程實(shí)施方案總 體 架 構(gòu)```````````````````````````````````````````````````````````````````````````12各 部 分 容`````````````````````````````````````````````````````````````````````````14資 訊 頻 道`````````````````````````````````````````````````````````````````````14第四章網(wǎng)絡(luò)推廣方案4.1 目 標(biāo) 市 場 分 析```````````````````````````````````````````````````````````````````````144.2

目 標(biāo) 群 體 的

行 為 方 式```````````````````````````````````````````````````````````````154.3

的 網(wǎng) 絡(luò) 營 銷

戰(zhàn) 略 目 標(biāo)``````````````````````````````````````````````````````````15快 速 擴(kuò) 階 段````````````````````````````````````````````````````````````````15過 濾 時(shí) 期`````````````````````````````````````````````````````````````````````15穩(wěn) 定 時(shí) 期`````````````````````````````````````````````````````````````````````15網(wǎng) 絡(luò) 營 銷 定 位```````````````````````````````````````````````````````````````````````15

搜 索 引

擎 定 位````````````````````````````````````````````````````````````````154.4.2 許 可

Email

營 銷 定 位`````````````````````````````````````````````````````````16

口 碑 傳

播 定 位`````````````````````````````````````````````````````````````````16整 合 網(wǎng) 絡(luò) 營

銷 組 合

策 略 與 實(shí) 施 方 案`````````````````````````````````````````````````16

網(wǎng) 絡(luò) 營 銷 整

體 思 路````````````````````````````````````````````````````````````16

品 牌 推

廣 思 路``````````````````````````````````````````````````````````````````17

搜 索 引

擎 營 銷``````````````````````````````````````````````````````````````````17

社 會(huì) 化

媒 體 營 銷```````````````````````````````````````````````````````````````17聯(lián) 盟 廣 告``````````````````````````````````````````````````````````````````17其 他 網(wǎng) 絡(luò) 營 銷 方 式`````````````````````````````````````````````````````````````17線 下 推 廣````````````````````````````````````````````````````````````````````````17第五章競爭分析電 子 商 務(wù) 模 式 的 分 析````````````````````````````````````````````````````````````````17`五 力 分 析``````````````````````````````````````````````````````````````````````````````18

五 力 分

析 總 括``````````````````````````````````````````````````````````````````18

五 力 分

析 詳 解``````````````````````````````````````````````````````````````````18第六章管理體系公 司 文 化``````````````````````````````````````````````````````````````````````````````18文 化 基 調(diào)```````````````````````````````````````````````````````````````````````18公 司 宗 旨````````````````````````````````````````````````````````````````````````19

核 心 價(jià)

值 理 念``````````````````````````````````````````````````````````````````19基 本 價(jià) 值 觀`````````````````````````````````````````````````````````````````````19企 業(yè) 精 神````````````````````````````````````````````````````````````````````````19品 牌 個(gè) 性````````````````````````````````````````````````````````````````````````19組 織 結(jié) 構(gòu)```````````````````````````````````````````````````````````````````````````````19經(jīng) 營 團(tuán) 隊(duì)```````````````````````````````````````````````````````````````````````````````20人 事 制 度```````````````````````````````````````````````````````````````````````````````20激 勵(lì) 機(jī) 制```````````````````````````````````````````````````````````````````````````````21第七章財(cái)務(wù)可行性分析項(xiàng) 目 投 資 概 括``````````````````````````````````````````````````````````````````````````21

資 金 結(jié)

構(gòu) 與 規(guī) 模````````````````````````````````````````````````````````````````21

其 它 資

金 來 源```````````````````````````````````````````````````````````````````21主 要 財(cái) 務(wù) 假

設(shè) 和 財(cái)

務(wù) 數(shù) 據(jù) 預(yù) 估````````````````````````````````````````````````````````21

主 要 財(cái)

務(wù) 假 設(shè)```````````````````````````````````````````````````````````````````21

財(cái) 務(wù)

據(jù) 預(yù) 估 費(fèi) 用 估 算````````````````````````````````````````````````````````21預(yù) 計(jì) 財(cái) 務(wù) 報(bào) 表````````````````````````````````````````````````````````````````````````21財(cái) 務(wù) 比 率 分 析````````````````````````````````````````````````````````````````````````22

反 映

業(yè) 能 力 的

務(wù) 比 率````````````````````````````````````````````````````22

反 映

利 能 力 的

務(wù) 比 率````````````````````````````````````````````````````23第八章風(fēng)險(xiǎn)分析與躲避政 策 風(fēng) 險(xiǎn)``````````````````````````````````````````````````````````````````````````````23風(fēng) 險(xiǎn) 詳 述```````````````````````````````````````````````````````````````````````23應(yīng) 對 措 施```````````````````````````````````````````````````````````````````````23資 源 風(fēng) 險(xiǎn)``````````````````````````````````````````````````````````````````````````````23風(fēng) 險(xiǎn) 詳 述```````````````````````````````````````````````````````````````````````23應(yīng) 對 措 施````````````````````````````````````````````````````````````````````````24市 場 風(fēng) 險(xiǎn)```````````````````````````````````````````````````````````````````````````````24風(fēng) 險(xiǎn) 詳 述````````````````````````````````````````````````````````````````````````24應(yīng) 對 措 施````````````````````````````````````````````````````````````````````````24技 術(shù) 風(fēng) 險(xiǎn)```````````````````````````````````````````````````````````````````````````````24風(fēng) 險(xiǎn) 詳 述````````````````````````````````````````````````````````````````````````24應(yīng) 對 措 施````````````````````````````````````````````````````````````````````````24競 爭 風(fēng) 險(xiǎn)```````````````````````````````````````````````````````````````````````````````24風(fēng) 險(xiǎn) 詳 述````````````````````````````````````````````````````````````````````````24應(yīng) 對 措 施````````````````````````````````````````````````````````````````````````24財(cái) 務(wù) 風(fēng) 險(xiǎn)```````````````````````````````````````````````````````````````````````````````25風(fēng) 險(xiǎn) 詳 述````````````````````````````````````````````````````````````````````````25應(yīng) 對 措 施````````````````````````````````````````````````````````````````````````25附 件 一 三 農(nóng) 問 題`````````````````````````````````````````````````````````````````````````26附 件 二 “ 三 農(nóng) 〞 電 子 商 務(wù) 面 臨 的 挑 戰(zhàn)```````````````````````````````````````````````````27附件三 服務(wù)“三農(nóng)〞的聚眾式平臺大有作為``````````````````````````````````29附件四 “三農(nóng)〞電子商務(wù)建設(shè)已具備各種條件``````````````````````````````````````30附 件 五 “ 三 農(nóng) 〞 電 子 商 務(wù) 模 式 圖 解```````````````````````````````````````````````````31三創(chuàng)概要一工程的執(zhí)行容二工程的開展前景9707億人，占產(chǎn)業(yè)總?cè)丝诘?0.1％?！氨娝苤?，當(dāng)今社會(huì)是一個(gè)數(shù)字化時(shí)代，誰三運(yùn)營的核心模式〕開展模式，四工程的執(zhí)行優(yōu)勢專業(yè)性我們主要針對水果行業(yè)，利用電子平臺，為農(nóng)民解決水果的批發(fā)與零售，是水果行業(yè)可持續(xù)的開展。整合性采用〔農(nóng)民+水果〕+〔水果電子商務(wù)協(xié)會(huì)〕+〔電子平臺〕開展模式，線上創(chuàng)新性20030—600.1—0.510010—50廣告在這個(gè)地區(qū)無處不在。4)開展性還會(huì)對我們的效勞定期的做調(diào)查，以便更好的效勞顧客。五工程的可行性人力的支持我們將會(huì)招聘專業(yè)的電子商務(wù)方面的人才，管理人才，財(cái)務(wù)師等智力人才，為我們整個(gè)產(chǎn)鏈的可持續(xù)開展做好鋪墊?？捎酝ㄟ^我們的獨(dú)特經(jīng)營模式，高度整合整個(gè)產(chǎn)業(yè)鏈與消費(fèi)者，減少不必要的中間環(huán)節(jié)，同時(shí)嚴(yán)格協(xié)調(diào)物流，做到滴水不漏，為創(chuàng)造更大的盈利空間做準(zhǔn)備。風(fēng)險(xiǎn)控制同時(shí)也要加強(qiáng)一些意外風(fēng)險(xiǎn)的抵御能力使公司真正的做大做強(qiáng)。六工程的總結(jié)第一章市場分析整體市場容量及前景總體網(wǎng)民規(guī)模截至201064.242009360031.8%，較20092.93638198.1%2.77433411.7%115027.47.7%30歲以上各年齡段網(wǎng)民占比均有所上200938.6%2010年中的41%2008年末市2839.003253.328426411028.(200866255503125612474175701537〔高職〕2910所〔潛在市場。中國水果行業(yè)數(shù)量規(guī)模1782240510020020%的企業(yè)有不同程度的網(wǎng)絡(luò)營銷應(yīng)用。但從整體看，果品行業(yè)的網(wǎng)絡(luò)營銷還遠(yuǎn)未開展起來，極具開展?jié)摿?。目?biāo)市場分析網(wǎng)絡(luò)社區(qū)交友換季的一些常識。IDQQ進(jìn)作用。200100QQ中國水果行業(yè)電子商務(wù)開展階段第一步：明確電子商務(wù)價(jià)值定位與主體定位。包括政府、企業(yè)、學(xué)者等各方，尤其是政府都想通過電子商務(wù)這種方式真正讓農(nóng)民受益，提升農(nóng)業(yè)現(xiàn)代化，須在構(gòu)建電子商務(wù)之初就明確電子商務(wù)價(jià)值定位。了主流C2CB2BB2CFORC、B2B2C等相關(guān)模式逐漸開展起來。對于三農(nóng)電子商務(wù)而言，到底采用哪種適宜市場化的運(yùn)營。易觀國際認(rèn)為，最終應(yīng)實(shí)現(xiàn)政府主導(dǎo)，企業(yè)運(yùn)營，農(nóng)民受益。第三步：進(jìn)行有效的資源配置。從當(dāng)前實(shí)行三農(nóng)電子商務(wù)開展現(xiàn)狀而言，三善的配套體系。易觀認(rèn)為，政府當(dāng)前應(yīng)積極完善相關(guān)配套體系。目標(biāo)用戶的分析用戶分析C，具有止渴生津,通利小便之成效。適宜于市場趨勢和時(shí)機(jī)市場趨勢現(xiàn)在社會(huì)節(jié)奏逐漸加快,人們只專注于他們的事業(yè)之中,所以越來越難像以往騰出時(shí)間到外選購商品,人們更容易,也更愿意在自己的辦公室里點(diǎn)擊電腦便可購得所需商品,慢慢地網(wǎng)上銷售便成了以后主要的銷售領(lǐng)域.市場時(shí)機(jī)以往水果大多在農(nóng)貿(mào)市場,街邊攤檔購置,很快,水果可以在超市購置,所經(jīng)人手越來越少,選購越來越方便,技術(shù)越來越成熟,所以我們認(rèn)為水果以后廣在網(wǎng)上售并不是不可能的,現(xiàn)在便有了三農(nóng)電子商務(wù)的萌芽,但規(guī)模還不是很大,這就給了我們很大的開展空間.第二章運(yùn)營方案公司理念〕開展模式，公司目標(biāo)果行業(yè)聚集在這種行業(yè)性很強(qiáng)的電子商務(wù)平臺上，增加網(wǎng)上訂單的數(shù)量。開展戰(zhàn)略整合用戶效勞與社區(qū)效勞20030—600.1—0.510010—50終身客戶的打造，90%以上的利用將來自后續(xù)營銷，所以在客戶進(jìn)行第一次后，就是后續(xù)的打造。果換季的一些常識。IDQQ進(jìn)作用。200100QQ提供渠道、重視借助外力、整合資源一B2C電子商務(wù)的媒體曝光率和展示率直接影響用戶轉(zhuǎn)化率和忠誠度，通過處理危機(jī)事件，協(xié)助新聞公關(guān)組合活動(dòng)籌劃執(zhí)行組確定新聞和活動(dòng)的品牌涵義，參與，并與其溝通確定發(fā)布文稿〔word、、演講大綱等〕。采用〔農(nóng)民+水果水果電子商務(wù)協(xié)會(huì)電子平臺〕開展模式，線業(yè)鏈的連接，使各個(gè)環(huán)節(jié)高度整合起來，到達(dá)節(jié)儉本錢的目的。逐步推廣擴(kuò)散第二階段：過渡時(shí)期經(jīng)過第一階段的鋪墊，聚集了一定塑料的用戶，到了第二階段，推廣的目的新增用戶數(shù)量，不再是推廣的最終目的，只要保持一定的數(shù)量即可之變化。第三階段：穩(wěn)定時(shí)期廣的投入期待獲得更好的推廣效果漸的把更多的消費(fèi)者吸引過來，形成我們特有的用戶群體。業(yè)務(wù)與贏利模式業(yè)務(wù)體系〕開展模式，業(yè)務(wù)詳述業(yè)務(wù)開展規(guī)劃近期：開展本地的水果市場，并且壟斷，當(dāng)老大中長期：面對的是全國市場，設(shè)立代理，在全國銷售水果盈利模式在追銷中獲得大局部的利益第三章工程實(shí)施方案總體架構(gòu)場部完成對外推廣的促銷宣傳〔搜索引擎競價(jià)、網(wǎng)絡(luò)營銷等〕；客服部職能及運(yùn)作心，其他幾個(gè)部門主要是輔助和配合客服運(yùn)營?？头\(yùn)營組負(fù)責(zé)咨詢、客服效勞和在線客服的咨詢、產(chǎn)品咨詢、訂單處理、咨詢手冊等〕，培訓(xùn)客服技巧和技能，糾正客服不良習(xí)慣，提高效勞滿意度；作考核和測評。市場部職能及運(yùn)作EDM合作、媒體合作、新聞炒作、口碑合作、活動(dòng)及研討會(huì)等；負(fù)責(zé)研究分析CRMCRM終提高訂單轉(zhuǎn)化率。市場部的職能包括兩塊，對外是推廣合作，對是營銷分析，兩塊職能相互交叉和協(xié)同，推廣合作必須以營銷分析結(jié)果為主，提高推廣效果。市場局部為三個(gè)組：媒介合作、活動(dòng)推廣和營銷分析。運(yùn)營和促銷；媒介推廣分為三局部，支付合作包括跟支付寶、財(cái)付通、銀聯(lián)在〔百度和谷歌為主〕、EMDCPS策略，不斷提高投產(chǎn)比。B2C參與，并與其溝通確定發(fā)布文稿〔word、、演講大綱等〕。運(yùn)營部職能及運(yùn)作〔利用EDM運(yùn)營局部為四個(gè)組：產(chǎn)品分析組、銷售組、促銷組和籌劃編輯組。過外部資源提升潛力產(chǎn)品的銷量，分析研究不確定產(chǎn)品的原因。以及EMD促銷和產(chǎn)品展示頁面、flash任何B2CEDM、門戶和垂直等EDMflash采購及物流部職能及運(yùn)作采購及物流部負(fù)責(zé)產(chǎn)品的采購，各類產(chǎn)品在全國的倉儲布局、調(diào)整和管理，配送合作和訂單配送工作；具體為與運(yùn)營部確定采購，根據(jù)篩選供給商，爭取最從職能上，采購及物流局部為三個(gè)組，分別是采購組、倉儲組和配送組。格，多利用及推廣資源，爭取以資源換價(jià)格。倉儲組分為倉儲運(yùn)營和供給鏈優(yōu)化兩個(gè)職能，倉儲運(yùn)營負(fù)責(zé)倉儲中心的布率和倉儲利用率。身配送人員〕的不恰當(dāng)配送行為進(jìn)行處分和處理。技術(shù)部職能及運(yùn)作技術(shù)部負(fù)責(zé)建設(shè)和系統(tǒng)開發(fā)，包括B2C的架構(gòu)和技術(shù)開發(fā)，CRM系統(tǒng)、Call_Center效勞器和網(wǎng)絡(luò)運(yùn)營商的選擇和管理等。技術(shù)部從職能上分為三個(gè)組，包括開發(fā)組、系統(tǒng)開發(fā)組和系統(tǒng)維護(hù)組。開發(fā)組主要負(fù)責(zé)B2C頁面設(shè)計(jì)和SEO系統(tǒng)開發(fā)組主要負(fù)責(zé)相關(guān)系統(tǒng)的開發(fā)工作，具體為客戶關(guān)系管理系統(tǒng)〔Call_Center〕，采購和倉儲管理系統(tǒng)〔〔系統(tǒng)維護(hù)組主要是效勞器管理、網(wǎng)絡(luò)管理和系統(tǒng)調(diào)試等根底工作。各局部容資訊頻道仔細(xì)在上面的客服組查找第四章網(wǎng)絡(luò)推廣方案網(wǎng)絡(luò)營銷方案BtoC子商務(wù)和BtoC目標(biāo)群體的行為方式企業(yè)需求分析根據(jù)農(nóng)民和消費(fèi)者的預(yù)期效勞，再結(jié)合我們的電子平臺能夠提供的效勞，找到契合點(diǎn)，并且把這個(gè)契合點(diǎn)運(yùn)用到不同的推廣方法，進(jìn)行有選擇性的的推廣。此外，我們在實(shí)際操作中還可能在正常的運(yùn)營中遇到一些小問題，例如對新能夠區(qū)別同類，形成競爭優(yōu)勢的網(wǎng)絡(luò)營銷戰(zhàn)略目標(biāo)第一階段：快速擴(kuò)時(shí)期第二階段：過渡時(shí)期經(jīng)過第一階段的鋪墊，聚集了一定塑料的用戶，到了第二階段，推廣的目的新增用戶數(shù)量，不再是推廣的最終目的，只要保持一定的數(shù)量即可之變化。第三階段：穩(wěn)定時(shí)期廣的投入期待獲得更好的推廣效果漸的把更多的消費(fèi)者吸引過來，形成我們特有的用戶群體。網(wǎng)絡(luò)營銷定位SEM百度推廣和googleadsensegoogleadsense語的文案籌劃與撰寫，合理的整合熱門關(guān)鍵詞和長尾關(guān)鍵詞的選擇，選用adwords和百度推廣的區(qū)域定位功能初期可以只針對市用戶顯示廣告，節(jié)約本錢。優(yōu)化這里的優(yōu)化主要還是涉及到首頁品牌關(guān)鍵詞的優(yōu)化，至少品牌關(guān)鍵詞在各搜索引擎必須排到第一。許可EmailEmail撿了有效的列表：選擇優(yōu)秀的營銷軟件不要濫發(fā)編輯優(yōu)秀的容1〕病毒源選擇傳播途徑選擇效果評估媒體的選擇1〕合作滅提可以使大門戶，地方門戶，高校論壇，垂直容與論壇等，出于本錢考慮，針對于主流大門戶，比方網(wǎng)易，新浪，投放的廣告方式主要是軟文。而地區(qū)門戶，搞笑論壇，垂直容門戶則可以適當(dāng)?shù)目紤]軟文2〕廣告的形式軟文，banner整合網(wǎng)絡(luò)營銷組合策略與實(shí)施方案網(wǎng)絡(luò)營銷整體思路聚會(huì)，年終獎(jiǎng)勵(lì)，企業(yè)活動(dòng)和員工福利等等。20030—600.1—0.510010—50后續(xù)營銷，終身客戶的打造，90%以上的利用將來自后續(xù)營銷，所以在客戶進(jìn)行第一次后，就是后續(xù)的打造。1〕建立論壇，在客戶進(jìn)行第一次的消費(fèi)時(shí)，順贈(zèng)一論壇的邀請卷，用戶憑水果換季的一些常識。IDQQQQ的促進(jìn)作用。在每一次送貨的時(shí)候都進(jìn)行贈(zèng)送一定數(shù)額的現(xiàn)金卷，這樣會(huì)很大程度的200年的時(shí)間所帶來的利潤會(huì)遠(yuǎn)高于100元，廣告費(fèi)就可以輕松的賺回來。QQ品牌推廣思路權(quán)威媒體+草根媒體+眼球推廣搜索引擎營銷1〕ggadwords搜索行為和需求搜索引擎廣告系統(tǒng)選擇PPC入。效果監(jiān)測和預(yù)估：通過GGGGanalyticsADWORDS實(shí)現(xiàn)在GG搜索引擎營銷根底數(shù)據(jù)統(tǒng)計(jì)通過統(tǒng)計(jì)跟蹤特定關(guān)鍵詞的搜索量，點(diǎn)擊量，和注冊量。來評估關(guān)鍵詞的轉(zhuǎn)化率用戶行為分析通過GG分析的覆蓋圖，統(tǒng)計(jì)分析訪問者的主要點(diǎn)擊注冊頁面的那些從而幫助改善的功能布局，提高注冊率轉(zhuǎn)化跟蹤系統(tǒng)分析通過轉(zhuǎn)化跟蹤測定的潛在用戶，銷量或其他的操作，幫助這些信息來制定收益更高的廣告策略給予論壇的病毒式營銷傳播營銷息的曝光率和影響力指數(shù)增長成為可能。第五章競爭分析電子商務(wù)模式的分析:電子商務(wù)模式簡介：驟。電子商務(wù)模式可以從多個(gè)角度建立不同的分類框架，最簡單的分類莫過于BtoB、BtoCCtoC中國電子商務(wù)開展現(xiàn)狀：1997傳、啟蒙和推廣階段進(jìn)入到了務(wù)實(shí)的開展實(shí)施階段。電子商務(wù)模式的優(yōu)勢：效率進(jìn)行大圍的宣傳。五力分析五力分析總括：“五種力量模型〞是將影響競爭及決定競爭強(qiáng)度的因素歸納為五個(gè)方面的每一種競爭力的強(qiáng)弱，決定于產(chǎn)業(yè)的結(jié)構(gòu)或經(jīng)濟(jì)及技術(shù)等特質(zhì)。聯(lián)網(wǎng)進(jìn)行的信息交流直接影響著傳統(tǒng)的產(chǎn)業(yè)。五力分析詳解：新進(jìn)入者的威脅：目前這種對農(nóng)產(chǎn)品的網(wǎng)上推廣，是一個(gè)創(chuàng)新點(diǎn)，幾乎沒有比一般市場商品底，購置者議價(jià)的余地較低。替代品或效勞的威脅：由于先行進(jìn)入該類市場，所以類似替代品和相關(guān)效勞的威脅較小。現(xiàn)有廠商的競爭程度：由于該市場是個(gè)新興的市場，因此現(xiàn)有廠商的競爭程度低，有利于公司的繼續(xù)開展。第六章管理體系公司文化:文化基調(diào)：高效利用網(wǎng)絡(luò)，一切效勞顧客。公司宗旨：提供最優(yōu)異，高質(zhì)量的效勞。核心價(jià)值理念：讓每一個(gè)顧客都享受到我們優(yōu)異的效勞企業(yè)精神：團(tuán)結(jié)，積極，熱情，顧客至上。品牌個(gè)性：網(wǎng)絡(luò)營銷，物美價(jià)廉，效勞一流，滿足群眾。組織結(jié)構(gòu)：各個(gè)職能部門：各個(gè)職能部門：后勤保障部行政部財(cái)務(wù)部物流配送部公司決策人員監(jiān)事會(huì)效勞中心備注：監(jiān)事會(huì)：負(fù)責(zé)監(jiān)督公司各項(xiàng)制度的執(zhí)行情況，及資金流向的合理性，對公司高層決定和員工進(jìn)行監(jiān)督工作，和效勞中心一起負(fù)責(zé)員工的考核。感受到高質(zhì)量的優(yōu)異效勞。要求準(zhǔn)時(shí)并且保證貨物準(zhǔn)確的送達(dá)至客戶手中。行政部：負(fù)責(zé)公司的日常運(yùn)行，人事調(diào)動(dòng)，協(xié)調(diào)各部按要求有序的工作，負(fù)責(zé)對員工的各種考核，評優(yōu)評獎(jiǎng)。工資，獎(jiǎng)金及各種福利的發(fā)放。后勤保障部：負(fù)責(zé)公司的各種物品的采購，保潔等日常事物。經(jīng)營團(tuán)隊(duì)：監(jiān)事會(huì)會(huì)長：總經(jīng)理：效勞中心主任：后勤保障部部長：行政部部長：財(cái)務(wù)部部長：物流配送部部長：人事制度：對員工的主要要求：1〕深刻理解公司“為顧客提供最優(yōu)異，高質(zhì)量的效勞“的宗旨，并將其用到日常工作中。2〕為之而努力。顧客記于心中。重視工作時(shí)的細(xì)節(jié)，不為大事而慌，不應(yīng)小事而疏忽。招聘人才：1〕在招聘是注重人才的軟硬實(shí)力，能否真信理解公司的宗旨，是否將公司看作是自己的事業(yè)等。在招聘時(shí)進(jìn)行暗訪，對所用對象進(jìn)行全方位的了解，綜合考慮。培訓(xùn)制度：對新人的培訓(xùn)：重點(diǎn)理解公司的宗旨，并將其看作是一種信念?？焐鲜?。對員工的培訓(xùn)：強(qiáng)化對公司宗旨的理解。針對平時(shí)常出現(xiàn)的問題進(jìn)行解決。對要晉升的員工的培訓(xùn)：讓其掌握該職位所需的各種技能。日常考核：出勤考核，工作態(tài)度考核。效勞態(tài)度考核(主要依據(jù)):顧客評價(jià)個(gè)配貨站監(jiān)督人員的反應(yīng)平時(shí)突擊抽查鼓勵(lì)機(jī)制：通過年終的評優(yōu)評獎(jiǎng)進(jìn)行精神物質(zhì)雙獎(jiǎng)勵(lì)。獎(jiǎng)勵(lì)。對于平時(shí)積極創(chuàng)新，能為公司提供新建議，并得到采用的進(jìn)行獎(jiǎng)勵(lì)。獎(jiǎng)勵(lì)機(jī)制要適時(shí)靈活的應(yīng)用，只要以公司成長為己任，能夠促進(jìn)公司開展的員工都可以得到獎(jiǎng)勵(lì)。以精神為主，配合物質(zhì)獎(jiǎng)勵(lì)。工程投資概括資金結(jié)構(gòu)與規(guī)模長期資金(1~2萬元),短期資金(5000元)其它資金來源自有資金、吸收資金、專項(xiàng)資金主要財(cái)務(wù)假設(shè)和財(cái)務(wù)數(shù)據(jù)預(yù)估主要財(cái)務(wù)假設(shè)會(huì)計(jì)主體假設(shè)。指會(huì)計(jì)工作所效勞的特定單位或組織。它是對會(huì)計(jì)工作的空間圍所作的限定。經(jīng)營下去。這是對會(huì)計(jì)工作的時(shí)間圍的限定。會(huì)計(jì)分期。指將企業(yè)持續(xù)不斷的生產(chǎn)經(jīng)營過程人為地劃分為假設(shè)干連續(xù)、等距離的時(shí)間"間隔"。貨幣計(jì)量。指會(huì)計(jì)主體在會(huì)計(jì)核算過程中采用貨幣作為統(tǒng)一的計(jì)量單位。它是對會(huì)計(jì)計(jì)量手段、方法的限定。財(cái)務(wù)數(shù)據(jù)預(yù)估費(fèi)用估算預(yù)計(jì)財(cái)務(wù)報(bào)表〔一〕經(jīng)營預(yù)算〔OperationalBudget〕。經(jīng)營預(yù)算是指企業(yè)日常發(fā)生的各項(xiàng)本活動(dòng)的預(yù)算。它主要包括銷售預(yù)算、生產(chǎn)預(yù)算、直接材料采購預(yù)算、直人工預(yù)算、制造費(fèi)用預(yù)算、單位生產(chǎn)本錢預(yù)算、供的收入維持經(jīng)營費(fèi)用的支出和獲利的，因而銷售預(yù)算也就成為預(yù)算控制的根底〔二〕投資預(yù)算〔InvestmentBudget〕?！踩池?cái)務(wù)預(yù)算〔FinanciaIBudget〕。1).現(xiàn)金預(yù)算主要反映方案期間預(yù)計(jì)的現(xiàn)金收支的詳細(xì)情況。在完成了步的制的。我國最常見的是按季和按月進(jìn)行編制。2.)預(yù)計(jì)收益表〔或稱為預(yù)計(jì)利潤表〕。是用來綜合反映企業(yè)在方案期生產(chǎn)中最主要的預(yù)算表之一。3)綜上所述可見，企業(yè)的預(yù)算實(shí)際上是包括經(jīng)營預(yù)算、投資預(yù)算和財(cái)務(wù)算三大類，由各種不同的個(gè)別預(yù)算所組成的預(yù)算體系。財(cái)務(wù)比率分析反映營業(yè)能力的財(cái)務(wù)比率標(biāo)：應(yīng)收帳款周轉(zhuǎn)率=賒銷收入凈額/應(yīng)收帳款平均余額=17.78存貨周轉(zhuǎn)率=銷售本錢/存貨平均余額=4996.94流動(dòng)資產(chǎn)周轉(zhuǎn)率=銷售收入凈額/流動(dòng)資產(chǎn)平均余額=1.47固定資產(chǎn)周轉(zhuǎn)率=銷售收入/0.85總資產(chǎn)周轉(zhuǎn)率=銷售收入凈額/總資0.52由于上述的這些周轉(zhuǎn)率指標(biāo)的分子、分母分別來自資產(chǎn)負(fù)反映盈利能力的財(cái)務(wù)比率盈利能力是各方面關(guān)心的核心，也是企業(yè)成敗的關(guān)鍵，只有長期盈利，企業(yè)才能真正做到持續(xù)經(jīng)營因此無論是投資者還是債權(quán)人都對反映企業(yè)盈利能力的比率非常重視一般用下面幾個(gè)指標(biāo)衡量企業(yè)的盈利能力再以ABC公司為例毛利率銷售收入－本錢銷售收入=71.73% 營業(yè)利潤率營業(yè)利潤/銷售收入凈利潤＋所得稅＋利息費(fèi)用銷售收入=36.64% 凈利潤率=凈利潤/銷售收入=35.5% 總資產(chǎn)報(bào)酬率=凈利潤/總資產(chǎn)平均值=18.48% 權(quán)益報(bào)酬率=凈利潤/