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1论文题目：上海卜蜂莲花超市电视机经营模式研究学科领域：工商管理硕士（MBA）摘要目前，很多消费者，开始倾向于去大型综合超市购买电器，而不是国美、苏宁等家电连锁卖场，主要是因为综合超市的家电价格比家店连锁卖场要便宜很多。在超市进行电视机等大型家电销售，是对家电生产厂家销售渠道的有利补充，而且家电是大型超市不可或缺的组成部分，自营大家电也是大势所趋。超市要做大做强，做好家电经营是很关键的一个方面。卜蜂莲花是最早进入中国的第一批外资超市,1997年，卜蜂莲花在上海浦东开出了中国第一家门店，自进入中国以来发展并不顺利，扩张步伐极其缓慢。到了2004年，缓过神来的易初莲花提出了百店计划，但却因高速扩张于2006年出现亏损。不甘落后的卜蜂莲花2007年、2011年再次抛出百店计划，但都未能如愿。截至2012年年底，卜蜂莲花的门店数仅为75家，跟沃尔玛271家门店、家乐福203家门店相差甚远。而且跟2004年才进入中国市场的乐购相比，也落下了一大截。本文通过对上海卜蜂莲花超市电视机产品销售进行全面的分析及卜蜂莲花超市与其他比较分析，研究出卜蜂莲花超市能够实现销售业绩突破的新型经营模式，这套营销模式的推进能在最大程度提高销售的同时，也能够拉高毛利，并最大程度上提升公司形象从另一方面,这套模式的成功推广可以做到三个有利于,第一,有利于其他区域卜蜂莲花超市(如北京、广州、西安、郑州、武汉等)提高电视机产品销售业绩；第二，有利于上海卜蜂莲花超市其他家电产品（如冰箱洗衣机空调手机电脑等）提高相关业绩表现；第三，由于外资超市有许多共性（家乐福、大润发、欧尚、沃尔玛等超市在业态形式、电视机产品定位、老品及滞销解决、常用营销方法、门店促销员配备情况等方面与卜蜂莲花情况一样或类似），其创新经营模式的成功推进可以作为其他超市学习和借鉴的案例。本文通过对卜峰莲花超市电视机产品销售原有体系的全方位分析和研究（包括：内部财务体系、电视机产品流通及仓储方面的问题、电视机产品滞销及老品处理问题、电视机产品门店营运状况及促销员团队情况、电视机常用营销模式和2方法等），分析出其中的利弊环节；另一方面，通过借鉴其他超市优秀的经验和方法，同时，结合当下电视机产品消费走向，研究出一套适合卜蜂莲花超市的电视机产品经营模式。作为非核心零售商的上海卜蜂莲花超市，因其在付款体系、门店质量等、公司对家电产品重视不足等方面存在先天不足，要想在电视机产品寻找到突破并扩大该品牌在消费者心中的影响力，只能靠上海门店数量较多、大仓集中备货及配送方便、门店活动及海报由总部采购统一控制等优势，通过整合供应商资源并策划组织好相关多种类的营销活动，才能在竞争激烈中的生存发展。关键词：卜蜂莲花；电视机；营销模式论文类型：应用研究AbstractAtpresent,manyconsumers,tendtogotothesupermarkettobuyelectricalappliances,Gome,Suning,insteadofhomeappliancechainstores,mainlybecausealotcheaperpricethancomprehensivesupermarketappliancestorechainstores.ForTVandotherlargeappliancessoldinsupermarkets,isausefulcomplementto3manufacturersofhomeappliancessaleschannels,andhomeapplianceispartofalargesupermarketindispensable,proprietaryallelectricityisrepresentthegeneraltrend.Thesupermarkettododogreatlystrong,dotheappliancebusinessisaverykey.LargeforeignsupermarketWAL-MART,Carrefour,RT-MARThaveopenedahomeappliancestores,andsetupaspecialhomeappliancesdivision,thehomeapplianceproducts,specialprocurement,aftersaleservice,finemanagement.Andhomeappliancessalesaccountedfortheproportionofthetotalturnoverofeachbigsupermarket,increasedyearbyyear.LotusisthefirsttoenterChina'sfirstforeignsupermarket,1997,lotusopenedChina'sfirststoresinShanghaiofPudong,sinceenteringChinadevelopmentisnotsmooth,thepaceofexpansionisveryslow.In2004,slowovertheGodtothelotusputforwardplanhundredsofstores,butbecauseoftherapidexpansionin2006aloss.Nottobeoutdone,lotus,in20072011onceagainthrownplanhundredsofstores,butallfailed.Asoftheendof2012,thenumberofstoreslotusisonly75,with271WAL-MARTstores,Carrefour203storesfar.Comparedwiththe2004begantoentertheChinesemarketTesco,alsodownabigslice.Generallyspeaking,lotussalesinfluenceoverthesameperiodinChinaCarrefour,WAL-MARTisnotinthesameenergylevel,butonasinglestoresalesquality,CPeventheflowerisnotbetterthanCarrefourorWAL-MART,inthegeneralarea,storewarehousestorageanddistributioncapacity,commonlyusedmarketingmethods,typesofgoodsanddisplaymodethanCarrefourorWAL-MARTandothersimilarorbetter.ThispapermakesacomprehensiveanalysisandLotussupermarketandothercomparativeanalysisofShanghaiLotussupermarketTVsales,developnewmarketingmodeLotussupermarketcanachievesalesbreakthrough,thismarketingmodecanpromotetheincreaseinsalesatthesametimeinthegreatestdegree,alsocanpullhighmargin,andthemaximumextenttoenhancetheimageofthecompanyontheotherhand,becausetherearemanycommonforeignsupermarkets(Carrefour,RT-Mart,Auchan,WAL-MARTandothersupermarketsintheformat,TVproductpositioning,theoldproductsandunsalablesolution,commonlyusedmarketingmethods,storespromoterswithandlotuscaseorsimilar)theinnovationofmarketingmode,topromotethesuccesscanbeusedasothersupermarketsandlearnfromthecase.LotussupermarketTVmarketingmodelinnovationintroductionandspread,butalsoconducivetoothersupermarketsreference.ThroughcomprehensiveanalysisandresearchoftheCharoenPokphandLotussupermarketTVproductsalesoftheoriginalsystem(including:internalfinancial4system,homeapplianceproductpositioninginthecompanyandtheposition,thetelevisionproductpositioninginthehomeappliancesectorandstatus,thecommonmarketingmodeandmethodoftelevision,televisionproductscirculationandstorageproblems,TVproductsslow-movingandoldproductprocessing,operatingconditionsandthepromotionofTVproductsstoreteam),analysisoftheprosandconsoflinkamongthem;ontheotherhand,throughtheexperienceandmethodsofothersupermarket,goodatthesametime,accordingtothecurrenttelevisionproductconsumptiontrends,todevelopanappropriateLotussupermarketTVproductmarketingmode.Studyonthemarketingmodelforotherhouseholdelectricalappliancessuchaslargewhite(refrigerator,washingmachine,airconditioning),providesthereferenceofsmallhouseholdelectricalappliances,mobilephonenumber,alsocanbeothersupermarketssuchasCarrefour,RT-Mart,Auchan,WAL-MARTandotherreference.AsaretailerShanghaiLotussupermarket,becauseofitsinthepaymentsystem,storequalityaretobecongenitallydeficient,infrontoftheTVtofindbreakthroughproductsandexpandingthebrandinthemindsofconsumers,canonlyrelyonalargenumberofstoresinShanghai,largewarehousestockinganddeliveryconveniencestoresfocus,activitiesandpostersfromheadquartersunifiedpurchasecontrolandotheradvantages,throughtheintegrationofsuppliersofresourcesandplanni