“饿了么”市场营销策略研究

【摘要】随着科技的发展，互联网的普及，人们的消费观念也随着互联网的发展而变化着。俗话说“民以食为天”，消费者越来越追求足不出户就能吃到美食。互联网为线下提供了交易平台，互联网与实体店销售商务的相互结合让外卖O2O应时而生。其中我国的“饿了么”是第一家外卖O2O平台。阿里巴巴在2018年4月2日收购了“饿了么”，虽然有阿里巴巴强大的支柱，市场规模、市场份额、用户规模也不断扩大，但是网络餐饮外卖平台竞争激烈，美团外卖与“饿了么”难分高下。“饿了么”要紧跟市场需求变化，及时调整、实施恰当的市场营销战略，竞争行业领先地位。本文在“饿了么”营销现状和环境分析基础上，运用4P理论从产品、价格、渠道、促销四个方面为“饿了么”制定营销组合策略。本文的研究对于“饿了么”如何取得网络外卖行业领先地位，获得更多的市场份额、增加盈利能力具有指导意义，为国内其它网络外卖平台的发展提供参考和借鉴。

【关键字】O2O模式；饿了么；网络外卖平台；营销策略

【Abstract】With the development of science and technology, and the popularization of Internet, people's consumption concept has changed with the development of the Internet. As the saying goes, "people eat for the day", consumers are more and more eager to eat food without leaving the house. O2O was born, and O2O refers to the combination of offline business opportunities and Internet, making the Internet a platform for offline transactions. "Hungry" online delivery platform is the first Chinese take-out O2O platform. On April 2, 2018, bought by alibaba "hungry", although have alibaba strong support, market scale, market share, the user scale is expanding, but the network catering delivery platform competition is intense, and delivery and neck with "hungry"."Hungry" should keep abreast of changes in market demand, timely adjust and implement appropriate marketing strategies and lead the competition industry. On the basis of "hungry" marketing and environmental analysis, this paper USES 4P theory to formulate marketing mix strategy from four aspects: product, price, channel and promotion. In this paper, the research for the "hungry?" how to achieve network take-out industry leading position, to gain more market share and increase profitability has a guiding significance to provide a reference for the development of the domestic other take-out network platform and using for reference.

【Keywords:】O2Omode；hungry；online delivery platform；marketing strategy

目录

第一章概论 (1)

1.1营销组合理论 (1)

1.2 SWOT分析法 (1)

1.3 O2O理论 (1)

第二章网络订餐平台“饿了么”的现状发展 (2)

2.1 饿了么的介绍 (2)

2.2 “饿了么”网络订餐平台发展现状 (2)

2.2.1 目标客户 (2)

2.2.2 “饿了么”平台的产品 (3)

2.2.3“饿了么”的盈利模式和营销模式 (3)

第三章分析“饿了么”网络订餐平台运营环境 (4)

3.1 分析“饿了么”的宏观环境 (4)

3.1.1 对政治环境的分析 (4)

3.1.2 对其经济环境进行分析 (4)

3.1.3 社会文化环境分析 (4)

3.1.4 技术环境分析 (5)

3.2 “饿了么”微观环境分析 (6)

3.2.1 企业内部环境分析 (6)

3.2.2 消费者分析 (6)

3.2.3 供应商分析 (6)

3.2.4 竞争者分析 (6)

3.3.5 营销中介分析 (7)

3.3 对“饿了么”网络订餐平台进行SWOT分析 (8)

3.3.1 对“饿了么”其优势进行分析 (8)

3.3.2 “饿了么”的劣势分析 (8)

3.3.3“饿了么”的机遇分析 (8)

3.3.4“饿了么”的威胁分析 (8)

第四章“饿了么”网络订餐平台存在的问题及对策 (9)

4.1 “饿了么”的产品问题及对策 (9)

4.1.1“饿了么”的产品问题 (9)

4.1.2 “饿了么”产品的相应对策 (9)

4.2 “饿了么”的价格问题及对策 (10)

4.2.1 “饿了么”的价格问题 (10)