全渠道零售：实体渠道资源配置、跨渠道整合及平台化运营的作用机理研究

为发挥渠道协同整合的优势，全渠道战略转型的零售商都在思考：如何调整和布局实体渠道资源、创建跨渠道整合机制和打造开放平台吸引第三方来增强企业的市场竞争力。全渠道背景下，现有研究忽视了实体渠道资源的规模、结构和产品配置的作用，对渠道同价与BOPS多采用建模方法却缺乏实证数据检验和适用条件的探讨，对自营与第三方间的竞争机理认识尚不明晰。本研究将利用一家大型全渠道零售商的交易数据，通过定量数据分析方法和自然试验方法，检验实体渠道资源配置、渠道同价与BOPS对企业销售影响的机制，以及平台中自营与第三方间的产品竞争与溢出效应的作用机理。研究结论对于正在进行全渠道变革的零售商具有深远的战略指导意义，帮助他们认识到实体渠道资源的战略价值，通过跨渠道整合发挥出全渠道的协同优势，借助平台化运营吸纳更多第三方卖家资源，形成自己的竞争与领先优势。研究是对现有的营销战略、渠道管理、平台战略领域相应理论的补充与拓展。

In order to achieve the advantages of multi-channel synergy and integration, omni-channel retailers are thinking about how to distribute and allocate traditional channel resources, to create effective cross-channel integration mechanism, and to build an open platform to attract third-party sellers. The existing research ignores the role of scale and structure of regional stores, and which kinds of products to be sold in those stores. Research focusing on price self-matching between channels and BOPS (Buy-Online-Pickup-in-Store) has mostly adopted game theory-based modeling methods. Papers exploring the boundary of these two strategies are limited, and the relationship between the reseller and agency sellers is unclear. To fill these gaps, with a large size of data from a retailer, this study will use the quantitative data analysis and natural experiments to examine the role and the possible boundary conditions of traditional channel resources allocation, price self-matching and BOPS, as well as the impacts of spillovers and competition of products in the relationship between reseller and agency sellers. Generally speaking, our study has strategical implications for omni-channel retailers. It can help them realize the value of the physical channel resources, create synergies through cross-channel integration, attract more agency sellers by operating open platform. Theoritically, this research will also enrich the related theories of the marketing strategy, channel management, and platform strategy.