36翁晨-《瑞幸咖啡营销策略研究》（定稿）.doc

摘要从“病毒式”营销到飞速扩展的店面创始之初瑞幸咖啡就给予消费者源源不断的热度。通过“烧钱”游戏来补贴用户使得品牌疾迅壮大人们对瑞幸是否能获得利润始终抱有怀疑的态度。许多人认为若以品质就想和星巴克争取市场份额那瑞幸咖啡不疑有他是在自掘坟墓。毕竟优质咖啡在中国大部分都是由星巴克来定义。星巴克和其他相对高档的咖啡品牌对于瑞幸的“好咖啡”不费吹灰之力就能效仿这不能成为一个差异大且鲜明区分好咖啡的区隔。而根据“不限场景喝到好咖啡”的品牌战略瑞幸咖啡将开设差别较大的商店风格来全面把控顾客日常生活场景和各式各样工作上的以满足用户多样化的需求空间。“新鲜”是瑞幸主要的广告语而外卖配送又是其重要的“新零售”形式。瑞幸咖啡做为新零售模式下拔得头筹的专业咖啡运营商本文紧扣其营销策略对其进行论述与分析将瑞幸咖啡做为研究对象指出其产品核心竞争力较低盈利模式潜在风险专业人才较少员工服务水平低下标准化培训不到位管理粗糙促销效果不佳等营销方面的不足之处结合所学知识对瑞幸咖啡提出回归产品本质提升咖啡质量加强管理和培训构建品牌文化完善服务体系建立复合业态促进品牌延伸提升消费体验降低配送价格扩大用户粘性提高复购率等改进措施与建议。关键词：瑞幸咖啡；新零售；营销策略AbstractFrom"viral"marketingtorapidlyexpandingstorefrontsLuckinCoffeegaveconsumersaconstantstreamofheatatthebeginning.Subsidizingusersthrough"burningmoney"gameshasmadethebrandgrowrapidly.PeoplehavealwaysbeenskepticalaboutwhetherLuckincanmakeaprofit.ManypeoplethinkthatiftheywanttocompetewithStarbucksformarketsharewithqualityLuckinCoffeehasnodoubtthatheisdigginghisowngrave.AfterallqualitycoffeeinChinaismostlydefinedbyStarbucks.Starbucksandotherrelativelyhigh-endcoffeebrandscanfollowLuckin's"goodcoffee"effortlesslywhichcannotbeabigdifferenceandacleardistinctionbetweengoodcoffee.Accordingtothebrandstrategyof"drinkgoodcoffeeinanyscene"LuckinCoffeewillopenawiderangeofstorestylestocomprehensivelycontrolcustomers'dailylifescenesandvariousworktomeetthediverseneedsofusers.."Fresh"isLuckin'smainsloganandtakeawaydeliveryisitsimportant"newretail"form.LuckinCoffeeastheleadingprofessionalcoffeeoperatorinthenewretailmodethisarticlecloselydiscussesandanalyzesitsmarketingstrategytakesLuckinCoffeeastheresearchobjectandpointsoutthatitsproductcorecompetitivenessislowandprofitableThepotentialrisksofthemodelthelackofprofessionaltalentsthepoorservicelevelofemployeesthelackofstandardizedtrainingthepoormanagementandthepoorsalespromotion.Managementa