百貨商場品牌競爭力評價研究--以中央商場和南京新百為例.pdf

1、南京財經(jīng)大學碩士學位論文百貨商場品牌競爭力評價研究--以中央商場和南京新百為例姓名：俞曉峰申請學位級別：碩士專業(yè)：企業(yè)管理指導教師：喬均2011-06-11IIABSTRACT In recent years, great changes have taken place in China’ s retail industry, all kinds of new commercial activities

2、, such as shopping mall, supermarkets, specialty stores, discount stores, convenience stores, and online stores are rapidly developing, and the traditional department store is facing unprecedented

3、challenges now. How to keep sustainable development in an increasingly competitive market environment, which becomes the new issue to the department store. With the era of the brand coming, it’

4、 s one of the department store's outlets to enhance the competitiveness of enterprises through upgrading brand competitiveness, and therefore to study the impact elements of the brand competit

5、iveness of department stores, and to build its evaluation indicator system of brand competitiveness is of great practical significance. To set the brand competitiveness of department stores as th

6、e research object, this paper summarizes some researching production including the enterprises competitiveness theory, brand competitiveness theory , brand image theory and etc. Then the author chooses the

7、 evaluation indicator system of brand competitiveness of service enterprises as the main theoretical basis of all study, which is from Professor Qiao’ s Subject of the Ministry of Education Humanities and

8、 Social Sciences “ The study of the evaluation system of brand competitiveness and upgrading of brand ” . Finally, with industry characteristics of department stores, the author constructs the evalua

9、tion modle of brand competitiveness of department stores, and takes the empirical study to two department stores in Nanjing with this modle. The conclusions is shown as follows: 1. The brand

10、competitiveness of department stores can be measured by the six elements, and arrange them according to their degree of importance from high to low in the order: profiting capacity, brand imag

11、e, development potential, management capability, marketing capacity, staff capacity; 2. The level indicators which are used to measure the six elements are arranged according to their degree of i

12、mportance from high to low in the order: the size of department store profitability, the proportion of the expenditure of marketing in share of the revenue, the academic qualifications of the

13、 management team in department store , the growth in margins of department store, the service levels of the employee in department store, the quality of goods in department stores; 3. After t