新零售背景下基于伯川德模型的传统咖啡品牌市场渠道策略选择对比分析——以星巴克和瑞幸为例

Comparative Analysis of Marketing Channel Strategy Selection of Traditional Coffee Brands Based on Bertrand Model in the Context of New Retail—A Case Study of Starbucks and Luckin

近年来,新零售模式兴起,以瑞幸为代表的新零售咖啡品牌通过拓展线下门店和开辟外卖业务的方式迅速占领市场份额,对以星巴克为代表的传统咖啡品牌造成威胁,研究不同咖啡市场渠道策略选择对咖啡销量的影响,有利于传统咖啡店实时调整营销策略、维持市场份额。因此,本文采用伯川德模型,分别构建传统渠道、网络渠道和双渠道的收益函数,以瑞幸选择双渠道销售策略为前提,分别求出星巴克选择传统渠道和双渠道销售策略时的最优均衡解,通过对比分析得到如下结论:在新零售背景下,传统咖啡店需要积极拓展网络渠道以增加销量,新零售咖啡店应当通过动态调节咖啡价格来维持现状。In recent years, with the rise of new retail models, new retail coffee brands represented by Luckin rapidly occupy market share by expanding offline stores and opening takeaway business, posing a threat to traditional coffee brands represented by Starbucks. Studying the impact of different channel strategy choices in the coffee market on coffee sales will help traditional coffee shops adjust their marketing strategies in real time and maintain their market share. Therefore, this paper adopts Bertrand model to construct the income function of traditional channel, network channel and dual-channel respectively. On the premise of Luckin choosing dual-channel sales strategy, the optimal equilibrium solution of Starbucks choosing traditional channel and dual-channel sales strategy is obtained respectively. Through comparative analysis, the following conclusions are drawn: In the context of new retail, traditional coffee shops need to actively expand network channels to increase sales, and new retail coffee shops should maintain the status quo by dynamically adjusting coffee prices.