| ACKNOWLEDGEMENTS | 第4-5页 |
| ABSTRACT | 第5-6页 |
| 摘要 | 第7-19页 |
| Chapter 1 Introduction | 第19-24页 |
| 1.1 Research Background | 第19-21页 |
| 1.2 The Practical Significance and Theoretical Significance of the Research | 第21-22页 |
| 1.3 Research Purpose | 第22-23页 |
| 1.4 Research Framework | 第23页 |
| 1.5 Research Methods | 第23-24页 |
| Chapter 2 Literature Review | 第24-31页 |
| 2.1 Core Concepts | 第24-26页 |
| 2.2 Related Theory | 第26-31页 |
| 2.2.1 Consumer Demand Theory[5] | 第26-27页 |
| 2.2.2 Overview of E-commerce | 第27-28页 |
| 2.2.3 Overview of O2O | 第28-31页 |
| Chapter 3 Case Description | 第31-40页 |
| 3.1 Company Profile | 第31页 |
| 3.2 History | 第31-33页 |
| 3.3 Structure | 第33-34页 |
| 3.4 Issues on Brick-and-Mortar Retail Marketing Model of Midea Group | 第34-40页 |
| 3.4.1 The Brick-and-Mortar Retail Channel Model of Midea | 第34页 |
| 3.4.2 Sales Structure in Retail Mode | 第34-35页 |
| 3.4.3 Sales Strategy in Retail Mode | 第35-36页 |
| 3.4.4 Effect | 第36页 |
| 3.4.5 Problems Exposed | 第36-40页 |
| Chapter 4 Case Analysis | 第40-49页 |
| 4.1 External Causes | 第40-43页 |
| 4.1.1 Macroeconomic Environment and Home Appliance Rural Policies | 第40-41页 |
| 4.1.2 The Obvious Homogenization of Business Model | 第41-42页 |
| 4.1.3 The Increasing Operating Costs | 第42-43页 |
| 4.2 Internal Causes | 第43-46页 |
| 4.2.1 Some Disadvantages of Present Marketing Model of Midea Group | 第43-44页 |
| 4.2.2 Some Challenges of Present Marketing Model of Midea Group | 第44-46页 |
| 4.3 Analysis of Financial Data | 第46-49页 |
| Chapter 5 Marketing Strategy Transformation Solutions of Media | 第49-56页 |
| 5.1 Supply Chain Integration Between Online and Offline | 第49页 |
| 5.2 Channel Integration Between Online and Offline | 第49-50页 |
| 5.3 Product Integration between Online and Offline | 第50-52页 |
| 5.3.1 The Quality of Product is Unified | 第50-51页 |
| 5.3.2 The Online Model Drives the Production Model to be Flexible | 第51-52页 |
| 5.3.3 Online Big Data Promotes Media to Invest a lot of Research andDevelopment | 第52页 |
| 5.4 Service Integration between Online and Offline | 第52-54页 |
| 5.4.1 Product Experience is Personalized | 第52-53页 |
| 5.4.2 After-Sales Service is Well - Made | 第53页 |
| 5.4.3 Integration of Distribution System | 第53-54页 |
| 5.5 Pricing Strategy between Online and Offline | 第54页 |
| 5.5.1 The Same Price Strategy | 第54页 |
| 5.5.2 Adopt a Personalized Price | 第54页 |
| 5.6 Establish an Integrated Logistics System | 第54-56页 |
| 5.6.1 Improve the Self-supporting Logistics System and Establish a NationalLogistics Distribution Center | 第55页 |
| 5.6.2 Strengthening Logistics Information Construction | 第55-56页 |
| Chapter 6 Analysis on the Strategic Transformation of Midea | 第56-62页 |
| 6.1 Financial Data after Transformation | 第56-60页 |
| 6.2 The Increase Investment in Research and Development after theTransformation | 第60-62页 |
| Chapter 7 Conclusion | 第62-63页 |
| Chapter 8 Limitation and Prospect | 第63-64页 |
| REFERENCES | 第64-65页 |
