主营介绍

  • 产品类型:

    通讯产品、彩电、音像、碟机、小家电产品、数码及 IT 产品、冰箱、洗衣机、空调器产品、安装维修业务

  • 产品名称:

    通讯产品 彩电 音像 碟机 小家电产品 数码及 IT 产品 冰箱 洗衣机 空调器产品 安装维修业务

  • 经营范围:

    家用电器、电子产品、办公设备、通讯产品及配件的连锁销售和服务,空调配件的销售,制冷空调设备及家用电器的安装与维修,计算机软件开发、销售、系统集成,百货、自行车、电动助力车、摩托车、汽车的连锁销售,实业投资,场地租赁,柜台出租,国内商品展览服务,企业形象策划,经济信息咨询服务,人才培训,商务代理,仓储,微型计算机配件、软件的销售,微型计算机的安装及维修,废旧物资的回收与销售,乐器销售,工艺礼品、纪念品销售,国内贸易,代办(移动、电信、联通)委托的各项业务,移动通讯转售业务,货物运输代理,仓储,装卸搬运。出版物省内连锁,普通货运,预包装食品、散装食品批发与零售,保健食品的零售,国内快递、国际快递(邮政企业专营业务除外),第二类增值电信业务中的信息服务业务(不含固定网电话信息服务和互联网信息服务),餐饮服务(限分公司经营)(按《餐饮服务许可证》所列范围经营)。建筑材料、装潢材料、摄影器材的销售,自营各类商品及技术的进出口业务,设计、制作、代理、发布国内各类广告,代订酒店,初级农产品的销售,车载设备,智能家居、智能电子设备,音像制品的零售,酒类零售与批发,医疗器械销售,乳制品的批发与零售(依法须经批准的项目,经相关部门批准后方可开展经营活动)。

主营构成分析

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营业收入 X

单位(%) 单位(万元)
注:通常在中报、年报时披露 
业务名称 营业收入(元) 收入比例 营业成本(元) 成本比例 利润比例 毛利率
按行业 零售批发行业 1783.91亿 96.42% 1566.38亿 97.40% 89.92% 12.19%
其他行业 39.02亿 2.11% 28.22亿 1.75% 4.47% 27.69%
金融行业 14.26亿 0.77% 2.70亿 0.17% 4.78% 81.04%
安装维修行业 12.97亿 0.70% 10.94亿 0.68% 0.84% 15.64%
按产品 通讯产品 491.29亿 26.55% 465.68亿 29.73% 11.77% 5.21%
小家电产品 338.59亿 18.30% 274.51亿 17.53% 29.46% 18.93%
冰箱、洗衣机 256.62亿 13.87% 208.65亿 13.32% 22.05% 18.69%
数码及IT产品 251.08亿 13.57% 243.76亿 15.56% 3.36% 2.92%
黑电产品 242.44亿 13.10% 203.03亿 12.96% 18.12% 16.26%
空调产品 203.88亿 11.02% 170.75亿 10.90% 15.23% 16.25%
其他收入 39.02亿 2.11% - - - -
金融服务 14.26亿 0.77% - - - -
安装维修业务 12.97亿 0.70% - - - -
按地区 华东一区 527.32亿 28.50% 468.17亿 39.79% 38.21% 11.22%
华北地区 306.28亿 16.55% 271.90亿 23.11% 22.21% 11.22%
华东二区 288.57亿 15.60% 254.63亿 21.64% 21.92% 11.76%
华南地区 209.32亿 11.31% 181.99亿 15.47% 17.65% 13.05%
西南地区 176.97亿 9.57% - - - -
华中地区 126.03亿 6.81% - - - -
西北地区 77.31亿 4.18% - - - -
东北地区 72.54亿 3.92% - - - -
日本地区 38.71亿 2.09% - - - -
香港地区 27.12亿 1.47% - - - -

董事会经营评述

  一、概述  受益于消费品质升级,消费需求得到逐步的释放,行业向好发展。同时,公司通过渠道创新、商品经营及服务能力提升,在零售、物流、金融三大业务单元实现快速发展。  零售业务持续推进全渠道发展、全品类经营。渠道发展方面,线下持续优化、创新店面业态,多样化业态店面加速落地,形成了覆盖不同市场、满足不同消费群体的线下连锁网络。公司注重门店经营质量提升,依托店面互联网化、数据工具的应用,有效挖掘消费需求,精准营销,报告期内公司在大陆地区家电3C店可比店面收入同比增长4.17%。线上平台聚焦流量经营、商品经营及会员营销,不断丰富商品类别,增强用户粘性,拉动平台交易规模增长。截至2017年12月,苏... 查看全部▼

  一、概述
  受益于消费品质升级,消费需求得到逐步的释放,行业向好发展。同时,公司通过渠道创新、商品经营及服务能力提升,在零售、物流、金融三大业务单元实现快速发展。
  零售业务持续推进全渠道发展、全品类经营。渠道发展方面,线下持续优化、创新店面业态,多样化业态店面加速落地,形成了覆盖不同市场、满足不同消费群体的线下连锁网络。公司注重门店经营质量提升,依托店面互联网化、数据工具的应用,有效挖掘消费需求,精准营销,报告期内公司在大陆地区家电3C店可比店面收入同比增长4.17%。线上平台聚焦流量经营、商品经营及会员营销,不断丰富商品类别,增强用户粘性,拉动平台交易规模增长。截至2017年12月,苏宁易购APP月活跃用户数较年初增长105.73%。商品经营方面,继续巩固公司在家电、3C品类的优势,并通过加强定制包销及单品运作提升商品毛利;生活电器、母婴及超市等新品类不断优化仓储布局,提升用户购物体验;基于公司线上平台用户特点,优化平台商户结构,增加家装、建材、百货、体育等品类商户的引进。
  物流业务围绕用户服务时效,持续加强物流基础网络建设,物流服务产品进一步丰富,服务体验不断提升。2017年苏宁物流社会化业务稳步提升,物流社会化营业收入(不含天天快递)同比增长136.24%。伴随苏宁物流与天天快递整合完成,2018年苏宁物流服务能力将进一步提升。
  金融业务交易规模保持高速增长态势,金融产品不断丰富,金融科技能力全面提升,风险防控能力持续增强。2017年苏宁金融业务(支付业务、供应链金融等业务)总体交易规模同比增长129.71%。
  整体来看,2017年公司商品销售规模(含税,区域上涵盖中国大陆、香港、澳门及日本市场,包括线上线下自营及开放平台,以及提供售后、金融等服务,下同)为2,433.43亿元,同比增长29.16%,其中,中国大陆地区实现商品销售规模同比增长31.41%。2017年公司实现线上平台实体商品交易规模为1,266.96亿元(含税),同比增长57.37%,其中自营商品销售规模974.60亿元(含税),同比增长57.52%;开放平台自四季度起发展较快,全年商品交易规模达到292.36亿元(含税)。2017年公司实现营业收入1,879.28亿元,同比增长26.48%。
  报告期内,公司一方面优化商品结构和供应链,加强单品运作,改善毛利水平;另一方面,线上销售占比进一步提升,且由于公司实施积极的竞争策略,线上毛利保持较低水平,对整体毛利率有影响。此外,开放平台、物流、金融方面的增值服务收入增加,有助于毛利提升。综合来看,公司综合毛利率水平基本保持稳定。
  费用方面,由于公司全渠道经营模式有较强的规模效应,随着收入规模的增加,租金、装修、折旧等固定费用率水平有所下降,由此带来运营费用率下降0.83%,报告期内公司强化现金管理提高资金收益使得财务费用率同比略有下降,公司三项费用率同比下降0.94%。
  报告期内公司基于整体发展战略安排,出售了部分阿里巴巴股份,在扣除初始购股本金以及股份发行有关成本及相关直接费用后,实现净利润约人民币32.85亿元。
  综上所述,报告期内公司实现利润总额、归属于上市公司股东的净利润分别为43.32亿元、42.13亿元,同比增长380.86%、498.02%。

  二、核心竞争力分析
  1、苏宁拥有最完整的消费生态,能够有效获得忠诚的用户,形成长期发展的持续动力企业发展的核心就是要能够获得忠诚的用户,这样企业的壁垒中期难以打破,长期增长的确定性
  才会更强。苏宁拥有零售行业中最完整的消费生态,能够形成忠实的粉丝群体。
  线下依托苏宁易购广场、苏宁易购云店、苏宁易购服务站、苏宁小店以及苏宁电器、母婴、超市专业店面,以及集团开发的苏宁影院、体育旗舰店,对消费需求形成全面覆盖,满足各种体验型、便利型的购物需求;线上通过苏宁易购(www.suning.com)、苏宁易购天猫旗舰店为用户提供海量商品选择和极致购物体验。依托集团在文化、体育产业方面的资源,如视频影视、足球俱乐部、赛事转播版权等,与用户达成精神的共鸣、情感的交流。
  苏宁的消费生态能够为消费者构筑快乐、健康的品质生活,生活方式的影响和传导能够激发用户选择苏宁、了解苏宁、喜欢苏宁,从而成为苏宁的忠诚用户,形成苏宁长期发展的持续动力。
  2、苏宁拥有强大的自营能力,能够有效提升经营附加值,持续增强企业盈利能力苏宁是自营能力最强的互联网零售商,坚持在可以产生规模效应的品类和服务方面自营,能够有
  效提高经营附加值。
  坚持渠道自营管理,把控服务标准,提高品牌美誉度,保障商品和服务提供的同时,为供应商提供了获取用户成本最低、品牌溢价最强的服务平台,实现渠道附加值;核心商品自营采购,加强商品研究,形成对每个品类的商品管理能力、客户研究能力、市场推广能力与服务保障能力;基于自身专业化的商品经营能力,对外输出,在加大差异化采购能力,缩短供应链层级,降低供应链成本的基础上,保证了产品经营的附加值;核心物流环节自营,不仅有效控制企业运营成本,同时提升用户体验。
  通过对外开放,为供应商提供流通效率最高的服务平台,凸显企业物流价值。
  围绕渠道、商品、物流,不断加大投入,在开放的基础上形成苏宁自身的能力,提升经营附加值,持续增强企业盈利能力。

  三、公司未来发展的展望
  党的十九大报告提出两个一百年的奋斗目标,新时期的社会主要矛盾已经转变为人民日益增长的美好生活需要和不平衡不充分的发展之间的矛盾,供给侧结构性改革继续深化、一带一路世纪工程、精准扶贫攻坚战等一系列战略规划成为国家发展主旋律,快速崛起的高收入人群也将为中国经济增长注入持续动力,中高端消费市场和县镇市场成为零售行业最大的增量空间,经济大环境在持续向好,企业发展面对着巨大的市场机遇。
  行业来看,互联网技术加速向线下渗透,线下正在经历重塑发展的新阶段,以技术为推动力、用户需求为导向的新业态正成为线下发展的主流。面对渠道的新变革,苏宁以不变应变,以随变应变,坚守渠道的商品经营和顾客服务的本质,打造了苏宁自主IP的智慧零售模式。
  苏宁的智慧零售,就是要充分运用互联网、物联网、大数据、云计算和人工智能等技术,全面构建人、货、场的数字化连接、智能化交互和自动化交易,结合商品属性和顾客属地,搭建既有用户体验又有行业效率的互联网渠道。2017年,苏宁智慧零售模式已经取得了较好经营表现,线上平台继续保持领先行业的增长趋势,线下通过技术应用、模式创新也率先焕发出活力和生机,销售稳步增长。
  2018年苏宁基于成熟的商业模式和庞大的组织支持,公司要紧抓行业发展机遇,开拓、创造未来零售发展的风口,实现智慧零售的全面领先。
  首先,树立极客精神,在数据运营、技术开发、IT运维、产品设计、项目策划等方面,要展现出匠人、匠心。其次,对待任何项目和产品都要有极物标准。一方面聚焦用户体验;一方面,要从用户数、使用率、好评率等方面制定极物的考核标准。在业态呈现、产品创新、页面交互、支付体验、频道打造、内容制造、直播体验等与用户交互的各个环节,都要树立打造极致物种的追求。三是,保持极速状态。无论是整体的规模和利润,还是线下业态的开发、物流服务、获客速度、项目建设进度等,都要展现出超常规的速度。
  2018年公司具体工作将围绕零售、物流及金融三大业务单元展开,具体工作规划如下:零售业务聚焦商品和服务,围绕用户体验和服务效率,以智慧零售引领渠道布局创新、推动业态经营优化,让苏宁易购成为中国品类全、品质好、服务佳、成本低的购物平台。
  1、线下平台建设门店是公司的优势和差异化资源,公司要全面推进门店互联网化建设,不断创新互联网的场景业
  态。
  (1)加速线下业态的优化与落地,打造业态标杆。围绕"大店更全,小店更近、品类店更专"的
  策略,聚焦苏宁易购广场、苏宁易购零售云加盟店、苏宁小店等核心业态,加快线下发展布局。苏宁易购广场重点围绕一二线城市用户聚集区,以及三四线城市的核心商圈进行储备,并对现有广场进行升级迭代以形成标准,2018年计划新增运营20家;苏宁易购云店进一步加速升级步伐,2018年预计新开150家;苏宁红孩子母婴店继续进行模型的升级迭代,并规模复制,2018年计划开设苏宁红孩子母婴店150家;苏鲜生超市主要配套苏宁易购广场的运营,探索开设;作为苏宁线下零售业务的重点发展方向,苏宁小店要充分运用互联网工具加快落地,实现年度1,500家店的开发任务;三四级市场加强苏宁易购直营店、苏宁易购零售云加盟店的开设,设立产品线、优化产品池、完善区域管理队伍,力争实现3,000家店的开设目标。
  (2)强化线下用户体验建设,围绕用户需求,强化店面运营,对标线上购物流程的便捷性,打
  通全渠道,打造出线下独特的、差异化的服务体验优势;同时,加大线下互联网工具的开发及优化工作,实现数据化经营能力提升。
  2、线上平台建设
  线上继续聚焦流量经营、用户运营、营销产品。流量经营提升方面,一方面,通过广告引流、平台引流、商品引流、战略合作引流等多种方式实现线上流量的提升;另一方面,通过线上线下融合,创新零售业态经营,为用户带来多样化的体验,从而形成新的流量来源。
  会员运营方面,进一步结合场景、产业资源,整合、优化会员运营,会员服务产品要从实物商品到服务商品、再到内容产品、科技服务实现全面贯通,实现在中国最具价值的付费会员体系。
  营销产品,一方面,聚焦精品,把现有的如乐拼购、海外购、特卖、极物等核心营销产品打造成行业垂直领域的标杆;另一方面,结合企业资源探索更多的创新型营销产品。同时从拉新、首购、复购、新品、大促等不同场景,丰富精准营销产品体系,提升面向用户的精准营销能力。
  3、商品建设
  优化组织架构,成立智能3C、大家电、大快消、生活家居四大营销事业群模块,优化资源调配,提高运行效率。
  智能3C产品以首发新品、定制包销、差异化单品为核心,在周边配件、智能小数码和商用办公品类上,通过自营和平台强化增量类目的供应链能力建设。
  大家电,双线加强中央集成、全屋定制、家装家电融合的场景化营销能力,进一步增强高端家电的销售能力。借力公司多业态门店线下布局发展,定制渠道专属产品,匹配渠道专项活动资源,重点突破苏宁易购零售云加盟店、苏宁易购直营店为代表的三四级市场、以及苏宁易购广场、苏宁易购云店为代表的优质商圈的增量。
  大快消,整合公司线上超市、苏鲜生超市、苏宁红孩子母婴店、苏宁小店,将在渠道、品牌、服务、体验方面全面开启智慧零售布局;面向商户,公司将打造"灯塔计划",对所有商户开放激励政策和流量支持,实现对品牌和商家平台资源的赋能。
  开放平台,加快招商运营,重点打造3C、家装、超市生鲜、体育各类目商户招商,实现商户规模的快速增长;进一步加大商户培育力度,重点打造高价值商户成长体系,开放流量、数据等产品工具,赋能商户发展。
  物流业务进一步提升物流集团的战略定位,强化物流集团专业化发展、独立化运营的能力。苏宁物流将形成以仓配一体化、垂直类目专业化为核心的独特的竞争能力和规模盈利的模式。
  加快物流基础资产的建设,提升高标准物流仓储开发和建设速度。
  物流运营,打造仓配、快递服务能力,加速发展同城即时、社区服务网络、三四级市场网点,成为满足零售业多场景需求的优质服务商。苏宁快递通过整合天天快递,在传统仓配、快递业务基础上,进一步优化网络布局,大力发展联营自提点及合作自提柜、社区业务,成为小件配送、本地生活的服务品牌。
  加大苏宁物流科技投入,完成物流供应链技术和无人配送技术的超前布局,提升物流效率。在技术应用上,智能拣选、机器人、无人机和无人车加强应用;在数据运用上,挖掘数据在仓位选址、路径规划等方面的指导效用,推动工作的数据化和智能化。
  金融业务坚持以O2O融合为特色的金融科技公司的定位,依托苏宁产业生态强大的上下游企业客户、用户资源,强化核心产品竞争力,顺势提升金融业务的市场份额,实现持续稳健快速的发展。
  基于苏宁产业生态明确突破策略,在与零售、物流等产业的协同互促中,不断的提升市场份额;同时,要基于市场需求制定特色化的发展路径,实现在金融行业细分领域的突破。
  要夯实金融服务基础,强化金融科技驱动力。进一步提升内部流程效率,推进金融业务能力的精细化管理,紧抓风险管控和技术研发。围绕技术驱动和数据经营,苏宁金融要持续强化金融科技在业务实际开展过程中的广泛运用。
  稳步提升江苏苏宁银行的能力与规模,强化O2O银行的发展定位。作为首家O2O银行,江苏苏宁银行要进一步强化发展定位,并制定相匹配的目标与路径,依托苏宁生态产业资源、银行股东资源,做强产品、做大用户规模,打出行业影响力。
  内部管理为充分保障2018年经营目标的达成,核心就要搭建一个强健的内部管理体系。公司将进一步强化扁平化的组织架构、高效率的审批流程,推进专业化人才的建设,聚焦人才专业能力提升,保障公司业务发展的领先性;继续小团队作战和简政放权,充分激发体系活力;全面形成数据思维和极客精神。激励体系方面,持续推进建立具有行业竞争力的薪酬体系,完善各种激励机制,实现企业和员工价值共享。 收起▲