生鲜消费作为居民生活重要消费品，生鲜销售行业当下已是风起云涌。随着2020年全球新冠疫情出现，社区经济呈现爆发式增长，社区生鲜复购频次占比已跃居第一位，移动互联网、社交自媒体、无接触智能化宅配紧密支撑起社区生鲜基础架构。然而，由于新鲜食物的运输费用高昂且储存困难，这在很大程度上提升了公司的经营压力。因此对生鲜零售行业来说，商业模式愈显至关重要。

MD公司历经五余年的发展，秉承品质第一，客户至上的经营理念；致力于打造社区鲜果服务供应链，“爱果者”作为进入社区无人值守智能售卖品牌。与碧桂园服务、保利物业、融创服务、雅生活、金茂物业、时代邻里等几十家港股上市TOP物业形成战略合作，布局全国多个鲜果基地，覆盖社区上万/个，线上、线下协同可服务业主近亿户，凭借优良的品质及真诚的服务赢得品牌美誉度。社区生鲜是生鲜销售的一种商业模式的创新，其模式逻辑的商业要素（如客户需求等）变化，导致服务方式的更多差异化。因此，社区生鲜商业模式的研究更多地集中在创新优化，也成为观点交互的集中地。MD公司社区生鲜作为近年成立的新业务，对内承担着提升公司业务规模、增加企业利润的重任，对外要面临各大互联网集团的激烈竞争，发展压力巨大，亟待寻求商业模式优化路径。

鉴于此，本文以MD公司为研究对象，将MD公司社区生鲜销售商业模式作为研究目标，运用文献研究、问卷调查和专家访谈等研究方法，以奥氏画布理论、顾客需求、价值主张、价值创造等为研究理论依据，理论联系实际，通过对当前MD公司社区生鲜团购模式的运营模式进行分析研究，对社区生鲜电商运营模式各个环节深入讨论，探讨基于顾客价值的模式优化空间，诊断MD公司社区生鲜商业模式当前发展制约瓶颈，深剖析成因，提出MD公司社区生鲜商业模式优化策略，推动公司可持续性发展提供可借鉴的实践路径，帮助企业寻找构建可持续竞争力获得超额利润的途径，同时也为其他同行或相关社区增值研究学者提供可参考的理论依据。

Fresh consumption as an important consumer goods for residents, fresh sales industry has been surging. With the emergence of COVID-19 in 2020, the community economy shows explosive growth, and the proportion of community fresh repurchase frequency has jumped to the first place. The mobile Internet, social we-media, and non-contact-free intelligent house distribution closely support the community fresh infrastructure. The high cost of transporting new goods and the challenge of preserving them significantly heightens the difficulty of running businesses.  Therefore, for the fresh retail industry, the business model is becoming more and more important.

After more than five years of development, adhering to the quality first, customer first business philosophy; committed to building community fresh fruit service supply chain, "fruit lover" as an unattended intelligent sales brand into the community. With country garden services, poly property, melting and services, life, jinmao property, times neighborhood dozens of Hong Kong listed TOP property form strategic cooperation, layout of the country multiple fruit base, covering tens of thousands of / community, online and offline collaborative services owner nearly million households, with excellent quality and sincere service to win brand reputation. Community fresh is a kind of business model innovation of fresh sales. The business elements of its model logic (such as customer demand, etc.) change, leading to more differentiation of service mode. Therefore, the research of community fresh business model is more focused on innovation and optimization, and has also become the focus of viewpoint interaction. As a new business established in recent years, MD community Fresh undertakes the responsibility of improving the company's business scale and increasing corporate profits internally. External, it faces fierce competition from major Internet groups, and the development pressure is huge, so it is urgent to seek the path of business model optimization.

for that reason, This paper focuses on MD Company, Taking the MD company community fresh sales business model as a research goal, Using research methods such as literature research, questionnaires and expert interviews, Taking the Austrian canvas theory, customer demand, value proposition and value creation as the theoretical basis, linking theory with practice, By analyzing and studying the operation mode of MD company's community fresh group buying mode, In-depth discussion of each link of the operation mode of the community fresh electricity e-commerce, Explore the model optimization space based on customer value, Diagnostic MD company community fresh business model current development constraints bottleneck, Deep analysis of the causes, The MD company community fresh business model optimization strategy, Promote the sustainable development of the company to provide a practical path for reference, Help companies find ways to build sustainable competitiveness and gain excess profits, At the same time, it also provides a reference theoretical basis for other peers or related community value-added research scholars.