本文關(guān)鍵詞： 拉鏈 營銷策略 SWOT分析　出處：《華東理工大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：拉鏈行業(yè)是傳統(tǒng)行業(yè),其需求呈剛性狀態(tài)。作為拉鏈行業(yè)中的中高端品牌,市場(chǎng)發(fā)展空間和企業(yè)效益空間都很巨大。目前,我國國內(nèi)拉鏈企業(yè)雖然數(shù)量多,但是受限于技術(shù)、資本、管理等方面的原因,企業(yè)規(guī)模小,生產(chǎn)產(chǎn)品質(zhì)量低,其競(jìng)爭多數(shù)集中于低端市場(chǎng)或是中低端市場(chǎng),而中高端市場(chǎng)幾乎被國外品牌壟斷,日本的YKK和瑞士的RIRI兩個(gè)品牌主導(dǎo)了一流市場(chǎng)。 在此背景下,本文探討了SN公司作為行業(yè)的新進(jìn)入者,如何憑借自身具備的優(yōu)勢(shì)抓住環(huán)境變化的契機(jī),從而打入拉鏈行業(yè)。本文運(yùn)用PEST模型,波特五力模型和SWOT分析方法,分別對(duì)企業(yè)所處的一般宏觀環(huán)境,行業(yè)環(huán)境和自身資源進(jìn)行了分析。發(fā)現(xiàn)服裝行業(yè)總體需求量大,但不確定因素多,對(duì)拉鏈產(chǎn)品的品質(zhì)要求提高；同業(yè)競(jìng)爭激烈,目標(biāo)市場(chǎng)客戶競(jìng)爭激烈,新進(jìn)入威脅大；SN公司作為新進(jìn)入者在產(chǎn)品品質(zhì)、設(shè)備、信息化管理等方面具備優(yōu)勢(shì),但同時(shí)成長時(shí)間短,市場(chǎng)占有率低,品質(zhì)穩(wěn)定性不足等缺點(diǎn)也制約了其發(fā)展壯大。 在此基礎(chǔ)上,本文加以市場(chǎng)細(xì)分和產(chǎn)品定位,提出了以營銷策略為主的幾個(gè)促進(jìn)SN公司產(chǎn)品經(jīng)營的策略和建議。產(chǎn)品策略上,以保證產(chǎn)品優(yōu)秀品質(zhì)為中心,提供差異化產(chǎn)品服務(wù),突出“為設(shè)計(jì)師開發(fā)”服務(wù)為特色,并加強(qiáng)生產(chǎn)設(shè)備改造創(chuàng)新能力,提高自動(dòng)化流水生產(chǎn)水平,有選擇性的引進(jìn)國際先進(jìn)技術(shù)等方法促進(jìn)產(chǎn)品品質(zhì)改良；促銷策略上,本文建議在專業(yè)雜志中進(jìn)行廣告推廣,比如《中國制衣》雜志,同時(shí)利用網(wǎng)絡(luò)等新興媒體進(jìn)行品牌推廣,并加強(qiáng)員工銷售培訓(xùn),定期參與國內(nèi)外展會(huì)；分銷策略中,采取中國布局全球滲透的策略,建立合理的營銷中心,必要時(shí)選擇合理的國外分銷中間商；價(jià)格策略中,對(duì)新市場(chǎng)采用滲透定價(jià),對(duì)細(xì)分市場(chǎng)采用差異化定價(jià)。 此外,還從公司的整體運(yùn)營方面提出了建議：選擇挖掘超級(jí)原材料供應(yīng)商和設(shè)備供應(yīng)商；完善信息化管理,提高效率；加強(qiáng)管理團(tuán)隊(duì)建設(shè)和人才培養(yǎng)；拓展公司融資能力；完善企業(yè)管理機(jī)制和服務(wù)理念,加強(qiáng)知識(shí)產(chǎn)權(quán)保護(hù)。
[Abstract]:Zipper industry is a traditional industry, its demand is rigid. As a middle and high-end brand in zipper industry, market development space and enterprise benefit space are huge. At present, domestic zipper enterprises in China have a large number of zipper enterprises. But limited by technology, capital, management and other reasons, small enterprises, low product quality, its competition is mostly concentrated in the low-end market or low-end market, while the high-end market is almost monopolized by foreign brands. Japan's YKK and Switzerland's RIRI two brands dominated the first-class market. In this context, this paper discusses SN company as a new entrant of the industry, how to use its own advantages to seize the opportunity of environmental change, so as to break into the zipper industry. This paper uses PEST model. Porter's five-force model and SWOT analysis method, respectively, the general macro environment, industry environment and their own resources are analyzed. It is found that the total demand of clothing industry is large, but there are many uncertain factors. Improve the quality of zipper products; Fierce competition in the same industry, fierce competition among customers in the target market, and great threat to new entry; SN company, as a new entrant, has advantages in product quality, equipment and information management, but its development is restricted by its short growth time, low market share, low quality stability and so on. On this basis, this paper gives market segmentation and product positioning, and puts forward several strategies and suggestions to promote SN company's product management, which are based on marketing strategy. In product strategy, the center is to ensure the excellent quality of the product. To provide differentiated product services, highlight the "development for designers" service as a feature, and strengthen the innovation of production equipment transformation, improve automation income production level. Selective introduction of international advanced technology and other methods to promote product quality improvement; On the promotion strategy, this paper suggests advertising in professional magazines, such as "China clothing" magazine, at the same time using network and other emerging media to promote the brand, and strengthen staff sales training. Regular participation in domestic and foreign exhibitions; In the distribution strategy, we should adopt the strategy of global penetration of China's layout, establish a reasonable marketing center, and select a reasonable foreign distribution middleman if necessary; In the pricing strategy, penetration pricing is adopted for the new market and differential pricing is used for the subdivision market. In addition, suggestions are made from the overall operation of the company: mining super raw material suppliers and equipment suppliers; Perfecting information management and improving efficiency; Strengthen management team building and talent training; Expand the financing ability of the company; Improve enterprise management mechanism and service concept, strengthen intellectual property protection.
【學(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F274;F426.8

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