本文關(guān)鍵詞：日本資生堂集團(tuán)在華市場(chǎng)營(yíng)銷策略分析　出處：《吉林大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

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【摘要】：自2001年中國(guó)加入WTO(世界貿(mào)易組織)后日化行業(yè)得到迅猛發(fā)展。目前從日化市場(chǎng)的市場(chǎng)容量上看,我國(guó)的銷售總量為世界第二,僅次于美國(guó)。但是,基于目前中國(guó)人均消費(fèi)量遠(yuǎn)低于歐美等發(fā)達(dá)國(guó)家的現(xiàn)狀,中國(guó)目前也是世界上最具發(fā)展?jié)摿Φ娜栈M(fèi)市場(chǎng)。在這樣的情形下,眾多國(guó)際化妝品行業(yè)的巨頭決心深耕中國(guó)市場(chǎng),使其成為企業(yè)海外增長(zhǎng)戰(zhàn)略中的重要一環(huán)。在以歐萊雅、寶潔集團(tuán)為代表的歐美系日化企業(yè)獨(dú)步全球的背景下,最能引起我們注意的就是在亞洲市場(chǎng)突出重圍,在歐美市場(chǎng)穩(wěn)步增長(zhǎng)的日本資生堂集團(tuán)。日本資生堂集團(tuán)在中國(guó)市場(chǎng)如何通過(guò)符合中國(guó)市場(chǎng)環(huán)境的營(yíng)銷策略,實(shí)現(xiàn)復(fù)合增長(zhǎng)率大體上兩位數(shù)的成長(zhǎng)為中國(guó)日化企業(yè)帶來(lái)了深刻的借鑒意義。與此同時(shí),隨著中國(guó)市場(chǎng)消費(fèi)環(huán)境和消費(fèi)者消費(fèi)觀念的轉(zhuǎn)變,中國(guó)化妝品市場(chǎng)愈發(fā)成為一個(gè)機(jī)遇與挑戰(zhàn)并存的市場(chǎng)。日本資生堂集團(tuán)如何迎合中國(guó)市場(chǎng)消費(fèi)環(huán)境和消費(fèi)者觀念的變化隨之做出市場(chǎng)營(yíng)銷策略的調(diào)整也是一個(gè)很有討論價(jià)值的議題。本文采用理論數(shù)據(jù)相結(jié)合的方法,結(jié)合理論線,實(shí)證線和經(jīng)驗(yàn)線的研究思路,在文章開(kāi)始部分對(duì)日本資生堂集團(tuán)的全球化發(fā)展概況以及其在中國(guó)市場(chǎng)的發(fā)展歷程進(jìn)行了詳略得當(dāng)?shù)亟榻B。接著通過(guò)對(duì)資生堂集團(tuán)2005-2016年10年的財(cái)報(bào)分析,得出資生堂集團(tuán)在華業(yè)績(jī)狀況整體上屬于穩(wěn)步增長(zhǎng)的態(tài)勢(shì),但是個(gè)別年份由于中日關(guān)系惡化的政治因素有所下降的結(jié)論。緊接著通過(guò)資生堂集團(tuán)在華發(fā)展內(nèi)部競(jìng)爭(zhēng)條件和外部競(jìng)爭(zhēng)環(huán)境的分析,挖掘資生堂在華市場(chǎng)營(yíng)銷環(huán)境中的優(yōu)勢(shì)、劣勢(shì)、機(jī)遇和挑戰(zhàn)。在文章的主體部分,作者主要通過(guò)4PS理論分析資生堂集團(tuán)在華市場(chǎng)營(yíng)銷中通過(guò)產(chǎn)品策略、渠道策略、促銷策略和定價(jià)策略的具體措施為其在華進(jìn)行產(chǎn)品銷售、市場(chǎng)增長(zhǎng)上具體帶來(lái)的貢獻(xiàn)。最后,本文在探究日本資生堂集團(tuán)的營(yíng)銷策略為其帶來(lái)業(yè)績(jī)?cè)鲩L(zhǎng)貢獻(xiàn)的同時(shí)也看到了在變化的市場(chǎng)營(yíng)銷環(huán)境下資生堂集團(tuán)現(xiàn)有營(yíng)銷活動(dòng)中不夠與時(shí)俱進(jìn)并可能為企業(yè)帶來(lái)潛在風(fēng)險(xiǎn)的地方。比如,在產(chǎn)品策略上,本土化策略的實(shí)施同時(shí)會(huì)失去產(chǎn)品原產(chǎn)地效應(yīng)為品牌帶來(lái)的溢價(jià)效應(yīng)。在渠道策略上,線上渠道下沉的力度不夠會(huì)為企業(yè)帶來(lái)二三線新興市場(chǎng)的失利。在促銷策略上,形式上的單一會(huì)使新興消費(fèi)群體失去對(duì)產(chǎn)品和品牌的關(guān)注度。在價(jià)格策略上,缺乏市場(chǎng)化的定價(jià)不能為其在具體的市場(chǎng)環(huán)境下謀求利潤(rùn)的最大化。因此,作者根據(jù)資生堂集團(tuán)目前在市場(chǎng)營(yíng)銷策略上的不足分別在產(chǎn)品策略、渠道策略、促銷策略和價(jià)格策略上提出了幾點(diǎn)發(fā)展建議,使得資生堂集團(tuán)能夠參照消費(fèi)環(huán)境的變化做出符合中國(guó)市場(chǎng)的營(yíng)銷策略上的調(diào)整,繼續(xù)保持當(dāng)前在中國(guó)市場(chǎng)上的領(lǐng)先優(yōu)勢(shì)。與此同時(shí),資生堂集團(tuán)在中國(guó)市場(chǎng)能夠總體上保持穩(wěn)步增長(zhǎng)的態(tài)勢(shì),其市場(chǎng)營(yíng)銷策略上的成功對(duì)于中國(guó)國(guó)內(nèi)日化企業(yè)而言無(wú)論是在是本土市場(chǎng)還是海外市場(chǎng)的發(fā)展都具有極大的參考意義,因此在本文的最后一個(gè)章節(jié),作者又從啟示的角度系統(tǒng)地為中國(guó)化妝品企業(yè)帶來(lái)產(chǎn)品策略、渠道策略、促銷策略和價(jià)格策略的發(fā)展建議,使其學(xué)習(xí)資生堂集團(tuán)在華營(yíng)銷策略中成功的經(jīng)驗(yàn)規(guī)避其在華發(fā)展中的問(wèn)題。
[Abstract]:Since China joined the WTO (World Trade Organization) in 2001, the daily chemical industry has developed rapidly. At present, from the market capacity of the daily chemical market, the total sales of our country is second in the world, second only to the United States. However, based on the current situation that the per capita consumption of China is far below the developed countries such as Europe and America, China is also the world's most potential daily consumption market. In this case, the giants of the international cosmetics industry are determined to plough the Chinese market and make it an important part of the enterprise's overseas growth strategy. In Europe and the United States Department of enterprises as L'OREAL, Procter & Gamble group as the representative of the step in the global context, can cause the most of our attention is in the Asian market tight encirclement, steady growth in the European market of Japan's Shiseido group. How does the Japanese Shiseido group achieve the two digit growth of the compound growth rate in the Chinese market through the marketing strategy that accords with the Chinese market environment? It brings a profound reference for Chinese daily chemical enterprises. At the same time, with the change of Chinese market consumption environment and consumer consumption concept, the Chinese cosmetic market has become a market with both opportunities and challenges. How to adapt to the changes of Chinese market consumption environment and consumer perceptions, and make adjustment of marketing strategy is also a very valuable topic of discussion for Shiseido group. Based on the combination of theoretical data and research thread of theoretical line, empirical line and experience line, this paper introduces the development of Shiseido group in Japan and its development in China market. Then through the analysis of the Shiseido group 2005-2016 10 years of earnings, the Shiseido group belongs to the steady growth in the overall situation of China results, but individual years due to political factors in the deterioration of Sino Japanese relations has declined the conclusion. Then, we will analyze the strengths, weaknesses, opportunities and challenges of Shiseido in China's marketing environment by analyzing the internal competitive conditions and external competitive environment of Shiseido group in China. In the main part of the article, the author mainly analyzes the specific contribution of Shiseido group in China's marketing, including product strategy, channel strategy, promotion strategy and pricing strategy, through the 4PS theory, for its product sales and market growth in China. Finally, this paper explores the contribution of Shiseido group's marketing strategy to its performance growth. Meanwhile, it also sees that under the changing marketing environment, Shiseido group's existing marketing activities are not enough to keep pace with the times and may bring potential risks for enterprises. For example, in the product strategy, the implementation of localization strategy will also lose the premium effect of the product origin effect to the brand. In the channel strategy, the strength of the online channel sinking will not cause the failure of the two or three line emerging markets. In the promotion strategy, the form of a single moment makes the emerging consumer groups lose attention to products and brands. In the price strategy, the lack of market - oriented pricing can not maximize the profit in the specific market environment. Therefore, according to the current lack of Shiseido group in the market marketing strategy respectively in product strategy, channel strategy, promotion strategy and price strategy and puts forward some proposals for the development of change makes the Shiseido group can refer to the consumption environment to meet the Chinese market marketing strategy adjustment, continue to lead the market in China the. At the same time, Shiseido group is able to maintain a steady growth in the overall market Chinese, its marketing strategy success for China domestic enterprises both in is it has a great reference significance for the development of the domestic market and overseas market, so in the last chapter of this paper, the author systematically from the enlightenment for China cosmetics enterprise to bring suggestions for the development of product strategy, channel strategy, promotion strategy and pricing strategy, the Shiseido group in China to learn the successful experience in the marketing strategy to avoid the problems in its development in china.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F274;F416.72

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