本文選題：POS支付 + SD集團(tuán)��； 參考：《西南交通大學(xué)》2012年碩士論文

【摘要】：隨著POS支付行業(yè)在中國的興起,在這個(gè)擁有萬億的市場(chǎng)中,競(jìng)爭變得的日益激烈,POS支付市場(chǎng)競(jìng)爭從過去單一的價(jià)格競(jìng)爭和資金實(shí)力,轉(zhuǎn)向以產(chǎn)品、服務(wù)、客戶為導(dǎo)向的全方位競(jìng)爭發(fā)展,使POS支付企業(yè)必須給予更多的考慮客戶、市場(chǎng)、價(jià)值和營銷策略。因此,如何制定和執(zhí)行創(chuàng)新的營銷策略、服務(wù)模式和運(yùn)營模式已成為POS支付企業(yè)取勝的關(guān)鍵。POS支付企業(yè)必須立足長遠(yuǎn),制定自身戰(zhàn)略規(guī)劃,在搶占商戶的同時(shí),了解和服務(wù)好客戶,從技術(shù)、產(chǎn)品、服務(wù)和營銷策略方面不斷創(chuàng)新,提升自身的營銷能力,提升開發(fā)綜合性和增值性POS支付平臺(tái),滿足客戶個(gè)性化和多樣性需求,為高端客戶提供迫切需要的POS支付解決方案。 作為國內(nèi)POS支付企業(yè)巨頭之一,SD集團(tuán)近年來不斷改革和創(chuàng)新,制定和實(shí)施了一系列的專業(yè)化服務(wù)標(biāo)準(zhǔn),與高端客戶合作,根據(jù)客戶需求提供POS支付的解決方案,并且加強(qiáng)與各地金融分支機(jī)構(gòu)緊密合作,在全國范圍內(nèi)搶占了很大的POS支付市場(chǎng)份額,取得了較好效果,但同時(shí)也暴露出一系列問題。因此,有必要對(duì)SD集團(tuán)的POS支付業(yè)務(wù)營銷策略進(jìn)行全面深入的分析研究,為SD集團(tuán)進(jìn)一步完善和提升營銷策略并提供實(shí)施保障措施。 本文運(yùn)用市場(chǎng)營銷、PEST分析、邁克爾.波特的五力模型分析、SWOT分析法以及相關(guān)理論,分析了SD集團(tuán)的POS支付業(yè)務(wù)營銷現(xiàn)狀,研究了SD集團(tuán)的外部和內(nèi)部營銷環(huán)境,剖析了SD集團(tuán)的優(yōu)勢(shì)、劣勢(shì)、機(jī)遇和挑戰(zhàn),并進(jìn)行了矩陣綜合分析；運(yùn)用STP營銷定位分析法,通過對(duì)汽車與房地產(chǎn)行業(yè)、賣場(chǎng)類、物流類、零售店面類、連鎖店面類、集合商城類、金融交易類、商旅類、電子商務(wù)類等細(xì)分POS支付市場(chǎng)以及目標(biāo)市場(chǎng)選擇和目標(biāo)市場(chǎng)的定位分析；最后,提出了SD集團(tuán)POS支付業(yè)務(wù)營銷策略實(shí)施措施。在SD集團(tuán)不斷創(chuàng)新和改進(jìn)營銷策略與運(yùn)營模式的未來,隨著監(jiān)管部門和立法機(jī)構(gòu)不斷完善行業(yè)規(guī)章制度,將會(huì)在巨大潛力市場(chǎng)的POS支付行業(yè),實(shí)現(xiàn)產(chǎn)品多樣化,服務(wù)專業(yè)化,運(yùn)營流程化,管理現(xiàn)代化。
[Abstract]:With the rise of POS payment industry in China, in this trillion market, competition has become increasingly fierce. The competition in POS payment market has shifted from a single price competition and capital strength in the past to products and services. With the development of customer-oriented competition, POS payment enterprises must give more consideration to customer, market, value and marketing strategy. Therefore, how to formulate and implement innovative marketing strategy, service mode and operation mode have become the key to win for POS payment enterprises. POS payment enterprises must base themselves on the long term, formulate their own strategic planning, and seize the merchants at the same time. Understand and serve customers, innovate in technology, product, service and marketing strategy, improve their marketing ability, develop integrated and value-added POS payment platform, and meet customers' personalized and diverse needs. To provide high-end customers with urgently needed POS payment solutions. As one of the domestic POS payment giant, SD Group has been continuously reforming and innovating in recent years. It has formulated and implemented a series of specialized service standards, cooperated with high-end customers, and provided POS payment solutions according to customer needs. And strengthen the close cooperation with local financial branches, occupy a large market share of POS payment in the whole country, and obtain good results, but also exposed a series of problems. Therefore, it is necessary to conduct a thorough analysis and study on the marketing strategy of POS payment business of SD Group, so as to further improve and enhance the marketing strategy and provide security measures for SD Group. This article uses the marketing analysis pest analysis, Michael. Porter's five-force model analyzes SWOT analysis and related theories, analyzes the current situation of POS payment business marketing in SD Group, studies the external and internal marketing environment of SD Group, and analyzes the strengths, weaknesses, opportunities and challenges of SD Group. By using the STP marketing positioning analysis, the paper analyzes the automobile and real estate industry, the sales class, the logistics class, the retail store class, the chain store class, the aggregate mall class, the financial transaction class, the business travel class, and so on. Finally, the author puts forward the implementation measures of POS payment business marketing strategy of SD Group. In the future of SD Group's continuous innovation and improvement of marketing strategy and operation model, with the regulatory and legislative bodies constantly improving the industry rules and regulations, the POS payment industry in the huge potential market will achieve product diversification and service specialization. Operation flow, management modernization.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F832.2

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本文編號(hào)：2109637