本文關(guān)鍵詞： 道康寧公司 雙品牌策略 長期發(fā)展策略 后工業(yè)時(shí)代　出處：《西南財(cái)經(jīng)大學(xué)》2008年碩士論文　論文類型：學(xué)位論文

【摘要】： 進(jìn)入二十一世紀(jì),伴隨工業(yè)制造業(yè)更為細(xì)致的專業(yè)化和精細(xì)化分工;互聯(lián)網(wǎng)隨著通訊技術(shù)的爆發(fā)式發(fā)展而變得普及和實(shí)用;以及不斷深入的全球化進(jìn)程等一系列全新的革命,全球市場(chǎng)一瞬間進(jìn)入了后工業(yè)時(shí)代。在后工業(yè)時(shí)代,工業(yè)制造性企業(yè)在保持自身傳統(tǒng)的核心競(jìng)爭(zhēng)力時(shí),如何在全新的競(jìng)爭(zhēng)模式下,選擇進(jìn)入和適應(yīng)新的市場(chǎng)競(jìng)爭(zhēng)模式、如何制定一個(gè)可持續(xù)發(fā)展策略并有效的置信它;這個(gè)話題正成為決定一個(gè)全球性企業(yè)生存發(fā)展和影響企業(yè)全球化戰(zhàn)略的關(guān)鍵因素。 道康寧公司是有機(jī)硅行業(yè)的創(chuàng)始者,擁有該行業(yè)50%以上的產(chǎn)能、60%以上的專利、45%以上的市場(chǎng)分額;是有機(jī)硅行業(yè)的絕對(duì)領(lǐng)先者。但是,在經(jīng)歷了上個(gè)世紀(jì)九十年代全球性經(jīng)濟(jì)衰退、貨幣危機(jī)以及公司自身的巨額賠償風(fēng)波后,Dow Corning作為這個(gè)行業(yè)的強(qiáng)勢(shì)品牌,面臨如下四方面壓力;(1)公司一直簡(jiǎn)單依賴靠產(chǎn)品創(chuàng)新而生存、(2)全球性的有機(jī)硅供應(yīng)商的競(jìng)爭(zhēng)力發(fā)展、(3)來自客戶的產(chǎn)品降價(jià)的壓力、(4)后工業(yè)時(shí)代銷售模式的新發(fā)展。在這樣的市場(chǎng)環(huán)境下,道康寧公司如何突破困境,發(fā)展新的市場(chǎng)營銷策略,發(fā)展自身的核心競(jìng)爭(zhēng)力? 本論文主要通過對(duì)道康寧公司雙品牌的實(shí)例和理論相結(jié)合的分析;實(shí)例以道康寧公司面臨的市場(chǎng)環(huán)境條件,研究雙品牌策略制定的依據(jù)、執(zhí)行和網(wǎng)絡(luò)銷售渠道過程,并通過對(duì)雙品牌策略實(shí)施后道康寧公司爆發(fā)式的增長的成功經(jīng)驗(yàn)和如何建立獨(dú)特的企業(yè)長期核心競(jìng)爭(zhēng)力的分析;理論基礎(chǔ)以雙品牌策略建立的市場(chǎng)營銷分析,來研究全球性公司的多品牌發(fā)展環(huán)境及策略和建立企業(yè)長期核心競(jìng)爭(zhēng)力。通過對(duì)道康寧公司市場(chǎng)策略發(fā)展變化的深入剖析,以及在工作中的體會(huì),個(gè)人深刻理解到對(duì)工業(yè)企業(yè)而言,在面臨全新的市場(chǎng)環(huán)境變革時(shí),一個(gè)企業(yè)必須順勢(shì)而為的改變營銷策略。 本論文共分三章。 第一章全面分析有機(jī)硅行業(yè)的產(chǎn)生、發(fā)展歷史、產(chǎn)業(yè)鏈結(jié)構(gòu)、客戶特征以及全球性的有機(jī)硅供應(yīng)商。通過該介紹,讓大家對(duì)市場(chǎng)情況有清晰的了解。 第二章是該論文的重點(diǎn)。通過對(duì)雙品牌的市場(chǎng)營銷的理論基礎(chǔ)的闡述,分析道康寧公司的雙品牌策略的市場(chǎng)環(huán)境,具體剖析雙品牌獨(dú)有的網(wǎng)絡(luò)營銷的制定、銷售渠道選擇和執(zhí)行、銷售成果;并闡述品牌策略在道康寧公司市場(chǎng)營銷中的發(fā)展。 第三章是本論文的延展,分析在通過雙品牌策略巨大成功后,道康寧公司如何為了保持市場(chǎng)競(jìng)爭(zhēng)優(yōu)勢(shì),繼續(xù)發(fā)展自身獨(dú)有的核心競(jìng)爭(zhēng)能力和設(shè)計(jì)企業(yè)長期發(fā)展戰(zhàn)略。
[Abstract]:In 21th century, with the more detailed specialization and fine division of labor in the industrial manufacturing industry, the Internet became popular and practical with the explosive development of communication technology, and a series of new revolutions such as the deepening process of globalization and so on. The global market has entered the post-industrial era in an instant. In the post-industrial era, when the industrial manufacturing enterprises maintain their traditional core competitiveness, how to choose to enter and adapt to the new market competition mode in the new competition mode, How to formulate a sustainable development strategy and believe in it effectively is becoming a key factor to determine the survival and development of a global enterprise and to influence the strategy of enterprise globalization. Dow Corning is the founder of the silicone industry, with more than 60% of the industry's 50% or more capacity and more than 45% of the patent market share; it is an absolute leader in the organosilicon industry. In -10s, after a global recession, currency crisis and the company's own huge compensation turmoil, Dow Corning as the industry's strong brand, Facing the following four aspects of pressure: the company has been simply relying on product innovation to survive the development of the competitiveness of the global silicone suppliers / 3) pressure from customers to reduce the price of products / 4) the new development of the sales model in the post-industrial era. In such a market environment, How can Dow Corning break through the predicament, develop new marketing strategies and develop its core competitiveness? This paper mainly through the analysis of the combination of the example and the theory of the double brand of Dow Corning Company. The case studies the basis, the execution and the network sale channel process of the double brand strategy, according to the market environment condition which the Dow Corning Company faces, the article mainly studies the basis, the execution and the network sale channel process of the double brand strategy. And through the successful experience of the explosive growth and how to establish the unique core competitiveness of the enterprise after the implementation of the dual-brand strategy, the theoretical basis of the marketing analysis based on the dual-brand strategy, To study the multi-brand development environment and strategy of global companies and to establish long-term core competitiveness of enterprises. Through the in-depth analysis of the development and change of market strategy of Dow Corning Company, as well as the experience in the work, Individuals deeply understand that for industrial enterprises, in the face of a new market environment changes, an enterprise must adapt to the trend of changing marketing strategy. This thesis is divided into three chapters. The first chapter is a comprehensive analysis of the emergence, development history, industrial chain structure, customer characteristics and global silicone suppliers of the organosilicon industry. Through this introduction, we can have a clear understanding of the market situation. The second chapter is the focus of this paper. Through the elaboration of the theoretical basis of double-brand marketing, this paper analyzes the market environment of the double-brand strategy of Dow Corning Company, and analyzes the formulation of the unique double-brand network marketing. Sales channel selection and implementation, sales results; and the development of brand strategy in the marketing of Dow Corning. The third chapter is the extension of this paper, analyzing how to continue to develop its own unique core competitive ability and design long-term development strategy in order to maintain the market competitive advantage after the great success of dual-brand strategy.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2008
【分類號(hào)】：F274;F426.72

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本文編號(hào)：1521116