【摘要】： 中國從1995年全面進入市場經(jīng)濟階段以后,許多企業(yè)突然發(fā)現(xiàn),對市場的認識不足成為短缺經(jīng)濟時代和關(guān)系經(jīng)濟時代逐步終結(jié)后成敗的關(guān)鍵。另一方面,點子大王、央視標王、策劃大師、整合營銷、4A廣告等詞匯開始頻頻曝光于媒體,書架上越來越多的營銷和廣告類書籍。中國多數(shù)企業(yè)家和職業(yè)經(jīng)理人開始從實踐到理論逐步認可營銷這一概念,企業(yè)開始設立對應的架構(gòu):營銷部、營銷中心、營銷總部、營銷公司等等。中國的營銷人才隊伍在摸索中不斷壯大,我也有幸成為其中一員。 SD公司作為地板行業(yè)的領(lǐng)導企業(yè),提供了我一個操作耐用消費品品牌的實戰(zhàn)平臺。本人在公司任職銷售負責人約十年,積累了國內(nèi)外地板行業(yè)比較豐富的信息,積淀了品牌和營銷深刻的理解。 SD公司成立于1997年,當時也成立了營銷中心,我1998年進入營銷中心任職銷售部部長,開始了我的對市場營銷的思考和實踐。公司在營銷理論中的突出爭論不少,實際操作中的困惑更多。尤其品牌戰(zhàn)略管理成為我公司營銷方面的當務之急,典型表現(xiàn):公司在進入第二個十年后,品牌戰(zhàn)略與企業(yè)公司戰(zhàn)略比較脫節(jié),品牌對銷售增長的驅(qū)動力在減弱;銷售費用投入的邊際收益急速下降,甚至出現(xiàn)銷售投入增加而銷售增長停滯現(xiàn)象;品牌的美譽度與主要競爭對手的差距在拉大,產(chǎn)品的定位偏差明顯。如果再不徹底梳理和實施有效的品牌策略,上市后的SD集團將面臨核心競爭力下降、銷售收入低于股東期望的局面。 本論文希望回答以下問題: 一、集團的品牌戰(zhàn)略定位 二、集團品牌的基本要素 三、集團品牌的公關(guān)表現(xiàn) 四、集團品牌的廣告表現(xiàn) 五、集團品牌的終端與服務表現(xiàn) 六、集團品牌的管理體系與流程 對上述問題逐一透徹地分析,將提出有效的品牌戰(zhàn)略規(guī)劃,指導公司未來十年到二十年的營銷實踐。論文首先以比較翔實的資料,參照歷史數(shù)據(jù)、競爭對手數(shù)據(jù)、市場調(diào)查數(shù)據(jù)等,得出初步結(jié)論:品牌是地板行業(yè)各公司最重要的軟資產(chǎn)和核心競爭力,品牌管理必不可少。其次,公司的企業(yè)戰(zhàn)略需要與之匹配的品牌戰(zhàn)略;提升公司品牌的主要途徑和策略是什么。第三,制定一個基本的品牌戰(zhàn)略規(guī)劃。最后,如何協(xié)調(diào)品牌戰(zhàn)略的一致性和靈活性,使品牌戰(zhàn)略具備適應性和可操作性;如何保證基層對品牌戰(zhàn)略的認同和執(zhí)行。 在分析問題時候,主要采用歷史數(shù)據(jù)和事實(案例)來證實。歷史數(shù)據(jù)來源行業(yè)權(quán)威機構(gòu)發(fā)布的數(shù)據(jù)、公司內(nèi)部歷史數(shù)據(jù)、調(diào)查機構(gòu)的數(shù)據(jù)、統(tǒng)計機構(gòu)的數(shù)據(jù)。所有數(shù)據(jù)將列出來源。其中,公司的部分數(shù)據(jù)經(jīng)過特別處理,達到保密作用。 參考資料和引用觀點一律注明來源和出版物詳情。
[Abstract]:After China entered the market economy stage in 1995, many enterprises suddenly found that the lack of understanding of the market has become the key to success or failure in the era of shortage economy and the end of the era of relational economy. On the other hand, the words such as idea King, CCTV Standard King, Master of Planning, Integrated Marketing, 4A Advertising began to be exposed frequently to the media, and more marketing and advertising books were on the shelf. Most entrepreneurs and professional managers in China begin to recognize the concept of marketing from practice to theory, and enterprises begin to set up corresponding structures: marketing department, marketing center, marketing headquarters, marketing company and so on. China's marketing talent team is growing in the groping, I am also fortunate to be one of them. As a leading enterprise in the flooring industry, SD provides me with a practical platform for operating durable consumer goods brands. I have been in charge of sales in the company for about 10 years, accumulated rich information in the flooring industry at home and abroad, accumulated a deep understanding of brand and marketing. SD was founded in 1997, at that time also set up a marketing center, I joined the marketing center in 1998 as head of sales, began my marketing thinking and practice. Companies in the marketing theory of a lot of prominent controversy, the actual operation of the confusion more. In particular, brand strategy management has become the top priority of our company marketing, typical performance: after entering the second decade, brand strategy and corporate strategy are relatively disjointed, the driving force of brand to sales growth is weakening; The marginal income of sales expense investment drops rapidly, and even the sales investment increases and sales growth stagnates. The gap between brand reputation and main competitors is widening, and the positioning deviation of products is obvious. If we do not thoroughly carve out and implement effective brand strategy, SD will face a decline in core competitiveness and sales revenue below shareholders' expectations. This paper wishes to answer the following questions: first, the brand strategic positioning of the group II, the group brand basic elements three, the group brand public relations performance four, The advertising performance of the group brand is five, the terminal and service performance of the group brand is six, the management system and process of the group brand thoroughly analyze the above problems one by one. Effective brand strategic planning will be proposed to guide the company's marketing practices in the next 10 to 20 years. The paper first draws a preliminary conclusion that brand is the most important soft asset and core competence of every company in flooring industry, and brand management is essential. Secondly, the company's corporate strategy needs to match the brand strategy, and what are the main ways and strategies to promote the company's brand. Third, make a basic brand strategic planning. Finally, how to coordinate the consistency and flexibility of brand strategy, make brand strategy have adaptability and maneuverability, how to ensure the recognition and implementation of brand strategy at the grass-roots level. In the analysis of the problem, the main use of historical data and facts (cases) to verify. Historical data is derived from data published by industry authorities, internal corporate historical data, survey agency data, and statistical agency data. All data will be listed as sources. Among them, part of the company's data after special processing, to achieve confidentiality. Sources and publication details are indicated in all references and citations.
【學位授予單位】：西南財經(jīng)大學
【學位級別】：碩士
【學位授予年份】：2008
【分類號】：F273.2

【引證文獻】

相關(guān)碩士學位論文 前1條

1 言曉俊;DT公司品牌戰(zhàn)略研究[D];南昌大學;2011年

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本文編號：2309341