發(fā)布時(shí)間：2018-01-28 11:29

  本文關(guān)鍵詞： 市場(chǎng)細(xì)分 消費(fèi)者行為理論 消費(fèi)動(dòng)機(jī) 購買決策行為　出處：《上海外國語大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：在中國葡萄酒行業(yè)快速發(fā)展的進(jìn)程中，潛在的巨大的葡萄酒消費(fèi)市場(chǎng)，引來了眾多競(jìng)爭者，包括國內(nèi)的本土葡萄酒企業(yè)和國際葡萄酒企業(yè)。各種葡萄酒品牌充斥著中國市場(chǎng)，繁多的葡萄酒產(chǎn)品令人眼花繚亂。S公司在競(jìng)爭日趨激勵(lì)的環(huán)境下，需要通過從葡萄酒零售渠道找到新突破。但是，目前S公司在零售渠道面臨的問題是：對(duì)該渠道的掌控能力差；產(chǎn)品分銷不均勻，即熱銷的產(chǎn)品資源有限，不足以支撐客戶的需求而經(jīng)常發(fā)生不能及時(shí)供貨的現(xiàn)象，滯銷的產(chǎn)品在市場(chǎng)上難推動(dòng)，流通不暢。 本文首先對(duì)中國葡萄酒行業(yè)現(xiàn)狀和市場(chǎng)環(huán)境進(jìn)行分析，同時(shí)對(duì)比了最主要的幾個(gè)競(jìng)爭對(duì)手的現(xiàn)狀。得出結(jié)論是S公司雖然在公司規(guī)模、資金實(shí)力和產(chǎn)品結(jié)構(gòu)上占優(yōu)勢(shì)，，但是在渠道的控制力上并沒有勝過競(jìng)爭對(duì)手。 S公司發(fā)現(xiàn)，中國目前的零售渠道已經(jīng)不能簡單地、一概而論地對(duì)待，必需對(duì)它進(jìn)行市場(chǎng)細(xì)分。首先S公司結(jié)合消費(fèi)者行為理論，對(duì)零售市場(chǎng)的終端消費(fèi)者的人口統(tǒng)計(jì)特征、消費(fèi)動(dòng)機(jī)、購買決策行為進(jìn)行調(diào)查分析。然后發(fā)現(xiàn)不同的消費(fèi)群分布在對(duì)應(yīng)的消費(fèi)渠道中，于是S公司把整個(gè)零售渠道細(xì)分成6個(gè)細(xì)分市場(chǎng)：大賣場(chǎng)/大型超市、高端進(jìn)口商品超市、葡萄酒專賣店、大型百貨商場(chǎng)、便利店和電子商務(wù)平臺(tái)。 通過市場(chǎng)細(xì)分，S公司了解到不同細(xì)分市場(chǎng)具有不同特征，他們各自對(duì)于產(chǎn)品的需求和促銷方式的接收度是各不相同的。因此，S公司結(jié)合4P和4C的市場(chǎng)營銷理論，根據(jù)各個(gè)細(xì)分市場(chǎng)的特征，重新制定營銷策略。針對(duì)每個(gè)細(xì)分市場(chǎng)的不同需求，合理配置不同產(chǎn)品，解決產(chǎn)品分銷不均的問題；制定符合每個(gè)細(xì)分市場(chǎng)定位的促銷方式，提高消費(fèi)者對(duì)S公司產(chǎn)品的認(rèn)知度，從而增強(qiáng)對(duì)渠道的控制力。 最后以S公司與City Super集團(tuán)合作的實(shí)際案例為例。首先介紹了City Super集團(tuán)的背景以及在中國的發(fā)展方向，接著分析了最初不成功合作的原因，從而發(fā)現(xiàn)該渠道消費(fèi)者的需求和購買行為，然后在市場(chǎng)細(xì)分的基礎(chǔ)上，根據(jù)City Super所處的細(xì)分市場(chǎng)的特性制定營銷策略。最后對(duì)比了市場(chǎng)細(xì)分前后的不同合作結(jié)果，得出在市場(chǎng)細(xì)分的基礎(chǔ)上制定的營銷策略是成功的。 本文的研究成果對(duì)于其他葡萄酒企業(yè)進(jìn)行市場(chǎng)細(xì)分和制定營銷策略具有一定的借鑒意義，并且對(duì)中國其他產(chǎn)品的進(jìn)口商在遇到類似問題時(shí)，也具有重要的參考價(jià)值。
[Abstract]:With the rapid development of China Wine industry process, a huge potential consumer market Wine, attracted a large number of competitors, including domestic enterprises and international enterprises. Wine Wine all Wine brand full range of products China market, Wine dazzling.S company in a competitive environment, the need to find a new breakthrough from the Wine retail channel. However, the current S companies in the retail channel is faced with the question: the channel control ability is poor; the product distribution is not uniform, which is selling products of limited resources, not enough to support the needs of customers and often not timely delivery, unsalable products in the market to promote circulation. Poor.
This paper firstly analyzed the China Wine industry situation and market environment, and compares the status of several major competitors. The conclusion is that although S company in the company size, financial strength and product structure advantage, but in the control channel is no better than competitors.
S found that Chinese current retail channels can't simply be generalized to treat, must subdivide the market. It first S company with the theory of consumer behavior, demographic characteristics, terminal consumers on the retail market of consumer motivation, purchase decision behavior was investigated and analyzed. Then find different consumer groups in the corresponding distribution consumer channels, so S the entire retail channel is subdivided into 6 segments: the hypermarket / supermarket, high-end imported goods supermarket, Wine stores, large department stores, convenience stores and e-commerce platform.
Through market segmentation, S companies understand that different market segments have different characteristics, their demand for promotions and receiving degrees are different. Therefore, S combined with 4P and 4C marketing theory, according to the characteristics of the various market segments, to make marketing strategies according to the different needs of each segment. The market, the rational allocation of different products, solve the problem of uneven distribution of products; in line with the development of each market segment positioning promotion way, enhances the consumer to S company product awareness, so as to strengthen the control of the channel.
The actual case in S company and City Super group as an example. Firstly introduces the background of Super group and City Chinese in the direction of development, and then analyze the reasons for initially successful cooperation, so that the consumer's demand and purchasing behavior, then based on market segmentation, according to the characteristics of City Super the market marketing strategy. Finally, the results of different cooperation market segments before and after contrast, come to develop on the basis of market segmentation and the marketing strategy is successful.
The research results in this paper can be a reference for other wine enterprises to make market segmentation and formulate marketing strategies, and also have important reference value for importers of other products in China when they encounter similar problems.

【學(xué)位授予單位】：上海外國語大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F274;F426.82

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本文編號(hào)：1470633