發(fā)布時(shí)間：2018-02-03 22:55

  本文關(guān)鍵詞： FMCG 康師傅 營(yíng)銷(xiāo)策略 差異化 突破與創(chuàng)新　出處：《揚(yáng)州大學(xué)》2013年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：方便面作為FMCG中具有代表性一個(gè)行業(yè),曾經(jīng)經(jīng)歷了輝煌的發(fā)展期。從2001年到2011年,國(guó)內(nèi)方便面企業(yè)由最多時(shí)的1000多家淘汰到目前的150家左右。隨著消費(fèi)者品牌意識(shí)的逐步增強(qiáng),方便面廠商出現(xiàn)大者恒大的局面,部分中小企業(yè)在激烈的市場(chǎng)競(jìng)爭(zhēng)中陸續(xù)出局。其中在高價(jià)面領(lǐng)域,主要是康師傅和統(tǒng)一這兩家方便面企業(yè)互為主要競(jìng)爭(zhēng)對(duì)手。對(duì)于康師傅來(lái)說(shuō),面臨的主要問(wèn)題是：近兩年來(lái),方便面整體市場(chǎng)銷(xiāo)售額成長(zhǎng)放緩,銷(xiāo)量下降而銷(xiāo)額小幅上升,做為方便面行業(yè)的領(lǐng)導(dǎo)者,康師傅如何完善營(yíng)銷(xiāo)策略,實(shí)現(xiàn)突破,帶動(dòng)整體方便面市場(chǎng)的成長(zhǎng)；同時(shí)統(tǒng)一在部分區(qū)域憑借老壇酸菜口味重新崛起,對(duì)康師傅江蘇地區(qū)市場(chǎng)份額形成了強(qiáng)大的威脅,導(dǎo)致康師傅市場(chǎng)占有率同比下降,而統(tǒng)一持續(xù)上升,面對(duì)統(tǒng)一的咄咄之勢(shì),康師傅應(yīng)該如何應(yīng)對(duì)?這是本文主要研究的兩個(gè)問(wèn)題。 本文將從以上兩個(gè)問(wèn)題著手,通過(guò)SWOT分析江蘇區(qū)域康師傅的宏觀環(huán)境和競(jìng)爭(zhēng)態(tài)勢(shì),進(jìn)行市場(chǎng)細(xì)分和目標(biāo)市場(chǎng)的選擇,導(dǎo)出康師傅不同于競(jìng)爭(zhēng)對(duì)手的差異化的創(chuàng)新戰(zhàn)略,同時(shí)制定相應(yīng)的產(chǎn)品策略、通路策略、價(jià)格策略和促銷(xiāo)策略以及策略實(shí)施的保障措施。對(duì)于方便面全行業(yè)來(lái)說(shuō),突破和創(chuàng)新也是其走出困境的必由之路,要從營(yíng)養(yǎng)、口味、消費(fèi)者教育等方面進(jìn)行改善和提高�？祹煾�,作為行業(yè)的領(lǐng)導(dǎo)者,其銷(xiāo)量的變化代表著整個(gè)產(chǎn)業(yè)的發(fā)展趨勢(shì),其必將充分、合理的運(yùn)用好方便面產(chǎn)業(yè)龍頭老大的優(yōu)勢(shì)來(lái)達(dá)到帶動(dòng)整個(gè)行業(yè)規(guī)模的擴(kuò)大。
[Abstract]:As a representative industry in FMCG, instant noodle has experienced a glorious development period from 2001 to 2011. Domestic instant noodle enterprises from more than 1000 at the time of elimination to the present 150 or so. With the gradual enhancement of consumer brand awareness, instant noodle manufacturers appear the situation of Evergrande. Some small and medium-sized enterprises in the fierce competition in the market one after another out. In the high-priced noodle field, mainly the two instant noodle enterprises are the main competitors. The main problems are: in the past two years, the growth of the overall instant noodle market sales slowed down, sales decreased and sales volume rose slightly. As the leader of the instant noodle industry, how to improve the marketing strategy and achieve a breakthrough. Driving the growth of the whole instant noodle market; At the same time unified in some regions with the old pickled vegetable taste re-emergence, the market share of the Jiangsu area has formed a strong threat, leading to a decline in the market share of Master Kang, and unity continues to rise. In the face of unity of duress, how should Master Kang deal with it? These are two main problems studied in this paper. This article will start from the above two questions, through the SWOT analysis Jiangsu area Kang Shifu's macroscopic environment and the competition situation, carries on the market segmentation and the target market choice. The innovation strategy of the differentiation of Master Kang is different from that of the competitors, and the corresponding product strategy and channel strategy are worked out at the same time. For the whole industry of instant noodle, breakthrough and innovation is the only way out of the dilemma, from nutrition, taste. As the leader of the industry, the change of the sales volume represents the development trend of the whole industry, and it will be sufficient. Reasonable use of the advantages of the leading instant noodle industry to achieve the expansion of the entire industry.
【學(xué)位授予單位】：揚(yáng)州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F426.82;F274

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相關(guān)期刊論文 前1條

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本文編號(hào)：1488577