本文選題：輕資產(chǎn)運營 + 商業(yè)生態(tài)鏈��； 參考：《西南交通大學(xué)》2013年碩士論文

【摘要】：隨著房地產(chǎn)宏觀調(diào)控政策的進(jìn)一步加強,整個家居行業(yè)在2012年都受到不小的沖擊,甚至到現(xiàn)在仍不能夠看到復(fù)蘇的跡象。家居行業(yè)受到的影響同樣影響著其上游的板材供貨商,板材行業(yè)競爭就更顯激烈。而相對亞洲最大的板材供貨商——大亞木業(yè)來講,由于其產(chǎn)品的綜合定位等因素,市場價格相對比同行業(yè)價格高出了許多,在整個行業(yè)產(chǎn)品同質(zhì)化的背景下,大亞木業(yè)要取得營銷上的新突破,沒有有效的整體營銷運營模式,其生產(chǎn)與運營就會受到嚴(yán)重影響與制約,尤其是其遍布全國的八大人造板制造基地的正常運轉(zhuǎn)也會受到?jīng)_擊。 因此,只有制定出適合大亞木業(yè)自身優(yōu)勢發(fā)揮并克服劣勢化解威脅的競爭運營戰(zhàn)略模式,通過有效運營才能成功沖破重圍,占據(jù)市場制高點,才能為大亞總體戰(zhàn)略取得成功打下堅實基礎(chǔ)。在充分運用戰(zhàn)略管理及市場營銷相關(guān)理論的基礎(chǔ)上,本文盡可能微觀與宏觀的角度、將營銷整合與管理模式相結(jié)合,多層面多角度地對大亞木業(yè)競爭性運營模式探索進(jìn)行了深入的研究,目的是為了研判其輕資產(chǎn)模式建立商業(yè)生態(tài)鏈以做到行業(yè)有限壟斷的整體營銷運營模式的可行性與可操作性。 首先,本文從國家宏觀調(diào)控、產(chǎn)業(yè)現(xiàn)狀、市場競爭和行業(yè)環(huán)境方面,分析和評價了影響大亞木業(yè)的外部環(huán)境,看到大亞木業(yè)既面臨國家大力推進(jìn)城市化進(jìn)程的良好機(jī)遇,同時也受到國家對房地產(chǎn)繼續(xù)調(diào)控政策的相關(guān)制約,還正面遭遇著來自全國各大板材制造商低價策略的圍剿,在激烈的市場競爭面前,大亞木業(yè)要么也采用低價策略,要么就只能重新考慮其整體營銷運營模式,采用更有效的方法去應(yīng)對未來的市場。而低價策略會全面影響大亞木業(yè)的整體利益,作為一家上市公司,更好地讓股東盈利才應(yīng)該作為其整體運營的首選。因此,本文提出整體營銷運營模式的優(yōu)化與打造戰(zhàn)略營銷新模式應(yīng)當(dāng)作為當(dāng)前大亞木業(yè)的當(dāng)前任務(wù)。 其次,本文在科學(xué)分析板材行業(yè)同質(zhì)化的背景下,用核心競爭力理論,對企業(yè)所具備的內(nèi)部條件進(jìn)行了分析,分析了大亞木業(yè)的各方面優(yōu)勢和劣勢后指出建立戰(zhàn)略營銷新模式的重要性。 最后,本文運用波特五力分析模型的研究,探討大亞木業(yè)所應(yīng)采取的整體營銷運營模式,通過大量數(shù)據(jù)綜合分析確定大亞木業(yè)的營銷應(yīng)以輕資產(chǎn)模式建立商業(yè)生態(tài)鏈,以最終實現(xiàn)整體戰(zhàn)略營銷的突破,甚至可能做有限壟斷。在輕資產(chǎn)模式建立商業(yè)生態(tài)鏈的方面,本文從整體組織保證、資源支持、核心競爭力培育、市場營銷策略、商業(yè)生態(tài)鏈循環(huán)等方面提出了對大亞木業(yè)戰(zhàn)略營銷新模式實施的支持性措施,并就這一新模式運營可能的風(fēng)險與應(yīng)對提出了自己的建議,以最終推動并促進(jìn)大亞戰(zhàn)略營銷新模式的成功。
[Abstract]:As the real estate macro-control policy further strengthened the entire household industry in 2012 have been not small impact even now can not see the signs of recovery. The impact of the home industry also affects its upstream plate suppliers, plate industry competition is more intense. Compared with Asia's largest plate supplier, Daya Wood, due to the comprehensive positioning of its products, the market price is much higher than that of the same industry. Under the background of the homogenization of the products in the whole industry, In order to achieve a new breakthrough in marketing, the production and operation of Daya Wood Industry will be seriously affected and restricted without an effective overall marketing operation mode, especially the normal operation of its eight major wood-based panel manufacturing bases all over the country will also be impacted. Therefore, only by formulating a competitive operation strategy model suitable for Daya Wood Industry to exert its own advantages and overcome the disadvantages to resolve the threat, can it successfully break through the siege and occupy the commanding height of the market through effective operation. In order to lay a solid foundation for the success of the overall strategy of Asia. On the basis of making full use of the theories of strategic management and marketing, this paper combines the marketing integration with the management model from the micro and macro angles as far as possible. In this paper, the competitive operation model of Daya wood industry is studied from many aspects and angles. The purpose of this paper is to study the feasibility and maneuverability of the whole marketing operation mode of the limited monopoly of the industry by establishing the commercial ecological chain of its light assets model. First of all, this paper analyzes and evaluates the external environment that affects Daya wood industry from the aspects of national macro-control, industry present situation, market competition and industry environment, and sees that Daya timber industry is faced with good opportunities to promote the urbanization process of our country. At the same time, it is also subject to the relevant constraints of the state's continued regulation and control policy on real estate. It is also facing the encirclement and suppression of the low price strategy of the major plate manufacturers across the country. In the face of fierce market competition, Daya Wood either adopts a low price strategy. Or it has to rethink its overall marketing model and adopt a more effective approach to future markets. The low price strategy will affect the overall interests of Daya Wood, as a listed company, better let shareholders profit should be the first choice for its overall operation. Therefore, this paper puts forward that the optimization of the overall marketing operation mode and the creation of a new strategic marketing model should be regarded as the current task of Daya Wood Industry. Secondly, under the background of scientific analysis of the homogenization of the plate industry, this paper analyzes the internal conditions of the enterprise with the theory of core competitiveness. This paper analyzes the advantages and disadvantages of Daya Wood Industry and points out the importance of establishing a new strategic marketing model. Finally, this article uses the Porter five forces analysis model research, discusses the big Asia timber industry should adopt the overall marketing operation pattern, through the massive data synthesis analysis determines that the big Asia timber marketing should establish the commercial ecological chain by the light assets pattern. In order to achieve a breakthrough in the overall strategic marketing, or even limited monopoly. In the aspect of establishing the commercial ecological chain in the light asset model, this paper focuses on the overall organizational assurance, resource support, cultivation of core competitiveness, marketing strategy, The paper puts forward some supporting measures for the implementation of the new strategic marketing model of Daya Wood Industry, and puts forward its own suggestions on the possible risks and countermeasures of the operation of this new model. In order to promote and promote the success of the new strategic marketing model.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F274;F426.88

【參考文獻(xiàn)】

相關(guān)期刊論文 前9條

1 朱紫筵;;淺談渠道營銷項目的風(fēng)險管理[J];經(jīng)營管理者;2012年22期

2 周慶;終端渠道營銷中的物流管理[J];物流科技;2005年02期

3 苗壯,金輝,卜建;輕資產(chǎn)運營模式的戰(zhàn)略成本動因分析[J];市場周刊(管理探索);2005年04期

4 安儼;;淺析紅星美凱龍營銷策略的得失[J];中國市場;2009年28期

5 戴精華;;當(dāng)前我國大型連鎖超市市場營銷戰(zhàn)略研究[J];中國市場;2012年35期

6 張幼r，

本文編號：1828943