【摘要】：在當(dāng)今的中國,隨著經(jīng)濟(jì)的高速發(fā)展,工程機(jī)械行業(yè)也得到了迅猛發(fā)展,尤其是其中的挖掘機(jī)子行業(yè),從2011年起已成長為全球最大的市場。原先挖掘機(jī)行業(yè)整機(jī)銷售利潤占行業(yè)主要利潤95%以上的格局已經(jīng)開始發(fā)生了變化,后市場能夠提供的利潤比例越來越高并呈每年超過30%增幅的趨勢上升,而整機(jī)銷售市場的增長有不確定因素。 隨著挖掘機(jī)后市場銷售潛力的增大,競爭越來越激烈,競爭對手越來越多,競爭格局也發(fā)生了變化。原先經(jīng)銷商設(shè)置的,以滿足客戶投訴和主動(dòng)報(bào)修的,以服務(wù)工程師為主導(dǎo)的后市場運(yùn)營組織框架已不能滿足現(xiàn)在市場的需要,必需重新設(shè)計(jì)后市場的營運(yùn)組織框架以面對新的競爭格局。 全文首先介紹了本研究的背景、意義、方法和內(nèi)容,然后對國內(nèi)外有關(guān)服務(wù)營銷、戰(zhàn)略管理等文獻(xiàn)理論進(jìn)行了歸納和小結(jié)。在第三部分對全球和中國的工程機(jī)械行業(yè)、挖掘機(jī)行業(yè),中國的挖掘機(jī)行業(yè)后市場數(shù)據(jù)進(jìn)行了分析,確定了營銷環(huán)境的改變；第四部分在波特五力模型分析、SWOT分析的基礎(chǔ)上,按STP方法、KSF方法提出了沃爾沃建筑設(shè)備經(jīng)銷商后市場的市場定位和營銷戰(zhàn)略。第五部分指出要實(shí)現(xiàn)營銷戰(zhàn)略就必須重新設(shè)計(jì)適合現(xiàn)在挖掘機(jī)后市場競爭格局的后市場組織框架。最后是對全文的總結(jié)。 本文將理論分析與營銷實(shí)踐結(jié)合起來,對沃爾沃建筑設(shè)備經(jīng)銷商后市場的組織框架進(jìn)行了研究和分析,提出了改革的建議,希望本文能對工程機(jī)械的同行們起到一些參考作用。
[Abstract]:In today's China, with the rapid development of economy, the construction machinery industry has also developed rapidly, especially the excavator sub-industry, which has grown into the largest market in the world since 2011. The pattern in which the overall sales profit of the excavator industry accounted for more than 95% of the main profits of the industry has begun to change. After that, the proportion of profits that the market can provide is getting higher and higher, with an annual increase of more than 30%. And the growth of the whole sales market is uncertain. With the increase of market sales potential after excavator, the competition is more and more intense, the competition is more and more, the competition pattern has also changed. The post-market operating organizational framework set up by the original dealer to meet customer complaints and offer for repairs, and led by service engineers, can no longer meet the needs of the present market. The operating organization framework of the market must be redesigned to face the new competition pattern. This paper first introduces the background, significance, methods and contents of this study, and then summarizes the domestic and foreign literature about service marketing, strategic management and so on. In the third part, the market data of construction machinery industry, excavator industry and excavator industry in China are analyzed, and the change of marketing environment is determined. The fourth part is based on the SWOT analysis of Porter's five-force model. According to STP method, this paper puts forward the market orientation and marketing strategy of Volvo construction equipment dealers. The fifth part points out that in order to realize the marketing strategy, we must redesign the post-market organization framework suitable for the market competition pattern after the excavator. Finally, the summary of the full text. This paper combines the theory analysis with marketing practice, studies and analyzes the organization frame of Volvo construction equipment dealer's post market, puts forward the suggestion of reform, and hopes that this paper can play some reference role to the construction machinery colleagues.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F416.4;F274

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相關(guān)期刊論文 前1條

1 閆晗;;沃爾沃:迎接更有希望的未來[J];今日工程機(jī)械;2010年06期

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本文編號：2174240