發(fā)布時(shí)間：2018-11-10 18:12

【摘要】：中國(guó)的消費(fèi)市場(chǎng)如同中國(guó)飛速發(fā)展的經(jīng)濟(jì)一樣也正在朝著全球超級(jí)消費(fèi)市場(chǎng)地位大步邁進(jìn)。在經(jīng)歷了30多年的改革開放之后,國(guó)內(nèi)的工人工資得到了大幅的提升、中產(chǎn)階級(jí)家庭越來(lái)越多、購(gòu)買力越來(lái)越強(qiáng),這正是超級(jí)消費(fèi)市場(chǎng)形成的基礎(chǔ)。而市場(chǎng)的擴(kuò)大往往伴隨著競(jìng)爭(zhēng)的加劇。所以,我們看到目前中國(guó)的各行各業(yè)都在上演著“高地爭(zhēng)奪戰(zhàn)”。中國(guó)有句諺語(yǔ)：民以食為天。因此,我國(guó)的食品行業(yè)正是各路資金重點(diǎn)進(jìn)攻的領(lǐng)域之一。甚罕有很多產(chǎn)品還在國(guó)人不甚了解的時(shí)候,國(guó)外資金大鱷就已經(jīng)發(fā)起了潮水般的攻勢(shì),而巧克力正是這眾多產(chǎn)品的代表之一。嚴(yán)格米講,巧克力作為舶來(lái)品,是從改革開放初期才真正開始被中國(guó)百姓接觸到。經(jīng)過(guò)30多年的發(fā)展,幾大國(guó)際巧克力巨頭均已紛紛進(jìn)駐中國(guó),例如,吉百利、瑪氏、好時(shí)、費(fèi)列羅、雀巢等。這些巨頭們一直在扮演著培育和占領(lǐng)中國(guó)巧克力市場(chǎng)的角色,在克服了種種困難之后,比如文化差異和物流配送等問(wèn)題,他們也實(shí)現(xiàn)了預(yù)期的目標(biāo)：到目前為止,我國(guó)的消費(fèi)者們一想到巧克力,就會(huì)立刻與這些國(guó)外品牌聯(lián)系起來(lái)。所以,這些巨頭們幾乎擁有了統(tǒng)治中國(guó)巧克力市場(chǎng)的所有必備條件：資金、技術(shù)、客戶認(rèn)同度。任何想要進(jìn)入這個(gè)領(lǐng)域的“新手”似乎都面臨著一堵堅(jiān)不可摧城墻。那么在這種情況下,作為競(jìng)爭(zhēng)地位不占優(yōu)勢(shì)的中國(guó)本土巧克力廠商代表的DB公司該如何突出重圍,改變銷售現(xiàn)狀,找到適合公司發(fā)展的快車道?這正是本論文的研究目的。本文首先通過(guò)對(duì)DB公司的宏觀環(huán)境和微觀環(huán)境分析來(lái)了解可能制約或者影響叩公司銷售活動(dòng)的外圍因素。其次,通過(guò)對(duì)DB公司本身營(yíng)銷現(xiàn)狀的分析來(lái)了解DB公司內(nèi)部可能存在的制約本公司發(fā)展的因素。經(jīng)過(guò)上述外部和內(nèi)部的分析之后,梳理出DB公司營(yíng)銷環(huán)節(jié)存在的問(wèn)題。最后,通過(guò)SWOT分析明確DB公司的優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)和威脅,結(jié)合4Ps和STP理論創(chuàng)新性的提出了“半意愿定價(jià)法”概念和"COCM營(yíng)銷策略”,為DB公司未來(lái)的營(yíng)銷活動(dòng)提供了強(qiáng)有力的理論支撐。經(jīng)過(guò)對(duì)DB公司進(jìn)行的理論與實(shí)際相結(jié)合的系統(tǒng)分析,筆者發(fā)現(xiàn)：只要能準(zhǔn)確定位影響或者制約公司發(fā)展的內(nèi)外部因素,就一定能夠?qū)ふ业焦景l(fā)展的突破口,制定出適合公司情況的營(yíng)銷策略。這對(duì)于行業(yè)內(nèi)其它本上企業(yè)在制定營(yíng)銷策略方面同樣具有非常重大的理論借鑒意義。
[Abstract]:China's consumer market, like China's booming economy, is striding towards global supermarket status. After more than 30 years of reform and opening up, domestic workers' wages have been greatly increased, middle-class families are growing and purchasing power is getting stronger, which is the basis of the formation of the super consumer market. The expansion of the market is often accompanied by increased competition. Therefore, we see the current China's various industries are staging a "high-land battle." There is a Chinese proverb: the people take food as the sky. Therefore, China's food industry is one of the key areas of various funds attack. Chocolate is one of the few products that people don't know about, but foreign capital alligators have already launched a flood of attacks. Strictly speaking, chocolate as an import, is from the beginning of reform and opening up before the real began to contact the Chinese people. After more than 30 years of development, several international chocolate giants have been stationed in China, such as Cadbury, Mars, Hershey, Ferrero, Nestle and so on. These giants have been playing the role of nurturing and occupying the Chinese chocolate market. After overcoming the difficulties, such as cultural differences and logistics, they have also achieved the desired goal: so far, As soon as Chinese consumers think of chocolate, they are immediately associated with these foreign brands. As a result, these giants have almost everything necessary to dominate the Chinese chocolate market: capital, technology, customer acceptance. Any novice who wants to enter the field seems to face an indestructible wall. So in this case, as a representative of China's competitive status of local chocolate manufacturers, how should DB break through the siege, change the sales situation, and find a suitable fast lane for the development of the company? This is the purpose of this paper. This paper first analyzes the macro and micro environment of DB Company to understand the external factors that may restrict or affect the sales activities of the company. Secondly, through the analysis of the marketing situation of DB Company, we can find out the factors that restrict the development of DB Company. After the above external and internal analysis, carding out the DB marketing problems. Finally, through the analysis of SWOT, the author clarifies the strengths, weaknesses, opportunities and threats of DB, and puts forward the concept of "semi-willing pricing method" and "COCM marketing strategy" in combination with the theory of 4Ps and STP. For DB company's future marketing activities to provide a strong theoretical support. Through the systematic analysis of the theory and practice of DB Company, the author finds that as long as the internal and external factors that affect or restrict the development of the company can be accurately located, the breakthrough of the development of the company will be found. Work out a marketing strategy suitable for the company. This is also of great theoretical significance for other enterprises in the industry to formulate marketing strategies.
【學(xué)位授予單位】：中國(guó)海洋大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F274

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