本文關(guān)鍵詞：旭硝子公司玻璃產(chǎn)品營(yíng)銷(xiāo)策略研究　出處：《吉林大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

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【摘要】：近年來(lái)我國(guó)電子產(chǎn)業(yè)不斷在發(fā)展甚至有趕超發(fā)達(dá)國(guó)家歐美日本的趨勢(shì),最近10年內(nèi)我國(guó)先是在基礎(chǔ)建設(shè)領(lǐng)域投入四萬(wàn)億為方便人們的出行,大大使得老百姓的出行比從前更加方便,同時(shí)在電子消費(fèi)品行業(yè),國(guó)內(nèi)知名企業(yè)華為、小米、OPPO、VIVO銷(xiāo)售目標(biāo)實(shí)現(xiàn)一年趕超一年,大有蓬勃發(fā)展的勁頭,因此需要大量的工業(yè)玻璃和電子顯示玻璃來(lái)滿足這一需求,國(guó)內(nèi)在原材料的產(chǎn)能和技術(shù)部分與世界巨頭還有一些距離,需要與世界巨頭緊密合作,達(dá)成一個(gè)互相學(xué)習(xí)互相進(jìn)步的良好狀態(tài)。旭硝子進(jìn)入中國(guó)市場(chǎng)無(wú)論于人于己都是趨勢(shì)所然。本文首先介紹了旭硝子是一個(gè)500強(qiáng)公司,其頂頭是日本四大財(cái)團(tuán)之一的日本三菱株式會(huì)社,擁有非常雄厚的資本實(shí)力和資源整合能力,為世界很多的建筑項(xiàng)目和包含汽車(chē)業(yè)、電子消費(fèi)品行業(yè)都貢獻(xiàn)了自己的產(chǎn)品和系統(tǒng)解決方案。但隨著集團(tuán)的發(fā)展,員工數(shù)量越來(lái)越龐大,原有的機(jī)制和制度已經(jīng)跟不上時(shí)代的發(fā)展,為使旭硝子繼續(xù)保持往日的輝煌,企業(yè)也面臨著巨大的機(jī)遇和挑戰(zhàn)。其次從旭硝子目前的產(chǎn)品營(yíng)銷(xiāo)及問(wèn)題出發(fā),主要問(wèn)題是企業(yè)原來(lái)采用的產(chǎn)品營(yíng)銷(xiāo)策略模式過(guò)于守舊、沒(méi)有本地化,日本總部與中國(guó)國(guó)內(nèi)直銷(xiāo)團(tuán)隊(duì)因?yàn)槲幕牟町悓?dǎo)致溝通不順暢,直銷(xiāo)團(tuán)隊(duì)的營(yíng)銷(xiāo)模式過(guò)于保守,不敢冒風(fēng)險(xiǎn),使得營(yíng)銷(xiāo)團(tuán)隊(duì)沒(méi)有積極去拜訪客戶,積極獲取市場(chǎng)上競(jìng)爭(zhēng)對(duì)手的信息,最終導(dǎo)致市場(chǎng)被搶奪;另外在分銷(xiāo)商的部分也沒(méi)有充分利用其資源,導(dǎo)致了項(xiàng)目進(jìn)度信息、競(jìng)爭(zhēng)對(duì)手的產(chǎn)品信息都沒(méi)有獲取到,直接導(dǎo)致被競(jìng)爭(zhēng)對(duì)手搶占市場(chǎng)。再次從企業(yè)所處的宏觀環(huán)境,包括法律政策環(huán)境、經(jīng)濟(jì)環(huán)境、社會(huì)文化環(huán)境、科技環(huán)境的分析得出了宏觀環(huán)境對(duì)旭硝子公司來(lái)說(shuō)是非常有利的,尤其是在經(jīng)濟(jì)環(huán)境中,因?yàn)槲磥?lái)5年電子消費(fèi)品行業(yè)的業(yè)績(jī)是在呈倍數(shù)增長(zhǎng)的;另外從微觀環(huán)境包括供應(yīng)商、目標(biāo)客戶、競(jìng)爭(zhēng)對(duì)手、替代品和新進(jìn)潛入者綜合分析得出旭硝子遇到了一個(gè)千載難逢的機(jī)會(huì),同時(shí)又伴隨著居多的挑戰(zhàn),尤其是競(jìng)爭(zhēng)對(duì)手康寧在電子消費(fèi)品行業(yè)最近這么多年穩(wěn)坐著龍頭老大第一把交椅,旭硝子要想趕上康寧公司無(wú)疑有著太多的功課需要去完成。最后依據(jù)SWOT理論分析得出旭硝子的優(yōu)勢(shì)、弱勢(shì)、機(jī)遇和威脅選擇高端、中端、低端目標(biāo)市場(chǎng),通過(guò)分析高端、中端、低端三個(gè)市場(chǎng),結(jié)合旭硝子的綜合實(shí)力,主要以高端市場(chǎng)為主,確定企業(yè)自身的市場(chǎng)定位,及產(chǎn)品營(yíng)銷(xiāo)組合策略,主要從產(chǎn)品策略、價(jià)格策略、渠道策略、促銷(xiāo)策略展開(kāi),并從人才培養(yǎng)、考核機(jī)制、激勵(lì)機(jī)制等部分確保該產(chǎn)品營(yíng)銷(xiāo)組合策略實(shí)施的可操作性。
[Abstract]:In recent years, China's electronics industry has been developing and even overtaking the developed countries, Europe, America and Japan. In the last 10 years, China first invested 4 tillion in the field of infrastructure to facilitate people to travel. Greatly make the travel of ordinary people more convenient than before, at the same time in the consumer electronics industry, domestic well-known enterprises Huawei, Xiaomi OPPOOVIVO sales targets to achieve a year to catch up with each other. There is a lot of momentum to flourish, so a lot of industrial glass and electronic display glass are needed to meet this demand, the domestic raw material production capacity and technology part is still some distance from the world giants. Need to work closely with the world giants. To reach a good state of mutual learning and mutual progress. It is a trend for Asahi to enter the Chinese market. This paper first introduces that Asahi is a top 500 company. Its head is one of the four Japanese consortia, Mitsubishi Corporation of Japan, with very strong capital strength and resource integration ability, for a lot of construction projects in the world and including the automotive industry. Electronic consumer goods industry has contributed their own products and system solutions. But with the development of the group, the number of employees is increasing, the original mechanism and system has been unable to keep up with the development of the times. In order to keep the brilliance of the past, the enterprise is also faced with great opportunities and challenges. Secondly, from the current product marketing and problems of Asahi. The main problem is that the original product marketing strategy is too conservative, not localized, Japan headquarters and China domestic direct sales team due to cultural differences resulting in communication is not smooth. The marketing model of the direct selling team is too conservative to take risks, which makes the marketing team not actively visit customers, actively obtain the information of the competitors in the market, and finally lead to the market being robbed; In addition in the reseller part also did not make full use of its resources, resulting in the progress of the project information, competitors' product information are not available. Directly lead to the competitors to seize the market. Again from the enterprise in the macro environment, including the legal policy environment, economic environment, social and cultural environment. The analysis of the scientific and technological environment shows that the macro environment is very favorable for the subsidiary company of Asahi, especially in the economic environment, because the performance of the electronic consumer goods industry in the next five years is increasing exponentially; In addition, from the micro environment including suppliers, target customers, competitors, alternatives and new entrants comprehensive analysis shows that Asahi meets a once-in-a-lifetime opportunity, but also accompanied by the challenges of the majority. In particular, rival Corning has been at the top of the list for so many years in the consumer electronics industry. There is no doubt that there is too much homework to be done in order to catch up with Kangning Company. Finally, according to the SWOT theory analysis, the advantages, disadvantages, opportunities and threats of Asahi are selected to the high-end, mid-end, low-end target market. Through the analysis of the high-end, mid-end, low-end three markets, combined with the comprehensive strength of Asahi, mainly to the high-end market, determine the market positioning of the enterprise itself, and product marketing mix strategy, mainly from the product strategy. Price strategy, channel strategy, promotion strategy, and from the talent training, assessment mechanism, incentive mechanism and other parts to ensure the implementation of the product marketing mix strategy maneuverability.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F274;F426.71

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