本文關(guān)鍵詞：WPP發(fā)展戰(zhàn)略及其在中國的影響力研究　出處：《湖南師范大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： WPP 發(fā)展戰(zhàn)略 資本運(yùn)作 影響及啟示

【摘要】：21世紀(jì),經(jīng)濟(jì)全球化帶來了資本的全球化,在日益激烈的市場競爭下,廣告公司集團(tuán)化成為必然的發(fā)展趨勢。鑒于商業(yè)變革及社會(huì)規(guī)制演變雙重環(huán)境的影響,WPP集團(tuán)在市場、服務(wù)及投資方面確立了三大戰(zhàn)略目標(biāo)并迅速找準(zhǔn)戰(zhàn)略定位,在擴(kuò)張進(jìn)程中扮演著持續(xù)并購?fù)顿Y集團(tuán)、信息技術(shù)研發(fā)商、整合營銷服務(wù)商、經(jīng)營管理集團(tuán)四大身份角色,全面執(zhí)行以市場為導(dǎo)向的廣告代理制、新媒體技術(shù)研發(fā)、投資并購、內(nèi)部管理制等戰(zhàn)略決策,成為迅速崛起的全球廣告商業(yè)巨頭。WPP在快速壯大的過程中,其戰(zhàn)略發(fā)展也是一個(gè)不斷變化、發(fā)展、完善的過程：WPP的發(fā)展經(jīng)營活動(dòng)反映出其多種戰(zhàn)略盈利模式,保障了其穩(wěn)定的經(jīng)濟(jì)來源；并購戰(zhàn)略作為WPP壯大自身的最主要手段,其并購過程體現(xiàn)了WPP發(fā)展從最初的規(guī)模經(jīng)濟(jì)向明顯的范圍經(jīng)濟(jì)的轉(zhuǎn)變。這些戰(zhàn)略行為都立足其戰(zhàn)略規(guī)劃,促成了WPP集團(tuán)在競爭中的戰(zhàn)略優(yōu)勢地位。隨著WPP的強(qiáng)勢擴(kuò)張,中國成為WPP第三大市場,WPP在中國的發(fā)展戰(zhàn)略引人矚目。通過對中國廣告產(chǎn)業(yè)發(fā)展情況分析及國內(nèi)消費(fèi)者洞察,WPP在中國戰(zhàn)略的調(diào)整側(cè)重于互聯(lián)網(wǎng)營銷、跨行業(yè)整合以及人才儲(chǔ)備。作為擁有中國大陸子公司數(shù)量最多的國外廣告集團(tuán),WPP給中國廣告公司帶來了巨大競爭壓力和挑戰(zhàn)的同時(shí),其發(fā)展也成為他們紛紛學(xué)習(xí)效仿的“藍(lán)本”,其中以藍(lán)色光標(biāo)、省廣傳媒、昌榮傳播三大廣告公司最為突出。WPP在中國的發(fā)展給中國廣告產(chǎn)業(yè)帶來了活力,但WPP在擴(kuò)張過程中所帶來的“文化霸權(quán)主義”卻令中國廣告公司的一些話語權(quán)逐漸喪失,從另一側(cè)面也反映了我國在文化壟斷等方面法律法規(guī)的空缺,這些都為中國廣告產(chǎn)業(yè)背后的中國文化及法律政策帶來了啟示性的思考。企業(yè)的發(fā)展戰(zhàn)略決定了企業(yè)的發(fā)展目標(biāo)與實(shí)踐,WPP集團(tuán)在其戰(zhàn)略規(guī)劃下,不斷完善自身管理和研究消費(fèi)者需求,積極開展資本運(yùn)作進(jìn)行并購,通過數(shù)字營銷、整合營銷提供全方位的廣告服務(wù),培養(yǎng)起一大批長期合作的忠實(shí)客戶,從而規(guī)避了傳統(tǒng)單一的廣告服務(wù)模式帶來的風(fēng)險(xiǎn),促進(jìn)企業(yè)盈利的最大化。同時(shí)WPP發(fā)展戰(zhàn)略在中國的成功也給中國廣告產(chǎn)業(yè)帶來了深刻的影響,一些大型廣告公司受到WPP發(fā)展戰(zhàn)略的影響,根據(jù)市場環(huán)境和自身特色積極開展投資并購戰(zhàn)略和整合營銷戰(zhàn)略,走上了極具中國特色的廣告集團(tuán)化道路。最后,值得思考的是WPP在華發(fā)展戰(zhàn)略所帶來的重要啟示：面對文化殖民和法律法規(guī)的缺失,只有通過國家、政策、行業(yè)的共同努力,才能幫助本土廣告公司調(diào)整發(fā)展結(jié)構(gòu),掌握話語權(quán),共同抵制文化殖民現(xiàn)象。
[Abstract]:In 21th century, economic globalization brought about the globalization of capital. In the increasingly fierce market competition, the agglomeration of advertising companies has become an inevitable development trend. WPP Group has established three strategic objectives in the market, service and investment, and quickly identified strategic positioning, which plays the role of continuous M & A investment group, information technology R & D, integrated marketing service providers in the process of expansion. Operating and management group four identity roles, the overall implementation of market-oriented advertising agency system, new media technology research and development, investment mergers and acquisitions, internal management and other strategic decisions. The strategic development of WPP, which has become a global advertising giant, is also a constant change and development in the process of rapid growth. The perfect process of development and operation of WPP reflects its various strategic profit models and ensures its stable economic source. M & A strategy is the most important means for WPP to strengthen itself. The process of M & A reflects the change of WPP development from initial scale economy to obvious scope economy. These strategic behaviors are based on its strategic planning. WPP Group contributed to the strategic advantage in the competition. With the strong expansion of WPP, China became the third largest market of WPP. The development strategy of WPP in China is remarkable. Through the analysis of the development of China's advertising industry and the insight of domestic consumers, the adjustment of WPP strategy in China focuses on Internet marketing. Cross-industry integration and talent reserve. As a foreign advertising group with the largest number of subsidiaries in mainland China, WPP has brought great competitive pressure and challenges to Chinese advertising companies. Its development has become a "blueprint" for them to learn and emulate one after another. Among them, with the blue cursor, provincial and Guangzhou media, Changrong spread the three most prominent advertising companies in China, the development of WPP has brought vitality to the Chinese advertising industry. However, the "cultural hegemonism" brought by WPP in the process of expansion has gradually lost some of the right to speak of Chinese advertising companies, which also reflects the lack of laws and regulations in China's cultural monopoly from the other side. All these bring enlightening thinking to the Chinese culture and legal policy behind the Chinese advertising industry. The development strategy of enterprises determines the development goal and practice of WPP Group under its strategic planning. Constantly improve their own management and research consumer needs, actively carry out capital operations for mergers and acquisitions, through digital marketing, integrated marketing to provide comprehensive advertising services, cultivate a large number of long-term cooperation of loyal customers. Thus avoiding the risk brought by the traditional single advertising service mode and promoting the maximization of enterprise profits. Meanwhile, the success of WPP development strategy in China has also brought a profound impact on the Chinese advertising industry. Under the influence of WPP development strategy, some large advertising companies actively carry out investment merger strategy and integrated marketing strategy according to the market environment and their own characteristics. Finally, it is worth thinking about the important enlightenment brought by the development strategy of WPP in China: facing the cultural colonization and the lack of laws and regulations, only through the country, policy. The joint efforts of the industry can help local advertising companies adjust their development structure, master the right to speak, and resist cultural colonization.
【學(xué)位授予單位】：湖南師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F713.8

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