本文選題：非煤地下礦山設(shè)備　切入點(diǎn)：目標(biāo)細(xì)分市場(chǎng)　出處：《南京大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著全球經(jīng)濟(jì)增速放緩,原材料需求的減弱和主要礦石價(jià)格的疲軟對(duì)礦山和礦山設(shè)備行業(yè)的發(fā)展均提出了挑戰(zhàn)。在十三五的開年之年,礦山設(shè)備提供商如何更好地進(jìn)行市場(chǎng)開發(fā),通過市場(chǎng)細(xì)分和目標(biāo)市場(chǎng)選擇,更有針對(duì)性提供高效有競(jìng)爭(zhēng)優(yōu)勢(shì)的產(chǎn)品,深耕中國(guó)礦山市場(chǎng),服務(wù)礦山客戶,為客戶提供更符合細(xì)分客戶價(jià)值主張的設(shè)備和實(shí)現(xiàn)企業(yè)可持續(xù)發(fā)展。已經(jīng)成為包括C公司地下礦山業(yè)務(wù)部在內(nèi)的國(guó)內(nèi)外礦山設(shè)備企業(yè)在國(guó)內(nèi)市場(chǎng)發(fā)展共同面臨的挑戰(zhàn)。本文將通過PEST來分析行業(yè)外部宏觀環(huán)境,掃描國(guó)內(nèi)地下礦山概況和地下礦山設(shè)備行業(yè)競(jìng)爭(zhēng)態(tài)勢(shì)。通過SWOT分析結(jié)合企業(yè)自身?yè)碛械馁Y源和外部環(huán)境,分析國(guó)內(nèi)非煤地下礦山設(shè)備市場(chǎng),并對(duì)整個(gè)市場(chǎng)按照客戶群體特征進(jìn)行市場(chǎng)細(xì)分。針對(duì)主要礦山和建筑兩個(gè)行業(yè)客戶群體,細(xì)分為礦山高端細(xì)分市場(chǎng)、礦山中高端細(xì)分市場(chǎng)、礦山中低端細(xì)分市場(chǎng)、礦山低端細(xì)分市場(chǎng)、建筑高端細(xì)分市場(chǎng)、建筑中高端細(xì)分市場(chǎng)、建筑中低端細(xì)分市場(chǎng)和建筑低端細(xì)分市場(chǎng)。在對(duì)當(dāng)前市場(chǎng)容量、未來市場(chǎng)趨勢(shì)和C公司競(jìng)爭(zhēng)優(yōu)勢(shì)進(jìn)行可比較分析來確定目標(biāo)細(xì)分市場(chǎng)。然后分析各個(gè)目標(biāo)細(xì)分市場(chǎng),并結(jié)合各個(gè)細(xì)分市場(chǎng)的市場(chǎng)吸引力、市場(chǎng)潛力和盈利能力,針對(duì)每個(gè)細(xì)分市場(chǎng)和C公司自身具備的優(yōu)勢(shì)來提出C公司在相關(guān)目標(biāo)細(xì)分市場(chǎng)的營(yíng)銷策略建議。本文嘗試從高端、中端和低端等細(xì)分市場(chǎng),全面給出C公司地下礦山業(yè)務(wù)在國(guó)內(nèi)市場(chǎng)的營(yíng)銷策略建議。在每個(gè)主要目標(biāo)細(xì)分市場(chǎng)的推演,本文的建議將從保持高端地下礦山細(xì)分市場(chǎng)的領(lǐng)先競(jìng)爭(zhēng)優(yōu)勢(shì),加大高潛力中斷礦山細(xì)分市場(chǎng)的滲透和產(chǎn)品開發(fā),抓住隧道工程市場(chǎng)機(jī)遇迅速占領(lǐng)細(xì)分市場(chǎng)高地等三個(gè)方面進(jìn)行建議。本文的戰(zhàn)略分析主要針對(duì)C公司的地下礦山業(yè)務(wù)部在國(guó)內(nèi)市場(chǎng)的戰(zhàn)略分析和實(shí)施建議,對(duì)整個(gè)地下礦山設(shè)備提供商均有一定的適用性。另外,礦山設(shè)備行業(yè)領(lǐng)先提供商如何在全球原材料需求放緩,國(guó)內(nèi)礦山固定資產(chǎn)投資不強(qiáng)的背景下保持企業(yè)的健康經(jīng)營(yíng),抓住礦山客戶對(duì)采礦設(shè)備的價(jià)值變化,加強(qiáng)市場(chǎng)開發(fā)和滲透,贏得更多的市場(chǎng)份額。同時(shí),作為全球重要的原材料生產(chǎn)國(guó)和礦石開采國(guó),如何更好的利用先進(jìn)環(huán)保的設(shè)備,在礦山行業(yè)勞動(dòng)力短缺的大背景下,實(shí)現(xiàn)礦山的可持續(xù)發(fā)展和提高礦工的工作環(huán)境。
[Abstract]:As global economic growth slows, demand for raw materials weakens and major ore prices weaken, challenging the development of the mining and mining equipment industries. How can mine equipment providers better carry out market development, provide highly efficient and competitive products through market segmentation and target market selection, deeply cultivate China's mining market, and serve mine customers? It has become a common challenge for domestic and foreign mining equipment enterprises, including the underground mining business department of company C, to develop their domestic and foreign mining equipment enterprises in the domestic market, to provide customers with more equipment in line with the value proposition of the subdivision customers and to realize the sustainable development of the enterprises. Challenge. This article will use PEST to analyze the external macro environment of the industry, The general situation of domestic underground mines and the competition situation of underground mining equipment industry are scanned. The domestic non-coal underground mining equipment market is analyzed through SWOT analysis combined with the resources and external environment owned by the enterprises themselves. According to the characteristics of the customers, the whole market is subdivided into the high end of the mine, the middle and the high end of the mine, the middle and low end of the mine. Mine low end subdivision market, building high end subdivision market, building middle and high end subdivision market, building low end subdivision market and building low end subdivision market. The future market trend and C company's competitive advantage can be compared to determine the target subdivision market, and then analyze each target segment market, and combine the market attractiveness, market potential and profitability of each subdivision market. According to the advantages of each subdivision market and C company, the paper puts forward the marketing strategy suggestions of C company in the related target market. This paper tries to segment the market from the high, middle and low end. This paper gives the marketing strategy suggestions of C Company underground mine business in the domestic market. In the deduction of each main target subdivision market, the suggestion of this paper will be from maintaining the leading competitive advantage of the high-end underground mine subdivision market. Increasing the high potential to interrupt the penetration of the mining subdivision market and the development of products, The strategic analysis of this paper mainly focuses on the strategic analysis and implementation suggestions of the underground mining business department of company C in the domestic market. It has certain applicability to the whole underground mine equipment provider. In addition, how to keep the enterprise's healthy operation in the background of the global demand for raw materials and the low investment in fixed assets of domestic mining industry is the leading provider of mine equipment industry. Grasp the value change of mining equipment by mining customers, strengthen market development and penetration, win more market share. Meanwhile, as an important raw material producer and ore mining country in the world, how to make better use of advanced environmental protection equipment, Under the background of labor shortage in mining industry, the sustainable development of mines and the improvement of working environment of miners are realized.
【學(xué)位授予單位】：南京大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F274;F426.1

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本文編號(hào)：1567115