本文選題：通士達(dá) + 轉(zhuǎn)型��； 參考：《華僑大學(xué)》2015年碩士論文

【摘要】：近年來(lái),節(jié)能與環(huán)保成為世界范圍內(nèi)普遍關(guān)注的主題,各國(guó)紛紛推進(jìn)節(jié)能減排措施,推動(dòng)高效照明產(chǎn)品的普及和應(yīng)用,市場(chǎng)快速成長(zhǎng)。與此同時(shí),照明行業(yè)作為勞動(dòng)密集型行業(yè),它的規(guī)范成長(zhǎng),關(guān)系著千萬(wàn)人的就業(yè)和社會(huì)的穩(wěn)定。中國(guó)是照明產(chǎn)品的生產(chǎn)大國(guó),占有世界照明產(chǎn)品90%以上的份額。然而,國(guó)內(nèi)照明生產(chǎn)企業(yè)多以代工為主,技術(shù)、市場(chǎng)兩頭在外,業(yè)內(nèi)白熱化的價(jià)格戰(zhàn)不斷蠶食有限的利潤(rùn)空間,加上針對(duì)中國(guó)的貿(mào)易壁壘造成的與其他國(guó)家同業(yè)企業(yè)競(jìng)爭(zhēng)的不公平環(huán)境,企業(yè)生存越來(lái)越困難。因此,研究以代工為主的照明企業(yè)轉(zhuǎn)型期的營(yíng)銷策略具有重要的理論價(jià)值和現(xiàn)實(shí)意義。通士達(dá)是一家有著悠久歷史的照明企業(yè),從1963年做白熾燈開(kāi)始,企業(yè)已經(jīng)經(jīng)歷了數(shù)次行業(yè)變革。在九十年代中期被迫重組后,通士達(dá)在第二代照明產(chǎn)品-緊湊型節(jié)能燈上,抓住與世界照明巨頭-GE公司合作的機(jī)會(huì),又一次成功登上了行業(yè)龍頭企業(yè)的地位。在歷經(jīng)了破產(chǎn)重組的低谷和行業(yè)龍頭的巔峰、并參與過(guò)幾代照明產(chǎn)品殘酷的市場(chǎng)競(jìng)爭(zhēng)后,通士達(dá)無(wú)疑是業(yè)內(nèi)最典型的企業(yè)之一,有關(guān)它的研究成果,對(duì)業(yè)內(nèi)眾多企業(yè)具有相當(dāng)?shù)慕梃b意義。如今,在第三代固體照明LED產(chǎn)品上,通士達(dá)再次面臨激烈的競(jìng)爭(zhēng),如何在復(fù)雜的環(huán)境中找準(zhǔn)策略、找到出路,不僅再一次把通士達(dá)放在十字路口上,也將再次帶動(dòng)行業(yè)的新一輪洗牌。本文擬選取廈門通士達(dá)照明公司進(jìn)行研究,采用PEST方法,從政治經(jīng)濟(jì)、法律法規(guī)、社會(huì)環(huán)境、技術(shù)環(huán)境等四方面對(duì)宏觀環(huán)境進(jìn)行深入分析;再運(yùn)用波特五力模型對(duì)行業(yè)競(jìng)爭(zhēng)環(huán)境進(jìn)行有效分析;再利用SWOT矩陣,分析羅列企業(yè)的優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)與威脅。在此分析上,提出公司在現(xiàn)階段可能采取的營(yíng)銷改善策略。然后,采用STP理論,立足企業(yè)自身的核心優(yōu)勢(shì),針對(duì)現(xiàn)行營(yíng)銷策略存在的問(wèn)題提出企業(yè)調(diào)整后的業(yè)務(wù)定位和競(jìng)爭(zhēng)策略,再用營(yíng)銷4P理論的工具分別闡述企業(yè)在產(chǎn)品、價(jià)格、渠道和促銷等四方面應(yīng)做出的適應(yīng)性策略調(diào)整。最后,針對(duì)企業(yè)當(dāng)前管理中存在的問(wèn)題,探討如何改進(jìn)組織、投入資源和建立市場(chǎng)導(dǎo)向的觀念來(lái)保障公司營(yíng)銷策略的有效實(shí)施。
[Abstract]:In recent years, energy conservation and environmental protection have become the theme of universal concern worldwide. All countries have pushed forward energy saving and emission reduction measures, promoting the popularization and application of high efficiency lighting products, and the market is growing rapidly. At the same time, the lighting industry is a labor intensive industry, its standard growth is related to the employment of millions of people and social stability. The big country of the production of bright products occupies more than 90% of the world's lighting products. However, the domestic lighting production enterprises are mainly based on the generation of generation, technology and market, and the price war in the industry is constantly feeding on the limited profit space, and the unfair environment made by the trade barriers against other countries made by China's trade barriers. It is more and more difficult for the enterprise to survive. Therefore, it is of great theoretical and practical significance to study the marketing strategy of the transition period of the lighting enterprise based on the generation of subsistence. On the second generation of lighting products - compact energy-saving lamps, seize the opportunity to cooperate with the world lighting giant -GE company, and once again successfully ascended the position of the industry leading enterprises. After the trough of bankruptcy reorganization and the peak of the industry leading, and after the market competition of several generations of lighting products, it is undoubtedly the best of the industry. One of the typical enterprises, related to its research results, has considerable reference to many enterprises in the industry. Now, on the third generation of solid lighting LED products, Tong Shi is faced with fierce competition. How to find out the strategy in the complex environment and find a way out, not only to put it at the crossroads again, but also to bring it again. The new round of shuffle in the industry. This article is to select Xiamen Tong Shi lighting company to carry on the research, use the PEST method, from the political economy, law and regulation, social environment, technical environment and other four sides to analyze the macro environment in-depth analysis; then the Potter five force model is used to analyze the industry competitive environment effectively; and then use the SWOT matrix to analyze the listed companies. The advantages, disadvantages, opportunities and threats of the industry. In this analysis, we put forward the marketing improvement strategy that the company may take at the present stage. Then, it adopts the STP theory, based on the core advantages of the enterprise, and puts forward the business orientation and competition strategy after the adjustment of the current marketing strategy, and then expounds the tools of the marketing 4P theory respectively. The enterprise should adjust the adaptive strategy in four aspects, such as product, price, channel and promotion. Finally, in view of the problems existing in the current management of the enterprise, this paper discusses how to improve the organization, invest resources and establish the concept of market orientation to ensure the effective implementation of the company's marketing strategy.

【學(xué)位授予單位】：華僑大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F274;F426.6

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本文編號(hào)：1782037