本文選題：通士達 + 轉型　； 參考：《華僑大學》2015年碩士論文

【摘要】：近年來,節(jié)能與環(huán)保成為世界范圍內普遍關注的主題,各國紛紛推進節(jié)能減排措施,推動高效照明產(chǎn)品的普及和應用,市場快速成長。與此同時,照明行業(yè)作為勞動密集型行業(yè),它的規(guī)范成長,關系著千萬人的就業(yè)和社會的穩(wěn)定。中國是照明產(chǎn)品的生產(chǎn)大國,占有世界照明產(chǎn)品90%以上的份額。然而,國內照明生產(chǎn)企業(yè)多以代工為主,技術、市場兩頭在外,業(yè)內白熱化的價格戰(zhàn)不斷蠶食有限的利潤空間,加上針對中國的貿(mào)易壁壘造成的與其他國家同業(yè)企業(yè)競爭的不公平環(huán)境,企業(yè)生存越來越困難。因此,研究以代工為主的照明企業(yè)轉型期的營銷策略具有重要的理論價值和現(xiàn)實意義。通士達是一家有著悠久歷史的照明企業(yè),從1963年做白熾燈開始,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公司合作的機會,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、并參與過幾代照明產(chǎn)品殘酷的市場競爭后,通士達無疑是業(yè)內最典型的企業(yè)之一,有關它的研究成果,對業(yè)內眾多企業(yè)具有相當?shù)慕梃b意義。如今,在第三代固體照明LED產(chǎn)品上,通士達再次面臨激烈的競爭,如何在復雜的環(huán)境中找準策略、找到出路,不僅再一次把通士達放在十字路口上,也將再次帶動行業(yè)的新一輪洗牌。本文擬選取廈門通士達照明公司進行研究,采用PEST方法,從政治經(jīng)濟、法律法規(guī)、社會環(huán)境、技術環(huán)境等四方面對宏觀環(huán)境進行深入分析;再運用波特五力模型對行業(yè)競爭環(huán)境進行有效分析;再利用SWOT矩陣,分析羅列企業(yè)的優(yōu)勢、劣勢、機會與威脅。在此分析上,提出公司在現(xiàn)階段可能采取的營銷改善策略。然后,采用STP理論,立足企業(yè)自身的核心優(yōu)勢,針對現(xiàn)行營銷策略存在的問題提出企業(yè)調整后的業(yè)務定位和競爭策略,再用營銷4P理論的工具分別闡述企業(yè)在產(chǎn)品、價格、渠道和促銷等四方面應做出的適應性策略調整。最后,針對企業(yè)當前管理中存在的問題,探討如何改進組織、投入資源和建立市場導向的觀念來保障公司營銷策略的有效實施。
[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.

【學位授予單位】：華僑大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F274;F426.6

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本文編號：1782037