發(fā)布時(shí)間：2018-05-19 14:55

  本文選題：營(yíng)銷模式 + 集團(tuán)化發(fā)展戰(zhàn)略��； 參考：《華北理工大學(xué)》2017年碩士論文

【摘要】：當(dāng)前,中國(guó)經(jīng)濟(jì)發(fā)展正處于轉(zhuǎn)折期,經(jīng)濟(jì)增長(zhǎng)放緩,在國(guó)家大力推進(jìn)供應(yīng)側(cè)改革的背景下,鋼鐵企業(yè)面臨產(chǎn)能過(guò)剩和資源環(huán)保的雙重壓力,鋼鐵企業(yè)經(jīng)營(yíng)模式面臨巨大挑戰(zhàn),各大鋼鐵企業(yè)在激烈競(jìng)爭(zhēng)中尋求機(jī)遇,突破企業(yè)發(fā)展壁壘,營(yíng)銷管理模式的轉(zhuǎn)變成為重中之重。唐鋼作為國(guó)內(nèi)鋼鐵行業(yè)的龍頭企業(yè)之一,致力于打造國(guó)際一流產(chǎn)品,建設(shè)最具競(jìng)爭(zhēng)力鋼鐵企業(yè),面對(duì)嚴(yán)酷的市場(chǎng)環(huán)境,對(duì)營(yíng)銷管理模式進(jìn)行了調(diào)整,雖然銷售集團(tuán)化發(fā)展戰(zhàn)略模式的運(yùn)作使企業(yè)具備一定的競(jìng)爭(zhēng)優(yōu)勢(shì),但在實(shí)際運(yùn)行中還存在諸多問(wèn)題,如定價(jià)機(jī)制應(yīng)對(duì)市場(chǎng)變化滯后;產(chǎn)品結(jié)構(gòu)單一、附加值低以及營(yíng)銷渠道單一等。論文以唐鋼產(chǎn)品營(yíng)銷模式的發(fā)展與調(diào)整為研究對(duì)象,運(yùn)用波士頓矩陣、SWOT分析模型以及波特五力模型等營(yíng)銷管理分析工具,系統(tǒng)的分析了唐鋼現(xiàn)行營(yíng)銷模式存在的諸多問(wèn)題,總結(jié)了唐鋼產(chǎn)品營(yíng)銷模式調(diào)整帶來(lái)的顯著成果,探討唐鋼式企業(yè)發(fā)展戰(zhàn)略及營(yíng)銷管理模式。唐鋼集團(tuán)在營(yíng)銷戰(zhàn)略、產(chǎn)品策略、渠道策略以及銷售系統(tǒng)的構(gòu)建等方面均取得了很好的成效:1)國(guó)內(nèi)鋼鐵企業(yè)中,在企業(yè)運(yùn)作模式上將集團(tuán)化發(fā)展戰(zhàn)略率先實(shí)現(xiàn)“實(shí)質(zhì)性”運(yùn)作,縮短了企業(yè)間文化差距,通過(guò)產(chǎn)品產(chǎn)線整合,產(chǎn)品同質(zhì)化減弱,減小了內(nèi)部直接競(jìng)爭(zhēng)影響,形成了實(shí)質(zhì)集團(tuán)化發(fā)展戰(zhàn)略的合力。2)銷售集團(tuán)化發(fā)展戰(zhàn)略運(yùn)作模式加大了生產(chǎn)與市場(chǎng)銜接力度,提升了唐鋼的整體市場(chǎng)影響力、競(jìng)爭(zhēng)力。3)在產(chǎn)品策略方面,對(duì)產(chǎn)品結(jié)構(gòu)進(jìn)行了調(diào)整,以高端、特色產(chǎn)品的開(kāi)發(fā)為重點(diǎn),以開(kāi)發(fā)重點(diǎn)項(xiàng)目為依托,擴(kuò)大了市場(chǎng)影響力,獨(dú)有的品牌效應(yīng)逐步形成,為高端市場(chǎng)的開(kāi)辟打下了堅(jiān)實(shí)的基礎(chǔ),使企業(yè)由產(chǎn)品生產(chǎn)型向服務(wù)型的轉(zhuǎn)型得到了很大的促進(jìn)。4)在渠道策略方面,唐鋼集團(tuán)銷售渠道以直供渠道為主,以協(xié)議經(jīng)銷商的過(guò)渡模式為輔,全面推進(jìn)大客戶經(jīng)理制,有效的把握終端市場(chǎng)的控制與管理,逐步實(shí)現(xiàn)產(chǎn)線對(duì)接客戶,縮短了渠道流程,優(yōu)化了供給側(cè)服務(wù)體系。
[Abstract]:At present, China's economic development is in a turning point, economic growth is slowing down. Under the background of the country vigorously promoting supply-side reform, steel enterprises are facing the double pressure of overcapacity and environmental protection of resources, and the operation mode of iron and steel enterprises is facing enormous challenges. The iron and steel enterprises seek opportunities in the fierce competition, break through the barriers of enterprise development, and the transformation of marketing management mode becomes the most important. As one of the leading enterprises in the domestic steel industry, Tangshan Iron and Steel Co. Ltd is committed to building international first-class products and building the most competitive steel enterprises. In the face of the harsh market environment, it has adjusted its marketing management model. Although the operation of the sales collectivization development strategy mode makes the enterprises have certain competitive advantages, there are still many problems in the actual operation, such as pricing mechanism to cope with the market changes lag, the product structure is single, Low added value and single marketing channel. This paper takes the development and adjustment of the product marketing model of Tangshan Iron and Steel Co. Ltd as the research object. Using the Boston Matrix SWOT analysis model and Porter's five Force Model, this paper systematically analyzes many problems existing in the current marketing mode of Tangshan Iron and Steel Co. This paper summarizes the remarkable achievements brought about by the adjustment of product marketing mode in Tangshan Iron and Steel Co., Ltd., and probes into the development strategy and marketing management mode of Tangshan Iron and Steel Co. Tangshan Iron and Steel Group has achieved good results in marketing strategy, product strategy, channel strategy and the construction of sales system. Among the domestic iron and steel enterprises, the group development strategy is the first to realize "substantial" operation in the enterprise operation mode. It shortens the cultural gap between enterprises, weakens product homogeneity through product line integration, and reduces the influence of direct internal competition. Forming the resultant force of the substantive collectivization development strategy. 2) the operational mode of the sales collectivization development strategy strengthens the linkage between production and market, enhances the overall market influence of Tangshan Iron and Steel Company, and promotes the competitiveness. 3) in terms of product strategy, The product structure has been adjusted, focusing on the development of high-end and characteristic products, relying on the development of key projects, expanding the market influence and gradually forming the unique brand effect, laying a solid foundation for the opening up of the high-end market. The transformation of enterprises from production-oriented to service-oriented has been greatly promoted. In terms of channel strategy, the sales channels of Tangshan Iron and Steel Group are mainly direct supply channels, supplemented by the transitional mode of agreement dealers, and the key account manager system has been comprehensively promoted. Effectively grasp the terminal market control and management, gradually realize the production line docking customers, shorten the channel process, optimize the supply-side service system.
【學(xué)位授予單位】：華北理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.31;F274

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