發(fā)布時間：2018-05-19 14:55

  本文選題：營銷模式 + 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,中國經(jīng)濟(jì)發(fā)展正處于轉(zhuǎn)折期,經(jīng)濟(jì)增長放緩,在國家大力推進(jìn)供應(yīng)側(cè)改革的背景下,鋼鐵企業(yè)面臨產(chǎn)能過剩和資源環(huán)保的雙重壓力,鋼鐵企業(yè)經(jīng)營模式面臨巨大挑戰(zhàn),各大鋼鐵企業(yè)在激烈競爭中尋求機(jī)遇,突破企業(yè)發(fā)展壁壘,營銷管理模式的轉(zhuǎn)變成為重中之重。唐鋼作為國內(nèi)鋼鐵行業(yè)的龍頭企業(yè)之一,致力于打造國際一流產(chǎn)品,建設(shè)最具競爭力鋼鐵企業(yè),面對嚴(yán)酷的市場環(huán)境,對營銷管理模式進(jìn)行了調(diào)整,雖然銷售集團(tuán)化發(fā)展戰(zhàn)略模式的運作使企業(yè)具備一定的競爭優(yōu)勢,但在實際運行中還存在諸多問題,如定價機(jī)制應(yīng)對市場變化滯后;產(chǎn)品結(jié)構(gòu)單一、附加值低以及營銷渠道單一等。論文以唐鋼產(chǎn)品營銷模式的發(fā)展與調(diào)整為研究對象,運用波士頓矩陣、SWOT分析模型以及波特五力模型等營銷管理分析工具,系統(tǒng)的分析了唐鋼現(xiàn)行營銷模式存在的諸多問題,總結(jié)了唐鋼產(chǎn)品營銷模式調(diào)整帶來的顯著成果,探討唐鋼式企業(yè)發(fā)展戰(zhàn)略及營銷管理模式。唐鋼集團(tuán)在營銷戰(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)國內(nèi)鋼鐵企業(yè)中,在企業(yè)運作模式上將集團(tuán)化發(fā)展戰(zhàn)略率先實現(xiàn)“實質(zhì)性”運作,縮短了企業(yè)間文化差距,通過產(chǎn)品產(chǎn)線整合,產(chǎn)品同質(zhì)化減弱,減小了內(nèi)部直接競爭影響,形成了實質(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)略運作模式加大了生產(chǎn)與市場銜接力度,提升了唐鋼的整體市場影響力、競爭力。3)在產(chǎn)品策略方面,對產(chǎn)品結(jié)構(gòu)進(jìn)行了調(diào)整,以高端、特色產(chǎn)品的開發(fā)為重點,以開發(fā)重點項目為依托,擴(kuò)大了市場影響力,獨有的品牌效應(yīng)逐步形成,為高端市場的開辟打下了堅實的基礎(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的控制與管理,逐步實現(xiàn)產(chǎn)線對接客戶,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)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.31;F274

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