泰華橡膠有限責(zé)任公司濃縮天然乳膠的營(yíng)銷(xiāo)策略研究
發(fā)布時(shí)間：2018-07-23 15:31
【摘要】：橡膠產(chǎn)業(yè)是泰國(guó)的主要出口產(chǎn)品。橡膠制品主要出口到美國(guó)、中國(guó)、日本和歐洲的高工業(yè)國(guó)家。天然橡膠的主要生產(chǎn)國(guó)和出口國(guó)是泰國(guó)、馬來(lái)西亞、印度尼西亞和越南。至于競(jìng)爭(zhēng)環(huán)境的評(píng)估,泰國(guó)的競(jìng)爭(zhēng)力是在熏橡膠和乳膠的最高水平。為了適應(yīng)全球化的發(fā)展,政府機(jī)構(gòu)制定的發(fā)展戰(zhàn)略,促進(jìn)了泰國(guó)橡膠事業(yè)的發(fā)展。然而,2015年上半期,從AEC獲取的信息仍然很匱乏,自由貿(mào)易協(xié)定也是一樣。這項(xiàng)研究的目的是產(chǎn)生當(dāng)代信息的生產(chǎn),以提高競(jìng)爭(zhēng)力,并支持實(shí)施作為一個(gè)政策規(guī)劃的使用。本研究旨在探討泰國(guó)華橡公共公司的橡膠生產(chǎn)和營(yíng)銷(xiāo)計(jì)劃,分析其積極因素和局限性,并從不同的私人和政府來(lái)源推薦策略和數(shù)據(jù)。研究表明,泰國(guó)橡膠生產(chǎn)已經(jīng)在一個(gè)強(qiáng)勁的增長(zhǎng)階段很多年,有增加生產(chǎn)的空間,因?yàn)楣⿷?yīng)仍然不能滿(mǎn)足世界市場(chǎng)的需求。為了建立一個(gè)強(qiáng)大的橡膠業(yè)務(wù),生產(chǎn)和銷(xiāo)售應(yīng)該是計(jì)劃根據(jù)內(nèi)部因素,這種作為生產(chǎn)土壤,橡膠應(yīng)變,化學(xué)肥料,更高的國(guó)內(nèi)銷(xiāo)售價(jià)格,方便運(yùn)輸,建立國(guó)際橡膠企業(yè)建立合作組織在三個(gè)國(guó)家,泰國(guó),馬來(lái)西亞和印度尼西亞;和外部因素,例如,移動(dòng)基地的汽車(chē)生產(chǎn)到泰國(guó)和中國(guó)的世界需求生膠,自由世界貿(mào)易,經(jīng)濟(jì)狀況比同等國(guó)家和世界經(jīng)濟(jì)的增長(zhǎng)。泰國(guó)橡膠發(fā)展適當(dāng)?shù)牟呗詫⑹?來(lái)支持和發(fā)展提高橡膠菌株,以增加生產(chǎn)每清萊,以發(fā)展優(yōu)質(zhì)肥代替化肥,以提高技術(shù)的發(fā)展,以降低買(mǎi)家的談判力,對(duì)原材料和生產(chǎn)價(jià)值交易,以支持研究橡膠,以尋找機(jī)會(huì)在世界自由貿(mào)易,建立標(biāo)準(zhǔn),促進(jìn)品牌認(rèn)可轉(zhuǎn)化橡膠生產(chǎn);政府政策應(yīng)該是清晰、連續(xù),為了服務(wù)于國(guó)際橡膠業(yè)務(wù),幫助他們找到新的機(jī)會(huì)。并根據(jù)世界價(jià)格建立國(guó)家價(jià)格。世界橡膠生產(chǎn)的需求不斷增加,泰國(guó)仍然是世界上主要的橡膠生產(chǎn)國(guó),橡膠生產(chǎn)應(yīng)該是可持續(xù)的,并給予優(yōu)先發(fā)展。與新世界貿(mào)易出現(xiàn)的次序,如移動(dòng)的基地生產(chǎn)的汽車(chē)到亞洲,泰國(guó),馬來(lái)西亞和印度尼西亞之間的合作組織應(yīng)該被開(kāi)發(fā),以確保我們國(guó)家獲得最大效益,延長(zhǎng)橡膠生產(chǎn)可持續(xù)發(fā)展的未來(lái)。本研究的主要目的是研究公司的營(yíng)銷(xiāo)計(jì)劃、優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)和威脅。分析和應(yīng)用,通過(guò)使用其他相關(guān)的研究和理論,以促進(jìn)營(yíng)銷(xiāo)效率的發(fā)展。從研究中得出以下結(jié)論;(1)在諸如人口、經(jīng)濟(jì)、社會(huì)和文化、自由貿(mào)易投資和全球氣候變化等行業(yè)中,有不同的情感因素。國(guó)家和國(guó)際的限制是農(nóng)業(yè)發(fā)展方向的主要因素。當(dāng)經(jīng)濟(jì)處于低迷時(shí)期,橡膠行業(yè)也會(huì)對(duì)各個(gè)方面產(chǎn)生影響,尤其是橡膠的需求。社交、技術(shù)和新來(lái)者的競(jìng)爭(zhēng)對(duì)手也是他們肩上的另一個(gè)風(fēng)險(xiǎn)。而在企業(yè)中發(fā)揮最大作用的最重要的組織就是政府。一切在這項(xiàng)業(yè)務(wù)主要依賴(lài)的信度和效度的政府或商務(wù)部是確切的,即時(shí)乳膠基礎(chǔ)價(jià)格,促進(jìn)橡膠相關(guān)的產(chǎn)品和支持研究設(shè)施甚至援助基金組織提高橡膠制品和人工林對(duì)國(guó)際競(jìng)爭(zhēng)對(duì)手。因此,泰華橡膠有限公司必須做好準(zhǔn)備,以適應(yīng)不斷變化的情況。(2)大中華橡膠有限公司還關(guān)注內(nèi)部環(huán)境因素,特別是影響公司的內(nèi)部環(huán)境因素。公司的關(guān)鍵方法是在泰國(guó)的南部獲得更多的中介,通過(guò)解決橡膠的價(jià)格在每一天,并應(yīng)用推廣的使用,以吸引更多的中介。此外,公司還計(jì)劃在國(guó)內(nèi)和國(guó)際性的公司作為原料交付橡膠制品。并著重于本集團(tuán)的供應(yīng)商,誰(shuí)是我們的目標(biāo)市場(chǎng),并買(mǎi)了集中乳膠的估計(jì)價(jià)格。內(nèi)部環(huán)境分析是一個(gè)廣泛的審查公司的運(yùn)作,內(nèi)部指導(dǎo)和任務(wù)的所有方面。典型的審查方面的營(yíng)銷(xiāo)策略,生產(chǎn)能力,遠(yuǎn)見(jiàn)和領(lǐng)導(dǎo)能力。所有這些都是用挑剔的眼光來(lái)檢查發(fā)現(xiàn)這些方面可能是有問(wèn)題的,但在日常運(yùn)作中被忽視。非營(yíng)利組織也可能進(jìn)行類(lèi)似的分析。公司管理層通常會(huì)啟動(dòng)這一內(nèi)部分析,以確定風(fēng)險(xiǎn)和機(jī)會(huì)的領(lǐng)域。高級(jí)管理層對(duì)本組織的整體運(yùn)作進(jìn)行評(píng)估,以評(píng)估其長(zhǎng)處和短處。這通常是一個(gè)詳盡的審查,目的是確定和糾正這些內(nèi)部因素,限制了公司的增長(zhǎng)。內(nèi)部環(huán)境分析與外部分析形成對(duì)比,這是一個(gè)宏觀的經(jīng)營(yíng)環(huán)境。(3)泰華橡膠有限公司分為兩家主要的市場(chǎng)主體、供應(yīng)商及客戶(hù)。主要目標(biāo)是擴(kuò)大在南方的橡膠種植園。有許多新的供應(yīng)商誰(shuí)可以提供更多的橡膠材料比市場(chǎng)需求。公司的目標(biāo)市場(chǎng)是中介集團(tuán)。泰華橡膠有限公司是第一家,在南部地區(qū),提供充分的管理制度和資金,發(fā)展高標(biāo)準(zhǔn)的現(xiàn)代機(jī)械和技術(shù)。該過(guò)程將經(jīng)過(guò)4個(gè)磷的營(yíng)銷(xiāo)計(jì)劃,以實(shí)現(xiàn)公司的目標(biāo),包括提高企業(yè)的競(jìng)爭(zhēng)力。公司采用KPI(關(guān)鍵績(jī)效指標(biāo))來(lái)幫助清理他們的價(jià)值,在任何規(guī)模的組織。戰(zhàn)略計(jì)劃是支持問(wèn)題的問(wèn)題,通過(guò)提供以下目標(biāo)的市場(chǎng)計(jì)劃;1)提高競(jìng)爭(zhēng)力的能力。2)提高單位面積的效率。3)以出口橡膠為原料的比例降低。4)促進(jìn)橡膠制品創(chuàng)造更多價(jià)值。5)在國(guó)內(nèi)和國(guó)際上擴(kuò)大橡膠制品。6)提高生產(chǎn)率和質(zhì)量的橡膠為原料。7)提高農(nóng)民的生產(chǎn)技能。8)提高原膠質(zhì)量。9)提高系統(tǒng)和技術(shù)轉(zhuǎn)移過(guò)程。10)國(guó)內(nèi)外橡膠系統(tǒng)升級(jí)。11)改善橡膠加工,橡膠制品和橡膠木。12)改善公共部門(mén)管理。13)鼓勵(lì)國(guó)際合作,支持東盟(AEC)。14)研究的影響,從AEC的適應(yīng)和利用。15)研究支持。16)增加收入,提高橡膠農(nóng)民的幸福感。17)人力資源開(kāi)發(fā)。
[Abstract]:Rubber industry is the main export product of Thailand. Rubber products are mainly exported to high industrial countries in the United States, China, Japan and Europe. The main producers and exporters of natural rubber are Thailand, Malaysia, Indonesia and Vietnam. As for the assessment of the competitive environment, the competitiveness of Thailand is the highest level of fumigating rubber and latex. To adapt to the development of globalization, the development strategy developed by government institutions has promoted the development of the rubber industry in Thailand. However, in the first half of 2015, the information obtained from AEC was still very scarce and the free trade agreement was the same. The purpose of this study was to produce contemporary information production to improve competitiveness and to support implementation as a policy regulation. The purpose of this study is to explore the rubber production and marketing plans of Thailand Hua oak public company, analyze its positive factors and limitations, and recommend strategies and data from different private and government sources. Research shows that the production of rubber in Thailand has been in a strong stage of growth for many years, with the increase of production space because the supply is still available. In order to build a strong rubber business, production and sales should be planned based on internal factors, such as production soil, rubber strain, chemical fertilizer, higher domestic sales price, convenient transportation, and establishment of international rubber enterprise cooperation organization in three countries, Thailand, Malaysia and Indonesia; and external factors, such as the mobile base of automobile production to Thailand and China's world demand for raw rubber, free world trade, economic conditions than the same countries and the world economy growth. Thailand rubber development appropriate strategy will be to support and develop rubber strains to increase production per Chiang Rai, in order to develop high quality fertilizer Instead of chemical fertilizer, to improve the development of technology, to reduce the bargaining power of buyers, to trade in raw materials and production value, to support the research of rubber, to find opportunities in the world free trade, to establish standards, to promote brand recognition and to transform rubber production; government policy should be clear, continuous, to serve the international rubber business and help them find new Thailand is still the major rubber producer in the world, and rubber production should be sustainable and give priority to development. In the order of new world trade, such as mobile base produced cars to Asia, Thailand, Malaysia and India. The cooperation organization between the degrees of degree should be developed to ensure that our country gains the maximum benefit and prolongs the future of sustainable development of rubber production. The main purpose of this study is to study the company's marketing plans, advantages, disadvantages, opportunities and threats. Analysis and application, by making use of other related research and theories to promote marketing efficiency. The following conclusions are drawn from the study; (1) there are different emotional factors in industries such as population, economy, society and culture, free trade and investment and global climate change. National and international restrictions are the main factors in the direction of agricultural development. When the economy is low, the rubber industry will also have an impact on all aspects. It is the demand of rubber. Social, technical and newcomer competitors are another risk on their shoulders. The most important organization that plays the most important role in the enterprise is the government. All the government or commerce department, which is mainly dependent on the reliability and validity of the business, is exact, instant latex base price, and rubber related. Products and support research facilities even aid fund organizations to improve rubber products and artificial forests to international competitors. Therefore, Taihua Rubber Co., Ltd. must be prepared to adapt to the changing situation. (2) the big Chinese Rubber Co., Ltd. also concerns the internal environmental factors, especially the internal environmental factors of the company. The key method is to obtain more intermediaries in the southern part of Thailand by solving the rubber price in every day, and applying the promotion to attract more intermediaries. In addition, the company also plans to deliver rubber products at home and international companies as raw materials. And focus on the group's suppliers, who are our target market, and bought a collection The estimated price of latex. Internal environmental analysis is a broad review of the company's operations, internal guidance and all aspects of the task. Typical review aspects of marketing strategies, productivity, vision and leadership. All of this is a critical look at finding that these aspects may be problematic, but in the daily operation. A non-profit organization may also have a similar analysis. The corporate management usually starts this internal analysis in order to determine the areas of risk and opportunity. Senior management evaluates the overall operation of the organization to assess its strengths and weaknesses. This is usually a detailed review aimed at determining and correcting these internal factors. This is a macro operating environment. (3) Taihua Rubber Co., Ltd. is divided into two major market subjects, suppliers and customers. The main goal is to expand the rubber plantations in the south. There are many new suppliers who can provide more rubber materials than other suppliers. Market demand. The company's target market is the intermediary group. Tai Hua Rubber Co., Ltd. is the first, in the south, to provide sufficient management system and funds to develop high standard modern machinery and technology. The process will pass 4 phosphorus marketing plans to achieve the company's goals, including improving the competitiveness of the enterprise. The company adopts the KPI (key) Performance indicators) to help clean up their value, on any scale of organization. Strategic plans are issues that support problems, market plans that provide the following goals; 1) ability to increase competitiveness.2) to increase the efficiency of unit area efficiency.3) to reduce the proportion of rubber as raw material to lower.4) to promote rubber products to create more value.5) in domestic and International rubber products.6) increasing productivity and quality of rubber for raw material.7) improving farmers' production skills.8) improving the quality of raw rubber) improving the quality of raw rubber).9) improving system and technology transfer process.10) domestic and foreign rubber system upgrading.11) improving rubber processing, rubber products and rubber wood.12) improving public sector management.13) encouraging international cooperation and supporting the East. AEC (.14), the impact of research, from AEC's adaptation and utilization of.15) to support.16) to increase income and improve the well-being of rubber farmers.17) human resource development.
【學(xué)位授予單位】：哈爾濱工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F426.72;F274
本文編號(hào)：2139844
[Abstract]:Rubber industry is the main export product of Thailand. Rubber products are mainly exported to high industrial countries in the United States, China, Japan and Europe. The main producers and exporters of natural rubber are Thailand, Malaysia, Indonesia and Vietnam. As for the assessment of the competitive environment, the competitiveness of Thailand is the highest level of fumigating rubber and latex. To adapt to the development of globalization, the development strategy developed by government institutions has promoted the development of the rubber industry in Thailand. However, in the first half of 2015, the information obtained from AEC was still very scarce and the free trade agreement was the same. The purpose of this study was to produce contemporary information production to improve competitiveness and to support implementation as a policy regulation. The purpose of this study is to explore the rubber production and marketing plans of Thailand Hua oak public company, analyze its positive factors and limitations, and recommend strategies and data from different private and government sources. Research shows that the production of rubber in Thailand has been in a strong stage of growth for many years, with the increase of production space because the supply is still available. In order to build a strong rubber business, production and sales should be planned based on internal factors, such as production soil, rubber strain, chemical fertilizer, higher domestic sales price, convenient transportation, and establishment of international rubber enterprise cooperation organization in three countries, Thailand, Malaysia and Indonesia; and external factors, such as the mobile base of automobile production to Thailand and China's world demand for raw rubber, free world trade, economic conditions than the same countries and the world economy growth. Thailand rubber development appropriate strategy will be to support and develop rubber strains to increase production per Chiang Rai, in order to develop high quality fertilizer Instead of chemical fertilizer, to improve the development of technology, to reduce the bargaining power of buyers, to trade in raw materials and production value, to support the research of rubber, to find opportunities in the world free trade, to establish standards, to promote brand recognition and to transform rubber production; government policy should be clear, continuous, to serve the international rubber business and help them find new Thailand is still the major rubber producer in the world, and rubber production should be sustainable and give priority to development. In the order of new world trade, such as mobile base produced cars to Asia, Thailand, Malaysia and India. The cooperation organization between the degrees of degree should be developed to ensure that our country gains the maximum benefit and prolongs the future of sustainable development of rubber production. The main purpose of this study is to study the company's marketing plans, advantages, disadvantages, opportunities and threats. Analysis and application, by making use of other related research and theories to promote marketing efficiency. The following conclusions are drawn from the study; (1) there are different emotional factors in industries such as population, economy, society and culture, free trade and investment and global climate change. National and international restrictions are the main factors in the direction of agricultural development. When the economy is low, the rubber industry will also have an impact on all aspects. It is the demand of rubber. Social, technical and newcomer competitors are another risk on their shoulders. The most important organization that plays the most important role in the enterprise is the government. All the government or commerce department, which is mainly dependent on the reliability and validity of the business, is exact, instant latex base price, and rubber related. Products and support research facilities even aid fund organizations to improve rubber products and artificial forests to international competitors. Therefore, Taihua Rubber Co., Ltd. must be prepared to adapt to the changing situation. (2) the big Chinese Rubber Co., Ltd. also concerns the internal environmental factors, especially the internal environmental factors of the company. The key method is to obtain more intermediaries in the southern part of Thailand by solving the rubber price in every day, and applying the promotion to attract more intermediaries. In addition, the company also plans to deliver rubber products at home and international companies as raw materials. And focus on the group's suppliers, who are our target market, and bought a collection The estimated price of latex. Internal environmental analysis is a broad review of the company's operations, internal guidance and all aspects of the task. Typical review aspects of marketing strategies, productivity, vision and leadership. All of this is a critical look at finding that these aspects may be problematic, but in the daily operation. A non-profit organization may also have a similar analysis. The corporate management usually starts this internal analysis in order to determine the areas of risk and opportunity. Senior management evaluates the overall operation of the organization to assess its strengths and weaknesses. This is usually a detailed review aimed at determining and correcting these internal factors. This is a macro operating environment. (3) Taihua Rubber Co., Ltd. is divided into two major market subjects, suppliers and customers. The main goal is to expand the rubber plantations in the south. There are many new suppliers who can provide more rubber materials than other suppliers. Market demand. The company's target market is the intermediary group. Tai Hua Rubber Co., Ltd. is the first, in the south, to provide sufficient management system and funds to develop high standard modern machinery and technology. The process will pass 4 phosphorus marketing plans to achieve the company's goals, including improving the competitiveness of the enterprise. The company adopts the KPI (key) Performance indicators) to help clean up their value, on any scale of organization. Strategic plans are issues that support problems, market plans that provide the following goals; 1) ability to increase competitiveness.2) to increase the efficiency of unit area efficiency.3) to reduce the proportion of rubber as raw material to lower.4) to promote rubber products to create more value.5) in domestic and International rubber products.6) increasing productivity and quality of rubber for raw material.7) improving farmers' production skills.8) improving the quality of raw rubber) improving the quality of raw rubber).9) improving system and technology transfer process.10) domestic and foreign rubber system upgrading.11) improving rubber processing, rubber products and rubber wood.12) improving public sector management.13) encouraging international cooperation and supporting the East. AEC (.14), the impact of research, from AEC's adaptation and utilization of.15) to support.16) to increase income and improve the well-being of rubber farmers.17) human resource development.
【學(xué)位授予單位】：哈爾濱工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F426.72;F274
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