【摘要】：內(nèi)蒙古漢森集團酒業(yè)有限公司(以下簡稱漢森酒業(yè))是一家成立于2001年的酒業(yè)公司。公司憑借優(yōu)質(zhì)的釀酒原料和先進的釀造工藝釀造出了品質(zhì)一流的葡萄酒產(chǎn)品。同時,公司還依靠設(shè)立品牌直營門店,冠名優(yōu)質(zhì)酒吧,與當(dāng)?shù)卣_展合作等獨特的營銷策略銷售葡萄酒。僅僅12年的時間,公司的資產(chǎn)總額就翻了四倍。公司逐步在國內(nèi)眾多品牌葡萄酒與進口品牌葡萄酒激烈競爭的市場上站穩(wěn)了腳跟,穩(wěn)步發(fā)展。但是自2012年以來,隨著中國政府兌現(xiàn)2011年加入WTO時的承諾,逐步降低了進口品牌葡萄酒的進口關(guān)稅,眾多的進口品牌葡萄酒開始大舉侵占國內(nèi)葡萄酒消費市場,國產(chǎn)品牌葡萄酒的市場占有份額日趨萎縮。眾多的國內(nèi)老牌葡萄酒釀造企業(yè)必將采取各種手段來維持各自的市場占有率,這其中就包括開拓新市場,逐步占領(lǐng)漢森酒業(yè)主營的內(nèi)蒙古自治區(qū)區(qū)內(nèi)葡萄酒消費市場。相比較于張裕、長城等國內(nèi)知名葡萄酒釀造企業(yè),漢森酒業(yè)成立時間較短,品牌知名度較低,葡萄酒產(chǎn)品的消費群體較小。如果不采取有效的應(yīng)對措施,漢森酒業(yè)將會在進口品牌葡萄酒與國產(chǎn)大品牌葡萄酒的雙重打壓下丟失掉現(xiàn)有的市場,并很難再取得生存的空間。為了應(yīng)對以上威脅,本文從顧客、成本、便利性、溝通與應(yīng)對競爭這五個方面對漢森酒業(yè)現(xiàn)有的營銷策略做出分析,并對其中存在的不足之處提出有針對性的完善手段。通過合理細(xì)分公司產(chǎn)品的市場、準(zhǔn)確設(shè)定目標(biāo)客戶群與產(chǎn)品定位,并進一步從顧客、成本、便利性、溝通與應(yīng)對競爭這五個方面提出更加完善的策略。最終形成一套較為全面的營銷對策用以指導(dǎo)漢森酒業(yè)下一步營銷活動的開展,進一步形成典型營銷案例為內(nèi)蒙古自治區(qū)其他類似新興企業(yè)提供操作范本,助力自治區(qū)經(jīng)濟的發(fā)展。
[Abstract]:Inner Mongolia Hansen Group Liquor Co., Ltd (hereinafter referred to as Hansen Liquor) is a wine company founded in 2001. With high-quality raw materials and advanced brewing technology, the company brews out the first-class wine products. At the same time, the company also relies on the establishment of brand stores, named quality bars, cooperation with the local government and other unique marketing strategies to sell wine. In just 12 years, the company's total assets have quadrupled. The company has gradually established its foothold and developed steadily in the market of fierce competition between domestic wine brands and imported wines. But since 2012, as the Chinese government has kept its promise when it joined the WTO in 2011, it has gradually reduced import tariffs on imported branded wines, and a large number of imported brands have begun to encroach heavily on the domestic wine market. The market share of domestic brand wine is shrinking day by day. Many old domestic wine brewing enterprises will take various measures to maintain their respective market share which includes opening up a new market and gradually occupying the wine consumption market in Inner Mongolia Autonomous region which is the main business of Hansen wine industry. Compared with Changyu, the Great Wall and other well-known domestic wine brewing enterprises, Hansen wine industry is established in a short time, brand awareness is low, wine products consumption group is small. If effective measures are not taken, Hansen will lose its existing market under the dual pressure of imported wine and big domestic wine, and will find it difficult to survive. In order to deal with the above threats, this paper analyzes the existing marketing strategies of Hansen liquor industry from customer, cost, convenience, communication and competition. By reasonably subdividing the market of the company's products, setting the target customer group and product orientation accurately, and putting forward more perfect strategies from customer, cost, convenience, communication and competition. Finally, a set of comprehensive marketing countermeasures were formed to guide the next marketing activities of Hansen Liquor Industry, and further formed typical marketing cases to provide operating models for other similar emerging enterprises in Inner Mongolia Autonomous region. To help the economic development of the autonomous region.
【學(xué)位授予單位】：內(nèi)蒙古財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F426.82;F274

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