【摘要】：通信產(chǎn)業(yè)在21世紀(jì)初的這10多年中,達(dá)到了空前未有的發(fā)展水平。整個(gè)通信行業(yè)對(duì)我國GDP的貢獻(xiàn)率日益增長,尤其是隨著4G網(wǎng)絡(luò)的廣泛商用,標(biāo)志著新的業(yè)務(wù)增長點(diǎn)和龐大用戶市場的出現(xiàn)。到2014年底,國內(nèi)4G商用城市數(shù)已超過300個(gè),用戶數(shù)已超過1億。4G網(wǎng)絡(luò)建設(shè)將拉動(dòng)5000億元的產(chǎn)業(yè)投資�；谶@個(gè)龐大的產(chǎn)業(yè)鏈和廣闊的用戶群市場,我國智能手機(jī)的廠商正面臨著競爭激烈的市場格局。三星手機(jī)在2001年進(jìn)入中國,經(jīng)過7,8年的積極探索,已經(jīng)能與當(dāng)時(shí)非常知名的,早期就進(jìn)入中國市場的摩托羅拉、愛立信和諾基亞等國外廠商相抗衡。尤其是在3G智能機(jī)時(shí)代到來時(shí),三星一觸即發(fā)占領(lǐng)了市場先機(jī)。但隨著蘋果高端智能手機(jī)的上市,和國產(chǎn)品牌的強(qiáng)勢崛起,三星手機(jī)正面臨著嚴(yán)峻的市場挑戰(zhàn)。三星智能手機(jī)出現(xiàn)的主要問題是：產(chǎn)品硬件配置功能和軟件應(yīng)用都缺乏創(chuàng)新,產(chǎn)品整體表現(xiàn)出無個(gè)性無區(qū)格化；在產(chǎn)品的目標(biāo)定位策略上,覆蓋價(jià)位段略顯分散,沒有集中定位在優(yōu)勢強(qiáng)勁的中高端以上市場,且價(jià)格政策貫徹力度不夠,市場亂價(jià)現(xiàn)象嚴(yán)重；渠道雖然覆蓋廣泛,利潤相對(duì)豐厚,但層次過于繁雜,即消耗大量管理成本又削弱管控能力。這些問題從2013年下半年到2014年末的業(yè)績下滑程度上都得以顯現(xiàn)。三星市場占有率已經(jīng)從之前的平均23%左右下降到16%左右。因此,如何能順應(yīng)4G時(shí)代是三星要放在戰(zhàn)略高度去思考和給出解決方案的重要方向。本文應(yīng)用市場營銷理論對(duì)三星手機(jī)的市場營銷策略作出了分析,首先對(duì)通訊行業(yè)和智能手機(jī)市場做了回顧總結(jié)和現(xiàn)狀研究,然后應(yīng)用PEST方法闡明三星手機(jī)目前所處的宏觀環(huán)境及經(jīng)濟(jì)和技術(shù)環(huán)境給企業(yè)帶來的影響,運(yùn)用SWOT模型和STP理論對(duì)三星智能手機(jī)的優(yōu)勢,劣勢,機(jī)會(huì)和威脅重點(diǎn)分析,相應(yīng)的找出三星公司營銷戰(zhàn)略上的問題點(diǎn)。然后結(jié)合三星公司的核心競爭力和應(yīng)當(dāng)發(fā)揮的優(yōu)勢,并緊緊抓住未來4G網(wǎng)絡(luò)全面鋪開這一重大行業(yè)戰(zhàn)略時(shí)機(jī),以市場營銷4P策略作為理論基礎(chǔ),以實(shí)際可操作性為指導(dǎo)依據(jù),有針對(duì)性的提出優(yōu)化和改進(jìn)建議。本文研究內(nèi)容能夠?qū)θ枪炯巴ㄐ判袠I(yè)的其他廠商產(chǎn)生現(xiàn)實(shí)的指導(dǎo)意義和提供借鑒。
[Abstract]:In the more than 10 years at the beginning of the 21 st century, the communication industry has reached the unprecedented level of development. The contribution rate of the whole communication industry to GDP in China is increasing day by day, especially with the extensive commercial use of 4G network, which marks the emergence of new business growth point and huge user market. By the end of 2014, the number of 4G commercial cities in China has exceeded 300, and the number of users has exceeded 100 million. 4G network construction will stimulate 500 billion yuan of industrial investment. Based on this huge industrial chain and broad user group market, Chinese smartphone manufacturers are facing fierce competition. Samsung phones entered China in 2001, and after 7 or 8 years of active exploration, they have been able to compete with other foreign manufacturers, such as Motorola, Ericsson and Nokia, which entered the Chinese market in the early days. Especially in the era of 3G smartphones, Samsung is on the verge of occupying the market. But with the launch of Apple's high-end smartphones and the strong rise of domestic brands, Samsung phones are facing severe market challenges. The main problems of Samsung smartphone are: the hardware configuration function and software application of the product are lack of innovation, and the product as a whole shows no personality and no regionalization; In the target positioning strategy of the product, the coverage price section is slightly scattered, not concentrated in the strong advantage of the middle and high end of the market, and the implementation of the price policy is not enough, the market price disorder phenomenon is serious; Although the channels cover a wide range of profits, but the level is too complicated, that is, consuming a large number of management costs and weakening the ability of control and control. The decline in performance from the second half of 2013 to the end of 2014 was evident. Samsung's market share has fallen from an average of about 23% to about 16%. Therefore, how to adapt to the 4G era is an important direction for Samsung to think and give solutions from a strategic point of view. In this paper, the marketing strategy of Samsung mobile phone is analyzed by using marketing theory. Firstly, the communication industry and smartphone market are reviewed and summarized and the present situation is studied. Then the PEST method is used to illustrate the influence of the macro environment, economy and technology environment of Samsung mobile phone on enterprises, and the SWOT model and STP theory are used to analyze the advantages, disadvantages, opportunities and threats of Samsung smartphone. Accordingly, find out the problems in Samsung's marketing strategy. Then combined with the core competitiveness of Samsung Company and the advantages that should be brought into play, and firmly grasp the future 4G network to fully expand this important industry strategic opportunity, marketing 4P strategy as the theoretical basis, guided by practical maneuverability. Put forward targeted optimization and improvement suggestions. The research content of this paper can provide practical guiding significance and reference for Samsung and other manufacturers in the communication industry.
【學(xué)位授予單位】：廣東工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F274;F416.63

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