本文選題：關系營銷理論　切入點：昆鋼營銷環(huán)境分析　出處：《云南財經(jīng)大學》2013年碩士論文

【摘要】：隨著近年來國民經(jīng)濟的飛速發(fā)展，鋼鐵行業(yè)作為國民經(jīng)濟中的基礎產(chǎn)業(yè)也連續(xù)超預期增長，屢創(chuàng)歷史新高的鋼材產(chǎn)量對國民經(jīng)濟的發(fā)展起到了積極的促進作用，，為我國工業(yè)化和城鎮(zhèn)化進程做出了巨大的貢獻。但自2011年末開始，在歐債危機、國內(nèi)經(jīng)濟增速放緩及房地產(chǎn)宏觀調(diào)控等諸多國內(nèi)外利空因素影響下，持續(xù)釋放的鋼鐵產(chǎn)能使得本已初現(xiàn)端倪的鋼鐵行業(yè)供需矛盾愈加凸顯，國內(nèi)鋼材價格開始不斷下行，買漲不買跌的心理助推了本已存在的供需缺口，導致國內(nèi)鋼鐵企業(yè)特別是大中型鋼鐵企業(yè)從2012年中開始出現(xiàn)了大面積的虧損情況。國內(nèi)鋼鐵行業(yè)在應對此類危機時，大多采取兩種措施：一是對標挖潛、降本增效；二是關注營銷、積極創(chuàng)新。但從實際效果來看，由于大中型鋼鐵企業(yè)內(nèi)部管理較為落后，難以挖掘更多潛力，降本增效的效果有限；另一方面，國內(nèi)鋼鐵行業(yè)對于營銷策略的研究不足，對于營銷理論運用較為生疏，特別是大中型鋼鐵企業(yè)的營銷策略大多較為僵化，難以適應快速變化的市場環(huán)境。因此，隨著競爭環(huán)境的日益惡化、競爭力的日趨下降，大中型鋼鐵企業(yè)以較低的原燃材料價格和較高的鋼材銷售價格彌補內(nèi)部高成本和高費用的局面已難以為繼。 武鋼集團昆鋼公司作為云南省內(nèi)歷史最悠久、產(chǎn)量最大的唯一國有鋼鐵企業(yè)，其得天獨厚的地理優(yōu)勢和較強的品牌優(yōu)勢都隨著區(qū)域行業(yè)競爭環(huán)境的不斷惡化而不斷弱化，其目前的營銷體系和營銷策略已經(jīng)很難幫助昆鋼在銷量上有較大的突破以支撐快速提高的產(chǎn)能。 本文以武鋼集團昆鋼公司這一較為典型的大中型鋼鐵企業(yè)為例，考慮國內(nèi)宏觀經(jīng)濟形勢、鋼鐵行業(yè)供需矛盾的現(xiàn)狀及其在供應鏈中所處地位，結合云南省的經(jīng)濟形勢，對云南省鋼鐵行業(yè)供求關系進行分析及預測；在此基礎上，根據(jù)PEST分析和SWOT分析對昆鋼目前所處的營銷環(huán)境進行分析，同時對武鋼集團昆鋼公司所處的行業(yè)競爭環(huán)境和競爭對手進行分析；最后，以市場營銷學中的關系營銷理論為指導，在對武鋼集團昆鋼公司營銷策略現(xiàn)狀分析的基礎上，運用關系營銷理論中的六大市場理論分別從經(jīng)銷商市場、消費者市場、競爭者市場、供應商市場、影響者市場、內(nèi)部市場六方面，針對其目前營銷策略中的不足之處對其營銷策略進行重構。本文試圖通過分析研究，發(fā)現(xiàn)與武鋼集團昆鋼公司相似的大中型鋼鐵企業(yè)目前營銷策略的不足之處，為大中型鋼鐵企業(yè)提供借鑒，使其盡早增強競爭優(yōu)勢，加速鋼鐵行業(yè)的整合和產(chǎn)業(yè)的整體升級，幫助國內(nèi)鋼鐵行業(yè)早日轉(zhuǎn)入良性的可持續(xù)發(fā)展。
[Abstract]:With the rapid development of the national economy in recent years, the iron and steel industry, as the basic industry in the national economy, has continued to grow faster than expected, and the steel output, which has repeatedly reached a record high, has played a positive role in promoting the development of the national economy.For China's industrialization and urbanization process has made a great contribution.But since the end of 2011, under the influence of the European debt crisis, the slowdown of domestic economic growth and real estate macro-control and many other negative factors at home and abroad, the continuous release of iron and steel production capacity has made the contradiction between supply and demand of the steel industry already emerging more prominent.The price of domestic steel began to decline, and the psychology of buying up or not falling helped to push up the gap between supply and demand, leading to a large area of losses for domestic steel enterprises, especially large and medium-sized steel enterprises since the middle of 2012.When dealing with this kind of crisis, the domestic steel industry mostly takes two measures: one is to tap the potential of the standard, reduce the cost and increase efficiency; the other is to focus on marketing and actively innovate.But from the practical effect, because the internal management of large and medium-sized iron and steel enterprises is relatively backward, it is difficult to tap more potential, and the effect of reducing cost and increasing efficiency is limited. On the other hand, the domestic steel industry has insufficient research on marketing strategy.The application of marketing theory is unfamiliar, especially the marketing strategy of large and medium-sized iron and steel enterprises is more rigid and difficult to adapt to the rapidly changing market environment.Therefore, with the increasingly deterioration of competitive environment and the decline of competitiveness, it is difficult for large and medium-sized iron and steel enterprises to make up for the high internal cost and high cost with lower primary fuel material price and higher steel sales price.As the only state-owned iron and steel enterprise with the longest history and the largest output in Yunnan Province, the unique geographical advantages and strong brand advantages of Kunming Iron and Steel Corporation of WISCO are weakening with the worsening of the competitive environment in the regional industries.Its current marketing system and marketing strategy have been difficult to help Kunming Iron and Steel in sales volume breakthrough to support the rapid increase in capacity.This paper takes Kun Steel Corporation of Wuhan Iron and Steel Group as an example, considering the domestic macroeconomic situation, the current situation of supply and demand contradiction in steel industry and its position in supply chain, and combining the economic situation of Yunnan Province.Based on the analysis and prediction of supply and demand relationship of iron and steel industry in Yunnan Province, based on PEST analysis and SWOT analysis, this paper analyzes the current marketing environment of Kunming Iron and Steel Co.At the same time, the paper analyzes the competition environment and competitors of Wuhan Iron and Steel Group Kun Steel Co., Ltd. Finally, under the guidance of the relationship marketing theory in marketing, on the basis of the analysis of the current situation of marketing strategy of Wuhan Iron and Steel Group Kun Steel Co., Ltd.Using the six major market theories in the relationship marketing theory, from the dealer market, the consumer market, the competitor market, the supplier market, the influencer market, and the internal market, respectively,Aiming at the deficiency of its current marketing strategy, it reconstructs its marketing strategy.Through analysis and research, this paper tries to find out the shortcomings of the current marketing strategy of large and medium-sized iron and steel enterprises similar to those of Kun Steel Company of Wuhan Iron and Steel Group, so as to provide reference for large and medium-sized iron and steel enterprises, so as to enhance their competitive advantage as soon as possible.To accelerate the integration of steel industry and upgrade the industry as a whole, to help the domestic steel industry to a sound and sustainable development at an early date.
【學位授予單位】：云南財經(jīng)大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F274;F426.31

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