HA衛(wèi)生巾多品牌戰(zhàn)略重塑研究
發(fā)布時間：2018-08-26 19:32
【摘要】：隨著市場經(jīng)濟的日益成熟和競爭日趨激烈,中國企業(yè)的運作方式正由產(chǎn)品運作層次向品牌運作層次提升,品牌戰(zhàn)略因此也愈來愈受到企業(yè)界及管理科學界的重視。與跨國型企業(yè)相比,中國企業(yè)普遍都存在發(fā)展歷程短和規(guī)模實力不足的問題,競爭力相對較弱,不少企業(yè)過去依靠低成本、廣覆蓋、強銷售的競爭優(yōu)勢獲得了快速成長,但由于缺乏品牌戰(zhàn)略規(guī)劃及長期品牌建設(shè),往往出現(xiàn)發(fā)展后勁不足的狀況,于是很多企業(yè)開始采用多品牌戰(zhàn)略來開拓市場和提升份額。 HA作為中國最早發(fā)展起來的衛(wèi)生巾企業(yè),過去依賴強大的渠道拓展能力迅速占據(jù)了市場,進入了衛(wèi)生巾行業(yè)的第一陣營,但是在全球性品牌護舒寶、蘇菲、高潔絲的強勢營銷之下,品牌力不足的問題日益突顯,為了保持持續(xù)增長的動力,HA早在九十年代就采用了雙品牌戰(zhàn)略,推出了安樂和安爾樂兩個品牌,2001年,HA又因應市場,推出了七度空間品牌。三個品牌同時運作,雖然保障了企業(yè)的市場領(lǐng)先地位,但是多品牌戰(zhàn)略規(guī)劃和管理能力的不足也越來越成為企業(yè)發(fā)展的絆腳石,重新審視和調(diào)整多品牌戰(zhàn)略勢在必行。 本人根據(jù)過去多年的工作經(jīng)驗和品牌咨詢實踐,在查閱了大量的基礎(chǔ)資料和前人對HA的研究文章的基礎(chǔ)上,搜集了相關(guān)的數(shù)據(jù),對其衛(wèi)生巾多品牌戰(zhàn)略展開了研究。本文運用了品牌診斷模型和SWOT分析法,分析了企業(yè)內(nèi)外部環(huán)境和消費者需求的變化；運用品牌力模型,對多品牌的品牌資產(chǎn)加以診斷；運用市場細分和消費者洞察法,對HA多品牌戰(zhàn)略的目標與藍圖進行再梳理；利用品牌遠景和價值體系模型,對HA衛(wèi)生巾多品牌戰(zhàn)略進行再定位；最后從產(chǎn)品、渠道、傳播的角度,結(jié)合品牌成長的階段性規(guī)律,對多品牌未來五年發(fā)展的措施和方法加以設(shè)計。本文力圖通過嚴謹?shù)姆治龇椒ê拖到y(tǒng)的品牌規(guī)劃工具,幫助HA衛(wèi)生巾理清多品牌戰(zhàn)略面臨的挑戰(zhàn)與機遇,提出了HA衛(wèi)生巾多品牌戰(zhàn)略重塑的核心戰(zhàn)略與重要舉措,希望以此為企業(yè)科學地認識當前形勢提供參考,為企業(yè)的多品牌戰(zhàn)略決策提供有力的支持。
[Abstract]:With the maturation of market economy and the increasingly fierce competition, the mode of operation of Chinese enterprises is increasing from the level of product operation to the level of brand operation. Therefore, brand strategy has been paid more and more attention to by the business community and the scientific circles of management. Compared with multinational enterprises, Chinese enterprises generally have the problems of short history of development and insufficient strength of scale, and their competitiveness is relatively weak. In the past, many enterprises relied on the competitive advantage of low cost, wide coverage and strong sales to gain rapid growth. However, due to the lack of brand strategic planning and long-term brand building, there is often a lack of stamina in development. As a result, many enterprises began to adopt a multi-brand strategy to open up the market and increase their share. HA, as the earliest sanitary napkin enterprise in China, used to rely on strong channel expansion capabilities to quickly occupy the market. Entering the first camp in the sanitary napkin industry, but under the strong marketing of global brands Whisper, Sophie and Gao Jie, the problem of insufficient brand strength has become increasingly prominent. In order to maintain the power of continuous growth, HA adopted a dual brand strategy as early as the 1990s, launched two brands, Arle and Arle, and in 2001, it also introduced the seventh-degree space brand in response to the market. Although the three brands operate at the same time, the lack of multi-brand strategic planning and management ability is increasingly becoming a stumbling block to the development of enterprises, so it is imperative to re-examine and adjust the multi-brand strategy. Based on the past years of work experience and brand consulting practice, based on the reference to a large number of basic materials and previous research articles on HA, I collected relevant data and carried out a study on the multi-brand strategy of sanitary napkins. This paper uses the brand diagnosis model and SWOT analysis method to analyze the changes of the internal and external environment and consumer demand, uses the brand force model to diagnose the multi-brand equity, uses the market segmentation and consumer insight method. Rearranging the objectives and blueprints of HA multi-brand strategy; repositioning the multi-brand strategy of HA sanitary napkins by using brand vision and value system model; finally, combining the stage law of brand growth from the point of view of product, channel and communication. Design the measures and methods of multi-brand development in the next five years. Through rigorous analysis method and systematic brand planning tools, this paper tries to help HA sanitary napkins clear up the challenges and opportunities faced by multi-brand strategy, and puts forward the core strategy and important measures of HA sanitary napkin multi-brand strategy remodeling. We hope to provide reference for enterprises to understand the current situation scientifically and provide strong support for multi-brand strategic decisions.
【學位授予單位】：廣東工業(yè)大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.8;F273.2
本文編號：2205937
[Abstract]:With the maturation of market economy and the increasingly fierce competition, the mode of operation of Chinese enterprises is increasing from the level of product operation to the level of brand operation. Therefore, brand strategy has been paid more and more attention to by the business community and the scientific circles of management. Compared with multinational enterprises, Chinese enterprises generally have the problems of short history of development and insufficient strength of scale, and their competitiveness is relatively weak. In the past, many enterprises relied on the competitive advantage of low cost, wide coverage and strong sales to gain rapid growth. However, due to the lack of brand strategic planning and long-term brand building, there is often a lack of stamina in development. As a result, many enterprises began to adopt a multi-brand strategy to open up the market and increase their share. HA, as the earliest sanitary napkin enterprise in China, used to rely on strong channel expansion capabilities to quickly occupy the market. Entering the first camp in the sanitary napkin industry, but under the strong marketing of global brands Whisper, Sophie and Gao Jie, the problem of insufficient brand strength has become increasingly prominent. In order to maintain the power of continuous growth, HA adopted a dual brand strategy as early as the 1990s, launched two brands, Arle and Arle, and in 2001, it also introduced the seventh-degree space brand in response to the market. Although the three brands operate at the same time, the lack of multi-brand strategic planning and management ability is increasingly becoming a stumbling block to the development of enterprises, so it is imperative to re-examine and adjust the multi-brand strategy. Based on the past years of work experience and brand consulting practice, based on the reference to a large number of basic materials and previous research articles on HA, I collected relevant data and carried out a study on the multi-brand strategy of sanitary napkins. This paper uses the brand diagnosis model and SWOT analysis method to analyze the changes of the internal and external environment and consumer demand, uses the brand force model to diagnose the multi-brand equity, uses the market segmentation and consumer insight method. Rearranging the objectives and blueprints of HA multi-brand strategy; repositioning the multi-brand strategy of HA sanitary napkins by using brand vision and value system model; finally, combining the stage law of brand growth from the point of view of product, channel and communication. Design the measures and methods of multi-brand development in the next five years. Through rigorous analysis method and systematic brand planning tools, this paper tries to help HA sanitary napkins clear up the challenges and opportunities faced by multi-brand strategy, and puts forward the core strategy and important measures of HA sanitary napkin multi-brand strategy remodeling. We hope to provide reference for enterprises to understand the current situation scientifically and provide strong support for multi-brand strategic decisions.
【學位授予單位】：廣東工業(yè)大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.8;F273.2
【引證文獻】
相關(guān)期刊論文 前1條
1 陳寶城;;婦嬰衛(wèi)生用品品牌營銷策略思考[J];北方經(jīng)貿(mào);2016年02期
，本文編號：2205937
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