【摘要】：作為世界第二大經(jīng)濟(jì)體,中國(guó)的經(jīng)濟(jì)規(guī)模和增長(zhǎng)速度令世人矚目,已成為全球領(lǐng)先的新興市場(chǎng)。中國(guó)是世界人口第一大國(guó),同時(shí)也是近視眼發(fā)生率最高的國(guó)家之一;接觸鏡作為成熟的屈光不正(包括近視、遠(yuǎn)視和散光)的光學(xué)矯正方法之一,其國(guó)內(nèi)配戴率遠(yuǎn)低于發(fā)達(dá)國(guó)家和地區(qū)的水平,因此中國(guó)是全球最具潛力的接觸鏡市場(chǎng)。海昌作為立足于本土發(fā)展的接觸鏡企業(yè),歷經(jīng)近20年的艱苦經(jīng)營(yíng),銷售額己超過(guò)國(guó)內(nèi)市場(chǎng)總額的30%,成為國(guó)內(nèi)接觸鏡市場(chǎng)的領(lǐng)導(dǎo)品牌。品牌對(duì)企業(yè)的重要性毋庸置疑。海昌公司深刻認(rèn)識(shí)到企業(yè)要保持競(jìng)爭(zhēng)優(yōu)勢(shì),謀求長(zhǎng)遠(yuǎn)發(fā)展,必須要打造強(qiáng)勢(shì)品牌;實(shí)施品牌戰(zhàn)略有助于提升企業(yè)的核心競(jìng)爭(zhēng)力,從而達(dá)到不斷鞏固和提高市場(chǎng)占有率的目的。本文以海昌公司作為案例研究對(duì)象,以如何幫助企業(yè)在品牌戰(zhàn)略上選擇正確的方向,進(jìn)而通過(guò)品牌戰(zhàn)略的實(shí)施管理品牌資產(chǎn)和創(chuàng)建強(qiáng)勢(shì)品牌為研究目標(biāo)。全文內(nèi)容結(jié)構(gòu)如下:一、在緒論中對(duì)本文的研究背景、研究意義、研究?jī)?nèi)容和研究方法進(jìn)行了說(shuō)明,扼要闡述了品牌戰(zhàn)略的相關(guān)理論;二、應(yīng)用PEST模型分析企業(yè)所處的外部宏觀環(huán)境因素,對(duì)國(guó)內(nèi)接觸鏡行業(yè)現(xiàn)狀、競(jìng)爭(zhēng)狀況和市場(chǎng)需求特征進(jìn)行分析;三、對(duì)海昌公司的品牌戰(zhàn)略現(xiàn)狀進(jìn)行分析,指出品牌戰(zhàn)略存在的問(wèn)題;四、對(duì)海昌公司的品牌戰(zhàn)略進(jìn)行規(guī)劃,制定多品牌戰(zhàn)略升級(jí)、本土品牌國(guó)際化戰(zhàn)略、海昌品牌營(yíng)銷戰(zhàn)略和海儷恩品牌營(yíng)銷戰(zhàn)略;五、提出海昌公司品牌戰(zhàn)略的實(shí)施保障,包括品牌研發(fā)戰(zhàn)略、品牌服務(wù)提升、信息化建設(shè)和團(tuán)隊(duì)建設(shè);六、結(jié)論及進(jìn)一步研究。通過(guò)對(duì)海昌公司品牌戰(zhàn)略進(jìn)行研究,筆者認(rèn)為海昌的多品牌戰(zhàn)略是在單一品牌戰(zhàn)略已經(jīng)發(fā)展成熟,企業(yè)需要面對(duì)越來(lái)越多的細(xì)分市場(chǎng),產(chǎn)品線日益龐大,容易導(dǎo)致企業(yè)失去重心的歷史階段提出的,戰(zhàn)略的轉(zhuǎn)型獲得了一定的成功。通過(guò)對(duì)海昌和海儷恩兩個(gè)品牌的市場(chǎng)定位、品牌風(fēng)格、品牌傳播、產(chǎn)品規(guī)劃、定價(jià)策略、營(yíng)銷策略和渠道策略施行差異化營(yíng)銷戰(zhàn)略,結(jié)合品牌戰(zhàn)略實(shí)施保障,有助于解決目前海昌品牌戰(zhàn)略存在的問(wèn)題,從而實(shí)現(xiàn)品牌創(chuàng)新。同時(shí),筆者對(duì)未來(lái)的品牌戰(zhàn)略提出了一些構(gòu)想。一方面,通過(guò)進(jìn)一步發(fā)展多品牌戰(zhàn)略,面向國(guó)內(nèi)高端細(xì)分市場(chǎng)推出高檔品牌和高端產(chǎn)品系列,從而邁向更高的品牌溢價(jià),不斷提升產(chǎn)品的市場(chǎng)占有率;另一方面,鑒于海昌品牌擁有國(guó)際品牌本土化的成功歷史經(jīng)驗(yàn),在企業(yè)已開始著手向海外市場(chǎng)擴(kuò)張之際,筆者對(duì)如何順利實(shí)現(xiàn)本土品牌國(guó)際化進(jìn)行了一些前瞻性思考。
[Abstract]:As the world's second largest economy, China's economic size and growth rate have attracted the attention of the world, has become the world's leading emerging market. China is the world's largest population, but also the incidence of myopia is one of the highest; As one of the mature optical correction methods for ametropia (including myopia, hyperopia and astigmatism), the domestic wearing rate of contact lens is much lower than that of developed countries and regions, so China is the most potential contact lens market in the world. Haichang as a contact lens enterprise based on local development, after nearly 20 years of hard operation, sales has exceeded the domestic market total 30, become the leading brand of domestic contact lens market. The importance of brand to business is beyond doubt. Haichang Company deeply realizes that in order to maintain competitive advantage and seek long-term development, it must build a strong brand, and the implementation of brand strategy will help to enhance the core competitiveness of enterprises, thereby achieving the purpose of continuously consolidating and increasing market share. This paper takes Haichang Company as the case study object, aims at how to help enterprises choose the right direction in brand strategy, and then manage brand assets and create strong brand through the implementation of brand strategy. The content structure of this paper is as follows: 1. In the introduction, the research background, significance, research content and research methods are explained, and the related theories of brand strategy are briefly described; Second, apply PEST model to analyze the external macro environmental factors of enterprises, and analyze the current situation, competition situation and market demand characteristics of domestic contact lens industry. Third, analyze the current situation of brand strategy of Haichang Company, and point out the existing problems of brand strategy; Fourth, planning the brand strategy of Haichang Company, formulating multi-brand strategy upgrading, local brand internationalization strategy, Haichang brand marketing strategy and Hailian brand marketing strategy; Fifth, put forward the implementation of the brand strategy of Haichang company, including brand research and development strategy, brand service promotion, information construction and team building; sixth, conclusions and further research. Through the research on the brand strategy of Haichang Company, the author thinks that the multi-brand strategy of Haichang has developed and matured in the single brand strategy, the enterprise needs to face more and more subdivision markets, and the product line is becoming larger and larger. It is easy to cause the enterprise to lose the center of gravity in the historical stage, the strategic transformation has achieved certain success. Through the market positioning, brand style, brand communication, product planning, pricing strategy, marketing strategy and channel strategy of the two brands, Hailian and Haichang, we implement the differentiated marketing strategy, combined with the brand strategy to implement security. It is helpful to solve the problems existing in Haichang brand strategy and realize brand innovation. At the same time, the author of the future brand strategy put forward some ideas. On the one hand, through the further development of multi-brand strategy, high-grade brands and high-end product series are introduced for domestic high-end market segments, thus moving towards a higher brand premium and increasing the market share of products; On the other hand, in view of the successful historical experience of international brand localization, the author makes some forward-looking thinking on how to realize the internationalization of local brand at a time when the enterprise has begun to expand into overseas market.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272;F426.72

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