本文選題：鐵合金　切入點(diǎn)：印度市場　出處：《東華大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：中國是鋼鐵生產(chǎn)大國,也是鐵合金大國。中國鐵合金的產(chǎn)量大約占世界總產(chǎn)量百分之四十。鐵合金是煉鋼必備的輔料之一,其用量占鋼產(chǎn)量的百分之四左右,中國基礎(chǔ)建設(shè)發(fā)展離不開鐵合金。中國的鐵合金生產(chǎn)從新中國成立開始大力發(fā)展,從改革開放初期逐漸進(jìn)入國際市場,大致可以歸為二個階段。第一階段為粗獷式擴(kuò)量階段,此階段從1945年約至2007年,該階段持續(xù)周期較長,鐵合金項(xiàng)目在此期間,國內(nèi)總產(chǎn)量,一直保持高速的增長。而出口總量上,除了1995年至2002年期間略有起伏,在該階段的其余年份中也同樣是大比例增長狀態(tài)。第二階段為調(diào)整發(fā)展階段,從2008年至今,鐵合金行業(yè)一直在調(diào)整,國家開始重視起鐵合金粗獷式的發(fā)展所帶來的環(huán)境問題,以及單單靠數(shù)量的發(fā)展,并不能真正使得中國的鐵合金產(chǎn)品在國際上具有優(yōu)勢。相反,大量無目的的擴(kuò)張?jiān)斐傻钠焚|(zhì)良莠不齊、供大于求,反而使得中國鐵鐵合金企業(yè)在國際市場上處處掣肘。本文所研究的GA公司作為一個從事鐵合金出口的企業(yè)隨著在中國從一個鐵合金大國到鐵合金強(qiáng)國轉(zhuǎn)型階段,也需要明確如何在這個轉(zhuǎn)型過程中尋找到自己的產(chǎn)品定位、目標(biāo)市場、以及營銷策略制定。首先,本文對國內(nèi)主要鐵合金產(chǎn)品發(fā)展的宏觀環(huán)境進(jìn)行分析,分別從政治、經(jīng)濟(jì)、社會和技術(shù)環(huán)境分別進(jìn)行了闡述。接著對目標(biāo)市場國印度的營銷環(huán)境也進(jìn)行了分析。然后圍繞GA公司發(fā)展的現(xiàn)狀,主要包括現(xiàn)有客戶、產(chǎn)品銷售情況,研究其所利弊,以及當(dāng)下的營銷的瓶頸。并且對產(chǎn)品銷量和客戶需求進(jìn)行調(diào)查并做出相應(yīng)的分析。接著,使用波特五力模型對GA公司在印度鐵合金市場的競爭力進(jìn)行分析,圍繞供應(yīng)商議價能力、購買者商議價能力、潛在競爭者、替代品威脅和行業(yè)內(nèi)競爭者五個方面。使用STP理論,對印度市場進(jìn)行細(xì)分、選擇及市場定位分析后。筆者發(fā)現(xiàn)雖然鐵合金在整體的量上是處于下滑調(diào)整階段,然而在印度這樣一個基礎(chǔ)建議高速發(fā)展的國家,對于錳礦、鉻鐵、金屬鎂等鐵合金的需求仍然巨大,并有發(fā)展空間。在對GA公司發(fā)展現(xiàn)狀和對其市場競爭能力進(jìn)行分析后,筆者認(rèn)為盡管GA公司的資源優(yōu)勢較小,并沒有深厚的背景或者特殊的市場資源,然而在鐵合金出口這個領(lǐng)域,仍然可以選擇一些大公司沒有注意到的小類產(chǎn)品進(jìn)行重點(diǎn)開拓,再小的鐵合金項(xiàng)目在鋼鐵需求這個行業(yè)仍然有極大的發(fā)展空間。最后,通過4PS分析GA公司的鐵合金產(chǎn)品營銷策略的合理性、可行性。并且結(jié)合公司人員狀況以及發(fā)展的方向,提供其營銷策略應(yīng)實(shí)施的相應(yīng)保障措施,其中包括對GA公司人員管理水平提高和提升公司形象,以及應(yīng)注意的風(fēng)險(xiǎn)管理。簡而言之,本文所研究的目的即是通過對整體鐵合金宏觀環(huán)境的分析,并且對目前鐵合金發(fā)展?jié)摿ψ畲蟮挠《仁袌龅恼{(diào)研,分析出GA公司在印度市場上具有發(fā)展?jié)摿Φ蔫F合金產(chǎn)品。通過對該產(chǎn)品在印度市場進(jìn)行分析與定位,以及其營銷組合策略的確定,最終實(shí)現(xiàn)企業(yè)的發(fā)展目標(biāo)和長期規(guī)劃。
[Abstract]:Chinese is the producer of steel, and iron alloy power. China ferroalloy production accounts for about forty percent of world production. Iron alloy is one of the essential materials of steel, the amount accounted for about four percent of steel production, development of infrastructure China cannot do without ferroalloy ferroalloy production. China from the new Chinese establishment began to develop. From the beginning of reform and opening up gradually enter the international market, it can be classified into two stages. The first stage is to expand the amount of rough stage, this stage from 1945 to 2007 about this stage, continuous cycle longer, ferroalloy projects in this period, the domestic total output, has maintained rapid growth. While total exports, except during the from 1995 to 2002 a slight ups and downs, in the rest of the year the stage is also a large proportion of growth in the state. The second stage is the adjustment stage of development, since 2008, ferroalloy industry has been The adjustment, the government started to pay attention to the environmental problems caused by the development of iron alloy, the rough, and only by the number of development, and can not really make iron alloy products Chinese has advantage in the world. On the contrary, a large number of aimless expansion caused by quality uneven in quality, oversupply, but makes Chinese iron ferroalloy enterprises constraints everywhere in the international market. This article studies GA company as an engaged in ferroalloy export enterprises with Chinese from one country to ferroalloy ferroalloy power transition stage, also need to be clear how to find their own product positioning, in the process of transition, the target market, and formulate marketing strategy. First, to this paper analysis the macro environment of the main domestic ferroalloy products development, respectively from the political, economic, social and technical environment are described. Then the target market in India The marketing environment is analyzed. Then the situation around the development of GA company, including existing customers, sales of products, its advantages and disadvantages, and the bottleneck of the current marketing. And on product sales and customer demand investigation and make corresponding analysis. Then, the competitiveness of GA company in India ferroalloy market was analyzed with the Potter five forces model on the bargaining power of suppliers, the buyer's bargaining power, potential competitors, the threat of substitutes and competitors from five aspects. The STP theory is used to subdivide the market in India, analysis and market positioning. The author found that although iron alloy in the overall amount is in decline adjustment phase. However, in India such a basic proposal for the high-speed development of the country, manganese ore, chromite, magnesium alloy iron demand is still huge, and the development of space in the GA company. The development status and analysis of its market competition ability, the author thinks that although GA's resources is small, and no background or special market resources, but in the field of ferroalloy export, still can make small products to choose some big companies do not pay attention to the focus of development, and then a small iron alloy project there is still great room for development in steel demand in the industry. Finally, through the 4PS analysis of rationality, strategy of ferroalloy products marketing of GA company. And the feasibility of combining company personnel status and development direction, provide the corresponding safeguard measures of the marketing strategy should be implemented, including the personnel management level of GA company to improve and enhance the company's image well, should pay attention to the risk management. In short, the purpose of this study is through the analysis of macro environment of the whole iron alloy, and the current Research the development potential of the largest ferroalloy market in India, analysis of ferroalloy products GA company has the development potential in the India market. Through the product analysis and location in the India market, and determine its marketing strategy, and ultimately realize the goal of development and long-term planning of the enterprise.

【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F274;F426.31

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