北京德林克公司营销战略研究
摘要
近代人工关节置换手术的发展给人类严重骨关节疾病的治疗提供了效果良好并且长期可靠的新治疗手段，有着巨大的社会意义和经济价值。人工关节产品作为人工关节置换手术中应用的核心产品，有广阔的市场前景。在发达国家，人工关节置换手术已经成为标准的常规手术，人工关节的产品市场也成为了一个成熟的市场。
国际上的主要人工关节产品供应商在90年代陆续进入中国并在中国市场上展开了激烈的竞争。北京德林克公司是全球最专业的人工关节厂商德国LINK公司的中国销售子公司。它通过前几年的努力，使LINK品牌人工关节产品在中国市场上取得了目前的销售优势。但它需要一个明确的营销战略来保证其在中国市场上与国内外竞争对手的竞争中能够有效的建立长期的竞争优势。
本文对国内的人工关节市场的技术特点，市场规模，市场现状，行业内的厂商情况，消费者定位和营销方式进行了调查研究，研究中发现，人工关节产品在中国存在巨大的市场规模，并且，在目前国内人工关节市场上，政府的行业管制严格，使为数不多的竞争者在人工关节领域中激烈竞争，各个供应商一般采用工业产品的营销方式。在调查中同时发现，人工关节产品的价格弹性较弱，其用户主要是关节外科医生群体，患者仅是一个关节产品的最终接受者。由于人工关节产品是一类技术含量高，质量要求高，引进中国不久的产品，国内的医生和患者对于人工关节技术和人工关节产品以及各公司品牌的认识和接受程度还远不充分，中国国内的人工关节市场处于起步阶段，现实的市场规模还很小，这给市场上的各个供应商提出了挑战也提供了机会。
本文也对北京德林克公司及其母公司德国LINK公司的内部情况进行了分析，从分析中看到，德国LINK公司人工关节产品具有设计先进，品质优秀，产品系列全面的特点，在欧洲已经建立了优势地位，在全球也有重大的影响力。而北京德林克公司作为德国LINK公司的中国销售公司，在中国已经取得了一定的销售优势，并在公司的发展中从人员素质，组织结构，销售能力，财务能力等方面具有了良好的基本素质。同时也发现，一直以来，北京德林克公司用销售目标管理代替了市场营销规划，它存在
西南交通大学硕士研究生学位论文 第＊页
缺乏明确营销战略的事实，这使它即使短期取得了销售成绩，也不能够在
市场竟争中可靠的保持长期的优势。
结合战略管理理论和市场营销的理论，针对北京德林克公司的内外部
条件和存在的问题，根据其自身的经营需要，北京德林克公司应该在中国
市场上采取高端市场领先者的市场营销战略以及其相应的产品策略，价格
策略，渠道策略，促销策略和客户关系管理策略。
The development of the technique of artificial joint replacement in the last hundred of years provided an effective and reliable measure in the treatment of serious bone and joint disease, resulting in enormous social significance and economic values, being the essential element of the practical use of the technique of artificial joint replacement, which had become one of the regular surgeries in the world, the products of artificial joint have a prospect of broad market that has been mature in foreign countries.
In 90's, most of the big suppliers of artificial joint products in the world stepped into Chinese market in succession and involved into intense competition. Beijing Power Joint Company, the Chinese branch of Waldemar LINK GmBH & Co., which is the most professional artificial joint producer in the world, had promoted its brand桳INK into an advantageous position in sales through the efforts of the passed several years, however, a definite sales strategy to ensure its advantages in the long-term competition against the opponents from civil and abroad is still of necessity.
The article is based on the investigation and research on the civil market of artificial joint products, finding that it has a potentially enormous scale but now is under the strict supervision of the government, thus leads to intense competition among restricted number of suppliers who now still conduct the sales the same way with the industrial products.
Meanwhile, the investigation also shows that the products of artificial joint have a weak price flexibility, whose consumers are mainly surgeons but not patients who are only final receivers in present.
Since the artificial joint is a sort of product demanding high technique and quality and fresh in China, both the Chinese doctors and patients have a limited knowledge about this technique and therefore a reluctant receiving attitude towards the products in present. The civil market of artificial joint products, now in a small scale, has been just in its beginning, thus will be a challenge as well as a opportunity to all the suppliers.
From the analysis of the situations of Beijing Power Joint Company and its
parent company, Waldermar LINK GmBH&Co., we can see that the artificial joint products of the latter are characteristic of advanced design, high quality and entire series, which are not only taking the leading position in Europe but quite influential in the world.
Accordingly, as a Chinese branch of Wardemar LINK GmBH & Co , the Beijing Power Joint Company has also achieved a dominant position in sales, and through its development it has prepared favorable conditions in the aspects of quality of the stuff, organizations, sales capability and financial management.
At the same time, investigation also indicates the fact that in this company there is only sales management instead of marketing project, which means it contains no definite marketing strategy and though its sales can be temporarily successful but is far from enough to ensure a long-term advantage in the market competition.
Based on the theories of strategy management and marketing and combined with its practical conditions and aims, the article concludes that the Beijing Power Joint Company should carry out such a marketing strategy that keeps itself as a pacemaker in the highend market and the corresponding strategies regarding products, price, distribution promotion and customer relationship management.
国际上的主要人工关节产品供应商在90年代陆续进入中国并在中国市场上展开了激烈的竞争。北京德林克公司是全球最专业的人工关节厂商德国LINK公司的中国销售子公司。它通过前几年的努力，使LINK品牌人工关节产品在中国市场上取得了目前的销售优势。但它需要一个明确的营销战略来保证其在中国市场上与国内外竞争对手的竞争中能够有效的建立长期的竞争优势。
本文对国内的人工关节市场的技术特点，市场规模，市场现状，行业内的厂商情况，消费者定位和营销方式进行了调查研究，研究中发现，人工关节产品在中国存在巨大的市场规模，并且，在目前国内人工关节市场上，政府的行业管制严格，使为数不多的竞争者在人工关节领域中激烈竞争，各个供应商一般采用工业产品的营销方式。在调查中同时发现，人工关节产品的价格弹性较弱，其用户主要是关节外科医生群体，患者仅是一个关节产品的最终接受者。由于人工关节产品是一类技术含量高，质量要求高，引进中国不久的产品，国内的医生和患者对于人工关节技术和人工关节产品以及各公司品牌的认识和接受程度还远不充分，中国国内的人工关节市场处于起步阶段，现实的市场规模还很小，这给市场上的各个供应商提出了挑战也提供了机会。
本文也对北京德林克公司及其母公司德国LINK公司的内部情况进行了分析，从分析中看到，德国LINK公司人工关节产品具有设计先进，品质优秀，产品系列全面的特点，在欧洲已经建立了优势地位，在全球也有重大的影响力。而北京德林克公司作为德国LINK公司的中国销售公司，在中国已经取得了一定的销售优势，并在公司的发展中从人员素质，组织结构，销售能力，财务能力等方面具有了良好的基本素质。同时也发现，一直以来，北京德林克公司用销售目标管理代替了市场营销规划，它存在
西南交通大学硕士研究生学位论文 第＊页
缺乏明确营销战略的事实，这使它即使短期取得了销售成绩，也不能够在
市场竟争中可靠的保持长期的优势。
结合战略管理理论和市场营销的理论，针对北京德林克公司的内外部
条件和存在的问题，根据其自身的经营需要，北京德林克公司应该在中国
市场上采取高端市场领先者的市场营销战略以及其相应的产品策略，价格
策略，渠道策略，促销策略和客户关系管理策略。
The development of the technique of artificial joint replacement in the last hundred of years provided an effective and reliable measure in the treatment of serious bone and joint disease, resulting in enormous social significance and economic values, being the essential element of the practical use of the technique of artificial joint replacement, which had become one of the regular surgeries in the world, the products of artificial joint have a prospect of broad market that has been mature in foreign countries.
In 90's, most of the big suppliers of artificial joint products in the world stepped into Chinese market in succession and involved into intense competition. Beijing Power Joint Company, the Chinese branch of Waldemar LINK GmBH & Co., which is the most professional artificial joint producer in the world, had promoted its brand桳INK into an advantageous position in sales through the efforts of the passed several years, however, a definite sales strategy to ensure its advantages in the long-term competition against the opponents from civil and abroad is still of necessity.
The article is based on the investigation and research on the civil market of artificial joint products, finding that it has a potentially enormous scale but now is under the strict supervision of the government, thus leads to intense competition among restricted number of suppliers who now still conduct the sales the same way with the industrial products.
Meanwhile, the investigation also shows that the products of artificial joint have a weak price flexibility, whose consumers are mainly surgeons but not patients who are only final receivers in present.
Since the artificial joint is a sort of product demanding high technique and quality and fresh in China, both the Chinese doctors and patients have a limited knowledge about this technique and therefore a reluctant receiving attitude towards the products in present. The civil market of artificial joint products, now in a small scale, has been just in its beginning, thus will be a challenge as well as a opportunity to all the suppliers.
From the analysis of the situations of Beijing Power Joint Company and its
parent company, Waldermar LINK GmBH&Co., we can see that the artificial joint products of the latter are characteristic of advanced design, high quality and entire series, which are not only taking the leading position in Europe but quite influential in the world.
Accordingly, as a Chinese branch of Wardemar LINK GmBH & Co , the Beijing Power Joint Company has also achieved a dominant position in sales, and through its development it has prepared favorable conditions in the aspects of quality of the stuff, organizations, sales capability and financial management.
At the same time, investigation also indicates the fact that in this company there is only sales management instead of marketing project, which means it contains no definite marketing strategy and though its sales can be temporarily successful but is far from enough to ensure a long-term advantage in the market competition.
Based on the theories of strategy management and marketing and combined with its practical conditions and aims, the article concludes that the Beijing Power Joint Company should carry out such a marketing strategy that keeps itself as a pacemaker in the highend market and the corresponding strategies regarding products, price, distribution promotion and customer relationship management.
引文
1. John A.Houard/Buyer Behavior in Marketing Strategy, Prentice-hall/1994
2. Hardld M.Kassarjian and Thomas S.Robertson/Perspectives in consumer Behavior/Prentice-Hall/1991
3. Eric N.Berkouitz,Roger A.Kerin/Marketing/Richard D.Irwin,inc./1994
4. Frederick E.Webster, Jr./Market-Driven Managemant/John Wilegy,inc./1994
5. Philip Kotler/MARKETING MANAGEMENT 9th / Prentice-haU / 1998
6. Christian Gronroos/Service Management and Marketing: A Customer Relationship Management Approach 2nd / John Wiley & Sons, Inc./2000
7. Patrica B.Seybold ,Ronni T. Marshak,Jeffrey M.Lewis/The Customer Revolution: How to Thrive When Customers Are in Control/Patricia Seybold Group,Inc./2000
8. Hans Peter Brondmo/The Eng@ged Customer :The New Rules of Interner Direct Marketing/Harper Collins Publishers, Inc./2000
9. Bob Hartley, Michael W. Starkey/ The Management os Sales and Customer Relations/Thomson Business Press/1996
10. James G.Barnes/Secrets of Customer Relationship Management: It's All About How You Make Them Feel/McGraw-Hill Education./2001
11. Ronald Swifr/ Accelerating Customer Relationships: Using CRM and Relationship Technologies/Prentice Hall,Inc./2001
12. Paul Greenberg/CRM at the Speed of Light: Capturing and Keeping Customers in Intemet Real Time/McGraw-Hill Education/2001
13．王方华、吕巍/战略管理/复旦大学出版社/1997
14．乔治．艾文斯/市场营销教程第7版/华夏出版社2000
15．菲力普．科特勒，阿姆斯特朗/市场营销导论/华夏出版社/2001
16．亨利．明茨伯格/战略过程/中国人民大学出版社/1997
17．[美]弗雷．德尔戴维/战略管理第6版/李克宁译 经济科学出版社/1998年
18．宝力嘉/客户关系管理解决方案-CRM的理念．方法和软件资源/中国经济出版社/2002
19．郭春燕 曹霞/客户服务/中国人民大学出版社/2002
20．汪纯孝，岑成德，谢礼珊，温碧燕，韩小芸/服务性企业整体质量管理 第2版/中山大学出版社/2001
21．李宇军，龚江辉/竞争性情报/中国物价出版社/2002
22．上海现代物流人才培训中心/企业资源计划(ERP)与SCM,CRM/电子工业出版社/2002
23．吕厚山/人工关节外科学/人民卫生出版社/1998
24．罗兰．T.拉斯特，凯瑟林．N.勒门/驾驭顾客资产：如何利用顾客终身价值重塑企业战略/张平淡/企业管理出版社/2001
25．伯尔克哈德．G.布什/客户联系/王草，张宏/中国劳动社会保障出版社/2001
26．伯拉德．利奥托德，马克．哈得蒙/商务智能/郑小舟，胡睿，胡云超/电子工业出版社/2002
27．Henrik Malchau,Peter Herberts/全髋关节置换术预后调查/瑞典歌德堡大学骨科/1996
28．中华骨科杂志 2001年 1-6期
29．医院管理杂志 2002年 1-6期
30．华裔骨科杂志 2001年 12-24期
31．《中国经济年鉴》 1999年
2. Hardld M.Kassarjian and Thomas S.Robertson/Perspectives in consumer Behavior/Prentice-Hall/1991
3. Eric N.Berkouitz,Roger A.Kerin/Marketing/Richard D.Irwin,inc./1994
4. Frederick E.Webster, Jr./Market-Driven Managemant/John Wilegy,inc./1994
5. Philip Kotler/MARKETING MANAGEMENT 9th / Prentice-haU / 1998
6. Christian Gronroos/Service Management and Marketing: A Customer Relationship Management Approach 2nd / John Wiley & Sons, Inc./2000
7. Patrica B.Seybold ,Ronni T. Marshak,Jeffrey M.Lewis/The Customer Revolution: How to Thrive When Customers Are in Control/Patricia Seybold Group,Inc./2000
8. Hans Peter Brondmo/The Eng@ged Customer :The New Rules of Interner Direct Marketing/Harper Collins Publishers, Inc./2000
9. Bob Hartley, Michael W. Starkey/ The Management os Sales and Customer Relations/Thomson Business Press/1996
10. James G.Barnes/Secrets of Customer Relationship Management: It's All About How You Make Them Feel/McGraw-Hill Education./2001
11. Ronald Swifr/ Accelerating Customer Relationships: Using CRM and Relationship Technologies/Prentice Hall,Inc./2001
12. Paul Greenberg/CRM at the Speed of Light: Capturing and Keeping Customers in Intemet Real Time/McGraw-Hill Education/2001
13．王方华、吕巍/战略管理/复旦大学出版社/1997
14．乔治．艾文斯/市场营销教程第7版/华夏出版社2000
15．菲力普．科特勒，阿姆斯特朗/市场营销导论/华夏出版社/2001
16．亨利．明茨伯格/战略过程/中国人民大学出版社/1997
17．[美]弗雷．德尔戴维/战略管理第6版/李克宁译 经济科学出版社/1998年
18．宝力嘉/客户关系管理解决方案-CRM的理念．方法和软件资源/中国经济出版社/2002
19．郭春燕 曹霞/客户服务/中国人民大学出版社/2002
20．汪纯孝，岑成德，谢礼珊，温碧燕，韩小芸/服务性企业整体质量管理 第2版/中山大学出版社/2001
21．李宇军，龚江辉/竞争性情报/中国物价出版社/2002
22．上海现代物流人才培训中心/企业资源计划(ERP)与SCM,CRM/电子工业出版社/2002
23．吕厚山/人工关节外科学/人民卫生出版社/1998
24．罗兰．T.拉斯特，凯瑟林．N.勒门/驾驭顾客资产：如何利用顾客终身价值重塑企业战略/张平淡/企业管理出版社/2001
25．伯尔克哈德．G.布什/客户联系/王草，张宏/中国劳动社会保障出版社/2001
26．伯拉德．利奥托德，马克．哈得蒙/商务智能/郑小舟，胡睿，胡云超/电子工业出版社/2002
27．Henrik Malchau,Peter Herberts/全髋关节置换术预后调查/瑞典歌德堡大学骨科/1996
28．中华骨科杂志 2001年 1-6期
29．医院管理杂志 2002年 1-6期
30．华裔骨科杂志 2001年 12-24期
31．《中国经济年鉴》 1999年