创建天生食品公司的市场机会分析及营销策略研究
摘要
重庆天生物业集团公司发现现在肉制品市场、熟食品市场有可进入的机会，于是联合了上海世纪联融投资公司和深圳浩源创业投资管理有限公司准备投资新建一个食品公司，借助本地良好的原材料来源和自身的市场渠道优势，进入冷鲜肉和熟食品市场，拓展企业的业务领域，谋求企业新的赢利增长点。
在投资进入新的业务领域时，企业进行了市场机会和营销策略的分析。
通过市场机会的SWOT矩阵分析，企业发现冷鲜肉和熟食品市场规模的确非常巨大，同时也发现自身也至少面临着波特的五种竞争力量的威胁。它们分别是行业巨头全国范围的快速扩张、各地中小企业的地区优势、由于潜在进入者众多而可能带来的激烈市场竞争、原材料供应商的垄断地位和产业链向后延伸、消费者对价格敏感和对食品行业质量的忧虑。
还发现自身虽然有原材料资源、产品开发等的相对优势和销售渠道的部分优势，但是同时自己也有很大的弱点——没有经营该行业的经验和行业从业人员，创建一个新的公司还面临着一般投资风险。
所以在进行SWOT机会分析后，企业还进行了TOWS矩阵分析，通过这个矩阵的理论确定食品公司规避威胁与弱势，抓住机会和发扬优势的竞争与发展战略。
在可供选择的发展战略中，其中最重要的一项就是进行高效的营销管理。而进行高效的营销管理必须要有优秀的营销策略做指导。于是企业根据杰出营销学家菲利普·科特勒的4P理论进行了营销策略的分析。在使用该理论时根据新建公司的特殊性选择了产品、品牌、价格、渠道策略作为重点分析研究对象。因为促销策略对于一个新建公司来讲，在这四个问题之后讨论比较合适。
同时公司还运用波特的一般竞争战略理论，确定了冷鲜肉利用品
牌、服务走专一化发展道路，熟食品利用产品的丰富创新能力走差异化战略路线的竞争策略。并将这两个战略用于指导营销策略的制定。
在产品策略上，公司通过对竞争对手的产品进行分析，结合自身的优势、劣势确定了除冷鲜肉不做产品线宽度和深度的延伸外，熟食品产品要根据本地创新条件的优势进行较多的产品创新，奉行公司的差异化战略，合理拓宽产品线的宽度和深度。
在品牌策略上，公司根据目前行业内品牌经营的现状，确定了公司品牌充分利用地方优势建立的以高健康、高环保、高营养为主的品牌属性，并讨论了以一牌多品为主的产品系列的品牌问题和产品包装及标签对品牌的重要影响。
在价格策略上，公司根据不同的定价理论结合竞争和促销需要以及消费者心理等制定了高、中、低价格系列和价格变动的时间序列方面的策略。
在渠道策略上，公司在充分分析竞争对手的渠道策略基础上制定了连锁专卖兼顾传统分销模式的策略，同时明确了ERP建设的工作步骤。
The Chongqing inborn property group company discovered the present meat product market, the prepared food market have the opportunity which may enter, thereupon united the Shanghai century association to melt the investment company and the Shenzhen vast source starts an undertaking the investment management limited company to prepare to invest the newly built food company, with the aid of the local good raw material origin and own market channel superiority, entered the cold fresh meat and the prepared food market, the development enterprise's service domain, sought the enterprise new profit growth spotEnters the new service domain when the investment, the enterprise has carried on the market opportunity and the marketing strategy analysis.
Through the market opportunity SWOT matrix analysis, the enterprise discovered the cold fresh meat and the prepared food market scale is indeed extremely huge, simultaneously also discovered oneself also at least is facing the five kind of competitions strength threat. They respectively are mid- and small-scale enterprise the profession giant nation scope fast expansion, each place the area superiority, because latent entering multitudinous but possibly brings the intense market competition, the raw material supplier's monopoly status and the industrial chain extend, the consumer to after is sensitive to the price and to food profession quality anxiety.
Also discovered own although has the raw material resources, the product development and so on the relative superiority and the marketing place partial superiority, but simultaneously own also have the very big weakness - not to manage this profession the experience and the profession jobholders, founds a new company also to face the general investment risk.
Therefore after carries on the SWOT opportunity analysis, the enterprise has also carried on the TOWS matrix analysis, through this matrix t
heory determined the food company dodges the threat and disadvantage, holds the opportunity and carries forward the superiority competition and the developmental strategy.
In may supply the choice in the developmental strategy, a most important item carries on the highly effective marketing management. But carries on the highly effective marketing management to have to have the outstanding marketing strategy to make the instruction. Thereupon enterprise basis outstanding marketing professor Philip 4P theory has carried on the marketing strategy analysis. When uses this theory acted according to the newly built company the particularity to choose the product, the brand, the price, the place strategy has taken the key analysis research object. Because the promotion strategy says regarding a newly built company, after these four questions discusses quite appropriately.
Simultaneously the company also utilizes the baud the general competition strategy strategy theory, had determined the cold fresh meat using the brand, the service walks the single-minded development path, the prepared food walks the difference strategy route competition strategy using the product rich innovation ability. And uses in these two strategies to instruct the marketing strategy the formulation.
In the product strategy, the company through carries on the analysis to the competitor product, unified own superiority, the inferiority had determined did not make the product line width and depth extending besides the cold fresh meat, the prepared food product had to act according to locally innovates the condition
superiority to carry on more products innovation, carried out the company the difference strategy, reasonably opened up the product line the width and the depth.
In the brand strategy, the company according to in the present profession the brand management present situation, had determined the company brand full use place superiority establishment to high is healthy, the hig
h environmental protection, the high nutrition primarily brand attribute, and discussed by a sign many primarily products series brand question a
在投资进入新的业务领域时，企业进行了市场机会和营销策略的分析。
通过市场机会的SWOT矩阵分析，企业发现冷鲜肉和熟食品市场规模的确非常巨大，同时也发现自身也至少面临着波特的五种竞争力量的威胁。它们分别是行业巨头全国范围的快速扩张、各地中小企业的地区优势、由于潜在进入者众多而可能带来的激烈市场竞争、原材料供应商的垄断地位和产业链向后延伸、消费者对价格敏感和对食品行业质量的忧虑。
还发现自身虽然有原材料资源、产品开发等的相对优势和销售渠道的部分优势，但是同时自己也有很大的弱点——没有经营该行业的经验和行业从业人员，创建一个新的公司还面临着一般投资风险。
所以在进行SWOT机会分析后，企业还进行了TOWS矩阵分析，通过这个矩阵的理论确定食品公司规避威胁与弱势，抓住机会和发扬优势的竞争与发展战略。
在可供选择的发展战略中，其中最重要的一项就是进行高效的营销管理。而进行高效的营销管理必须要有优秀的营销策略做指导。于是企业根据杰出营销学家菲利普·科特勒的4P理论进行了营销策略的分析。在使用该理论时根据新建公司的特殊性选择了产品、品牌、价格、渠道策略作为重点分析研究对象。因为促销策略对于一个新建公司来讲，在这四个问题之后讨论比较合适。
同时公司还运用波特的一般竞争战略理论，确定了冷鲜肉利用品
牌、服务走专一化发展道路，熟食品利用产品的丰富创新能力走差异化战略路线的竞争策略。并将这两个战略用于指导营销策略的制定。
在产品策略上，公司通过对竞争对手的产品进行分析，结合自身的优势、劣势确定了除冷鲜肉不做产品线宽度和深度的延伸外，熟食品产品要根据本地创新条件的优势进行较多的产品创新，奉行公司的差异化战略，合理拓宽产品线的宽度和深度。
在品牌策略上，公司根据目前行业内品牌经营的现状，确定了公司品牌充分利用地方优势建立的以高健康、高环保、高营养为主的品牌属性，并讨论了以一牌多品为主的产品系列的品牌问题和产品包装及标签对品牌的重要影响。
在价格策略上，公司根据不同的定价理论结合竞争和促销需要以及消费者心理等制定了高、中、低价格系列和价格变动的时间序列方面的策略。
在渠道策略上，公司在充分分析竞争对手的渠道策略基础上制定了连锁专卖兼顾传统分销模式的策略，同时明确了ERP建设的工作步骤。
The Chongqing inborn property group company discovered the present meat product market, the prepared food market have the opportunity which may enter, thereupon united the Shanghai century association to melt the investment company and the Shenzhen vast source starts an undertaking the investment management limited company to prepare to invest the newly built food company, with the aid of the local good raw material origin and own market channel superiority, entered the cold fresh meat and the prepared food market, the development enterprise's service domain, sought the enterprise new profit growth spotEnters the new service domain when the investment, the enterprise has carried on the market opportunity and the marketing strategy analysis.
Through the market opportunity SWOT matrix analysis, the enterprise discovered the cold fresh meat and the prepared food market scale is indeed extremely huge, simultaneously also discovered oneself also at least is facing the five kind of competitions strength threat. They respectively are mid- and small-scale enterprise the profession giant nation scope fast expansion, each place the area superiority, because latent entering multitudinous but possibly brings the intense market competition, the raw material supplier's monopoly status and the industrial chain extend, the consumer to after is sensitive to the price and to food profession quality anxiety.
Also discovered own although has the raw material resources, the product development and so on the relative superiority and the marketing place partial superiority, but simultaneously own also have the very big weakness - not to manage this profession the experience and the profession jobholders, founds a new company also to face the general investment risk.
Therefore after carries on the SWOT opportunity analysis, the enterprise has also carried on the TOWS matrix analysis, through this matrix t
heory determined the food company dodges the threat and disadvantage, holds the opportunity and carries forward the superiority competition and the developmental strategy.
In may supply the choice in the developmental strategy, a most important item carries on the highly effective marketing management. But carries on the highly effective marketing management to have to have the outstanding marketing strategy to make the instruction. Thereupon enterprise basis outstanding marketing professor Philip 4P theory has carried on the marketing strategy analysis. When uses this theory acted according to the newly built company the particularity to choose the product, the brand, the price, the place strategy has taken the key analysis research object. Because the promotion strategy says regarding a newly built company, after these four questions discusses quite appropriately.
Simultaneously the company also utilizes the baud the general competition strategy strategy theory, had determined the cold fresh meat using the brand, the service walks the single-minded development path, the prepared food walks the difference strategy route competition strategy using the product rich innovation ability. And uses in these two strategies to instruct the marketing strategy the formulation.
In the product strategy, the company through carries on the analysis to the competitor product, unified own superiority, the inferiority had determined did not make the product line width and depth extending besides the cold fresh meat, the prepared food product had to act according to locally innovates the condition
superiority to carry on more products innovation, carried out the company the difference strategy, reasonably opened up the product line the width and the depth.
In the brand strategy, the company according to in the present profession the brand management present situation, had determined the company brand full use place superiority establishment to high is healthy, the hig
h environmental protection, the high nutrition primarily brand attribute, and discussed by a sign many primarily products series brand question a
引文
１、菲利普·科特勒《营销管理——分析、控制、计划》中文版第九版，上海人民出版社，1999年10月第１版，2000年３月第２次印刷。
２、（美）内格尔（Nagle，T.T.）、（美）霍尔登（Holden，R.K.）合著《定价策略与技巧》，清华大学出版社，1999年３月第１版，2000年５月第２次印刷。
３、（美）斯特恩（Stern，L.W.）、（美）安瑟勒(Ansary，A.I.)、（美）库格伦（Coughlan，A.T.）合著《市场营销渠道》，清华大学出版社，2001年５月第１版，2001年５月第１次印刷。
４、（美）戴维（Ｄavid，Ｆ.Ｒ.）著《战略管理》，经济科学出版社，2001年10月第１版，2002年９月第三次印刷。
５、《21世纪工商管理百科全书——营销管理卷》，山西经济出版社，1999年４月第１版，1999年４月第１次印刷。
６、《双汇集团引入连锁配送管理系统案例》，作者：双汇软件公司，2003年6月5日10时１分３２秒发表于赛迪网。
７、《特许经营别犯傻》，作者: 王蓁，2002年12月5日发表于《智囊》。
８、《战略决定未来－肉类大战演绎新格局》，作者: 刘登义，2002年10月8日发表于中国营销传播网。
９、《肉类加工企业缘何竞争乏力》，作者：邢丽娜，2002年9月23日的发表于《人民日报市场报》。
２、（美）内格尔（Nagle，T.T.）、（美）霍尔登（Holden，R.K.）合著《定价策略与技巧》，清华大学出版社，1999年３月第１版，2000年５月第２次印刷。
３、（美）斯特恩（Stern，L.W.）、（美）安瑟勒(Ansary，A.I.)、（美）库格伦（Coughlan，A.T.）合著《市场营销渠道》，清华大学出版社，2001年５月第１版，2001年５月第１次印刷。
４、（美）戴维（Ｄavid，Ｆ.Ｒ.）著《战略管理》，经济科学出版社，2001年10月第１版，2002年９月第三次印刷。
５、《21世纪工商管理百科全书——营销管理卷》，山西经济出版社，1999年４月第１版，1999年４月第１次印刷。
６、《双汇集团引入连锁配送管理系统案例》，作者：双汇软件公司，2003年6月5日10时１分３２秒发表于赛迪网。
７、《特许经营别犯傻》，作者: 王蓁，2002年12月5日发表于《智囊》。
８、《战略决定未来－肉类大战演绎新格局》，作者: 刘登义，2002年10月8日发表于中国营销传播网。
９、《肉类加工企业缘何竞争乏力》，作者：邢丽娜，2002年9月23日的发表于《人民日报市场报》。