沈阳联通新势力产品高校市场营销策略研究
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摘要
中国联通的成立,打破了中国移动通信市场由中国移动一家垄断的局面,服务水平得到了明显提高,老百姓得到了极大的实惠,移动通信市场也由垄断走向了竞争。
中国联通沈阳分公司是中国联通在沈阳地区的分支机构。公司成立10年来,业务得到了迅速的发展,目前已成为当地的第二大移动通信运营商。2006年初,中国联通总部推出了“新势力”全国统一新的客户品牌,以期待对抗中国移动的“动感地带”,在青少年市场获得应有的市场份额,本文将围绕沈阳联通“新势力”产品高校市场营销策略进行深入地探讨、研究。
本文通过大量的市场调查,运用了丰富、详实的统计资料,详细地分析了中国联通沈阳分公司的外部环境因素对公司营销策略的影响,明确了公司的机会和威胁、优势与劣势。在此基础上,结合“新势力”在沈阳高校的推出和市场实践,运用市场营销学有关理论,分析确定了中国联通沈阳分公司新势力产品高校营销策略,其中包括:细分市场策略、目标市场策略、营销组合策略等。并对营销策略的实施与测评等方面的内容进行了规划,使之达到资源与策略相适应的目的,从而使中国联通沈阳分公司新势力产品市场营销策略不断地改进和优化,提高“新势力”的市场占有率,最终实现公司做大做强的发展目标。
The founding of China Unicom broke the monopoly of China Mobile on mobile communication market of China. As a result, the service has been vastly improved, common people really benefited a lot from it, and mobile communication market changed from monopoly to competition.
Shenyang Branch of China Unicom is the affiliate of China Unicom in Shenyang. For ten years since it was set up, the business has grown by leaps and bounds, and it has become the second largest mobile communication operator in the locality. In early 2006, theheadquarters of China Unicom introduced "New Forces" ------a new nationwide uniformcustomer brand, with the intention of confronting China Mobile's M-Zone to get proper shares in juvenile market.
This essay will further examine and study the campus marketing strategies of China Unicorn's product "New Forces". Based on the extensive investigation into the market, with abundant, detailed and accurate statistics, it analyses in detail the effect of external environment of Shenyang Branch of China Unicom on the company's marketing strategies, clarifies the opportunity and threat, advantages and disadvantages to the company. It also analyses and identifies the campus marketing strategies of the product "New Forces" of Shenyang Branch of China Unicom, following the launch of "New Forces" in Shenyang colleges and universities and its marketing practice, with concerning theories on marketing practice including market segmentation strategy, target market strategy and marketing mix strategy, etc. Furthermore, a plan has been drawn up in this essay for the implementation and regulation of marketing strategies to make the resources correspond with strategies, so that the marketing strategies of the product "New Forces" of Shenyang Branch of China Unicom will be constantly improved and optimized, market shares of "New Forces" raised, and the company can achieve the goal of growing bigger and stronger.
中国联通沈阳分公司是中国联通在沈阳地区的分支机构。公司成立10年来,业务得到了迅速的发展,目前已成为当地的第二大移动通信运营商。2006年初,中国联通总部推出了“新势力”全国统一新的客户品牌,以期待对抗中国移动的“动感地带”,在青少年市场获得应有的市场份额,本文将围绕沈阳联通“新势力”产品高校市场营销策略进行深入地探讨、研究。
本文通过大量的市场调查,运用了丰富、详实的统计资料,详细地分析了中国联通沈阳分公司的外部环境因素对公司营销策略的影响,明确了公司的机会和威胁、优势与劣势。在此基础上,结合“新势力”在沈阳高校的推出和市场实践,运用市场营销学有关理论,分析确定了中国联通沈阳分公司新势力产品高校营销策略,其中包括:细分市场策略、目标市场策略、营销组合策略等。并对营销策略的实施与测评等方面的内容进行了规划,使之达到资源与策略相适应的目的,从而使中国联通沈阳分公司新势力产品市场营销策略不断地改进和优化,提高“新势力”的市场占有率,最终实现公司做大做强的发展目标。
The founding of China Unicom broke the monopoly of China Mobile on mobile communication market of China. As a result, the service has been vastly improved, common people really benefited a lot from it, and mobile communication market changed from monopoly to competition.
Shenyang Branch of China Unicom is the affiliate of China Unicom in Shenyang. For ten years since it was set up, the business has grown by leaps and bounds, and it has become the second largest mobile communication operator in the locality. In early 2006, theheadquarters of China Unicom introduced "New Forces" ------a new nationwide uniformcustomer brand, with the intention of confronting China Mobile's M-Zone to get proper shares in juvenile market.
This essay will further examine and study the campus marketing strategies of China Unicorn's product "New Forces". Based on the extensive investigation into the market, with abundant, detailed and accurate statistics, it analyses in detail the effect of external environment of Shenyang Branch of China Unicom on the company's marketing strategies, clarifies the opportunity and threat, advantages and disadvantages to the company. It also analyses and identifies the campus marketing strategies of the product "New Forces" of Shenyang Branch of China Unicom, following the launch of "New Forces" in Shenyang colleges and universities and its marketing practice, with concerning theories on marketing practice including market segmentation strategy, target market strategy and marketing mix strategy, etc. Furthermore, a plan has been drawn up in this essay for the implementation and regulation of marketing strategies to make the resources correspond with strategies, so that the marketing strategies of the product "New Forces" of Shenyang Branch of China Unicom will be constantly improved and optimized, market shares of "New Forces" raised, and the company can achieve the goal of growing bigger and stronger.
引文
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[15]陈伟,薛凌.移动通信业差异化定价策略的研究.技术经济,2003,(11):37-38.
[16]徐碚,张堃.基于质量功能配置的电信产品市场细分.现代电信科技,2004,(5):38-41.
[17]斯科特.贝德伯,斯蒂芬.芬尼契尔里.品牌新世界.北京:中信出版社,2003:168-169.
[18]朱伟,史海博,白原.寻找企业与客户的价值纽带--基于客户价值的定价策略.IT时代周刊,2005,(12):37-38.
[19]范玉钟.电信企业渠道管理模式.通信企业管理,2004,(12):34-35.
[20]王越,王俊陶.电信服务营销渠道转型的必要性.世界电信,2004,(5):16-18.
[21]姚群峰.选择适宜的渠道--电信运营商营销渠道选择过程分析.通信企业管理,2003,(10):23-26.
[22]Chris Fill.Essentially a Matter of Consistency:Integrated Marketing Communications.The Marketing Review,2001,(1):28-46.
[23]周元成,刘材.电信增值新业务促销策略分析.商业时代,2005,(26):71-72.
[2]李弘,董大海.市场营销学.大连:大连理工大学出版社,2001:12.
[3]菲利普.科特勒,凯文.莱恩.凯勒.营销管理.上海:上海人民出版社,2007:12.
[4]沈阳网新闻中心,http://bbs.syd.com.cn.
[5]中华人民共和国信息产业部统计信息,http://www.mii.gov.cn/col/col27/index.html.
[6]托马斯.S.贝特曼.管理学.北京:北京大学出版社,2001:16.
[7]William.Marketing:principles&perspectivesBearde,1945-Boston.Mass:Irwin/McGraw-Hill,2001:254-268.
[8]中华人民共和国信息产业部网站,http://www.mii.gov.cn/art/2008/02/13/art_2698_36197.html.
[9]韩海潮,佘永波,范鹏飞.细分电信公众客户,制定产品组合策略.西安:西安邮电学院学报,2006,(2):20-23.
[10]AlRies.Jack,Trout.Positioning:The Battle for Your Mind.NewYork:WarnerBooks,1982:38.
[11]保罗.唐波拉尔.亚洲品牌之路.上海:上海交通大学出版社,2001:69-70.
[12]李长江,苏繁,陈衡.电信产品定制化研究.科技管理研究,2006,(2):225-227.
[13]侯忠诚.资费套餐引组合营销之路.中国电信业,2006,(2):61-63.
[14]魏琴,范鹏飞.论中国电信产品组合/定价决策的精细化.西安:西安邮电学院学报,2005,(4):1-6.
[15]陈伟,薛凌.移动通信业差异化定价策略的研究.技术经济,2003,(11):37-38.
[16]徐碚,张堃.基于质量功能配置的电信产品市场细分.现代电信科技,2004,(5):38-41.
[17]斯科特.贝德伯,斯蒂芬.芬尼契尔里.品牌新世界.北京:中信出版社,2003:168-169.
[18]朱伟,史海博,白原.寻找企业与客户的价值纽带--基于客户价值的定价策略.IT时代周刊,2005,(12):37-38.
[19]范玉钟.电信企业渠道管理模式.通信企业管理,2004,(12):34-35.
[20]王越,王俊陶.电信服务营销渠道转型的必要性.世界电信,2004,(5):16-18.
[21]姚群峰.选择适宜的渠道--电信运营商营销渠道选择过程分析.通信企业管理,2003,(10):23-26.
[22]Chris Fill.Essentially a Matter of Consistency:Integrated Marketing Communications.The Marketing Review,2001,(1):28-46.
[23]周元成,刘材.电信增值新业务促销策略分析.商业时代,2005,(26):71-72.