东材公司营销战略研究
|
摘要
营销战略在企业战略中占有重要地位,是企业获取竞争优势的关键。通过对企业营销战略的研究,在宏观上可以将企业的战略进行升华以指导企业发展,有效提升企业业绩；从微观上可以充分洞察企业,实现企业资源共享,为企业发展提供战略延续和理论支撑。伴随全球化竞争趋势的加剧,营销战略的研究受到学术界和企业界的广泛关注,其理论知识和实践经验得到不断的丰富与提升,被认为是企业参与市场竞争的有力武器。随着我国工业化进程不断加快,企业之间的竞争越来越激烈,要想在激烈的竞争中取得成功,公司的营销战略显得至关重要。
针对营销战略研究,本文选取的是具有特殊发展背景的东材科技公司。东材科技公司是我国最大综合性绝缘材料生产企业,在其发展和壮大的过程中,经历了从国有企业到民营企业、单厂企业到企业集团、从责任制到股份制。既有体制的改革,也有组织形式的改革,改革的目的是为了东材科技公司更好的发展,要想更好的发展需要有正确的企业战略做指导。营销战略作为企业战略的核心,必须随企业改革和发展作相应的调整。东材科技公司于2011年5月20号在主板A股成功上市,公司迎来了又一个发展契机。
本文在对公司内外部环境与竞争力综合分析的基础上,首先阐述原营销战略以及列举出存在的问题,然后运用竞争力分析工具SWOT对东材科技公司进行全面分析,确定了东材科技公司营销战略的优化设计,即“以差异化为基础的拓展型营销战略”设计,最后提出了营销战略优化设计成功实施的保障措施,希望对东材科技公司的营销规划,乃至公司的未来发展有一定帮助。
Marketing strategy plays an important role in the enterprise strategy, which is the key for enterprises to gain competitive advantage. Through the study of enterprise marketing strategy, at the macroscopic level, the enterprise strategy can be sublimated to guide enterprises related future business strategy, effectively improve enterprise performance; at the microcosmic level, it can be given full insight into enterprises and to achieve resource sharing, which provide strategic continuity and theoretical support for the future development of the enterprises. With the trend of global competition intensifies, the marketing strategy research has received extensive attention in academic and business community, so the connotation of the theory and practical experience have been constantly enriched and improved, which is considered the enterprises to participate in market competition powerful weapon. Along with accelerating the process of industrialization in China, more and more intense competition among enterprises, the company's marketing strategy is very important for the enterprises commit to succeed in the fierce competition.
This paper focuses on the special background of EM Technology ltd to study the marketing strategy. EM technology company is a comprehensive largest insulation materials production enterprises in China. In the process of the development and growth, EM technology companies, has experienced from the state-owned enterprises to private enterprises, single plant to enterprise group, and responsibility to the shareholding system. The purpose of institutional and organizational forms of the reform is for the better development of the enterprises, which needs a better strategy as a guideline. Marketing strategy as the core of enterprise strategy with enterprise reform and development must be adjusted accordingly. The EM technology company successfully listed A shares on the Main Board on in May20,2011, which provides another development opportunity for the company.
In this paper, on the basis of comprehensive analysis of internal and external environment and competiveness of the company, firstly, detailed description of the original marketing strategy and the marketing problem was conducted; Secondly, the competitive analysis tool SWOT was used to analyze EM technology company comprehensively and establish the optimization design of marketing strategy of EM technology company, namely "difference based development marketing strategy" design; Finally, the safeguards of successfully implementation of the marketing strategy was put forward, which aims at the certain extent assistance of marketing plan and even the further development for the EM technology company.
针对营销战略研究,本文选取的是具有特殊发展背景的东材科技公司。东材科技公司是我国最大综合性绝缘材料生产企业,在其发展和壮大的过程中,经历了从国有企业到民营企业、单厂企业到企业集团、从责任制到股份制。既有体制的改革,也有组织形式的改革,改革的目的是为了东材科技公司更好的发展,要想更好的发展需要有正确的企业战略做指导。营销战略作为企业战略的核心,必须随企业改革和发展作相应的调整。东材科技公司于2011年5月20号在主板A股成功上市,公司迎来了又一个发展契机。
本文在对公司内外部环境与竞争力综合分析的基础上,首先阐述原营销战略以及列举出存在的问题,然后运用竞争力分析工具SWOT对东材科技公司进行全面分析,确定了东材科技公司营销战略的优化设计,即“以差异化为基础的拓展型营销战略”设计,最后提出了营销战略优化设计成功实施的保障措施,希望对东材科技公司的营销规划,乃至公司的未来发展有一定帮助。
Marketing strategy plays an important role in the enterprise strategy, which is the key for enterprises to gain competitive advantage. Through the study of enterprise marketing strategy, at the macroscopic level, the enterprise strategy can be sublimated to guide enterprises related future business strategy, effectively improve enterprise performance; at the microcosmic level, it can be given full insight into enterprises and to achieve resource sharing, which provide strategic continuity and theoretical support for the future development of the enterprises. With the trend of global competition intensifies, the marketing strategy research has received extensive attention in academic and business community, so the connotation of the theory and practical experience have been constantly enriched and improved, which is considered the enterprises to participate in market competition powerful weapon. Along with accelerating the process of industrialization in China, more and more intense competition among enterprises, the company's marketing strategy is very important for the enterprises commit to succeed in the fierce competition.
This paper focuses on the special background of EM Technology ltd to study the marketing strategy. EM technology company is a comprehensive largest insulation materials production enterprises in China. In the process of the development and growth, EM technology companies, has experienced from the state-owned enterprises to private enterprises, single plant to enterprise group, and responsibility to the shareholding system. The purpose of institutional and organizational forms of the reform is for the better development of the enterprises, which needs a better strategy as a guideline. Marketing strategy as the core of enterprise strategy with enterprise reform and development must be adjusted accordingly. The EM technology company successfully listed A shares on the Main Board on in May20,2011, which provides another development opportunity for the company.
In this paper, on the basis of comprehensive analysis of internal and external environment and competiveness of the company, firstly, detailed description of the original marketing strategy and the marketing problem was conducted; Secondly, the competitive analysis tool SWOT was used to analyze EM technology company comprehensively and establish the optimization design of marketing strategy of EM technology company, namely "difference based development marketing strategy" design; Finally, the safeguards of successfully implementation of the marketing strategy was put forward, which aims at the certain extent assistance of marketing plan and even the further development for the EM technology company.
引文
[1]Andrews K R, Chakravarthy B S. Measuring strategic performance[J].Strategic Management Journal,1986,7(5):437-458.
[2]Quinn J-B Porter, From competitive advantage to corporate strategy [J].harvard Business Review,1987,65(3):43-56.
[3]Deluk, Markides. The economic Characteristics of de-diversifying firms[J]. British Journal of mangememt,1992,3:81-100.
[4]Ansoff H-I, Von Krogh G. Three strategies for managing fast growth[J]. MIT Sloan Management Review,2001,23:43-57.
[5]Dess, Martin L. Marketing:Concepts and strategy[M]. Boston:Houghton Mifflin,1996.
[6]Mintzberg H, Lampel L, et al. The strategy process[M].2nd edition, Prentice Hall,1991.
[7]Gary Hamel, The Future of Management[M].1st edition, Harvard Business School Press, 2007.
[8]普拉哈拉德,林丹明,等译.普拉哈拉德企业成功定律[M].中国人民大学出版社,2009.
[9]Moore Geoffrey A. Dealing with Darwin:How Great Companies Innovate at Every Phase of Their Evolution[M]. Portfolio Trade,2008.
[10]Chandler Alfred D. The Visible Hand:The Managerial Revolution in American Business[M]. Belknap Press of Harvard University Press,1993.
[11]徐鼎业.营销理论与实务[M],上海交通大学出版社,2001.
[12]季辉,王冰.营销理论与实务[M],科学出版社,2010.
[13]吴健安.市场营销学[M].北京：高等教育出版社,2000.
[14]李颖生,刘春雄,金焕民.营销创新[M].北京：企业管理出版社,2005.
[15]康锦江,冷克平.现代市场营销学[M].东北大学出版社,2002.
[16]许绍李,张庚森,等.市场营销学[M].西安交通大学出版社,1998.
[17]李双龙.差异化与营销创新[J].管理现代化,2007,2：24-30.
[18]李伟.企业市场营销战略制定的步骤与对策[J].经济研究导刊,2008,8.
[19]杨建.论市场营销战略与企业战略之间的关系[J].广西轻工业,2007,5.
[20]肖丽,朱妹,等.战略营销[M].北京：电子工业出版社,2003.
[21]菲利普·科特勒,俞利军译.营销学导论[M].北京：华夏出版社,1998.
[22]菲利普·科特勒,加里·阿姆斯特朗.市场营销原理[M].清华大学出版社,2007.
[23]李嘉.营销部门岗位绩效考核与薪酬设计模板[M].北京：中国海关出版社,2009.
[24]刘俊勇.企业业绩评价与激励机制[M].北京：中信出版社,2007：59—65.
[25]斯蒂芬,罗宾斯.组织行为学[M].北京：中国人民大学出版社,1997：450—459.
[26]刘光辉,吴先金.团队激励模式研究[J].科技管理研究,2008(6).
[27]刘江花.个体激励与团队激励比较研究[D].华中科技大学,2011.
[28]李嘉.营销部门岗位绩效考核与薪酬设计模板[M].北京：中国海关出版社,2006：70-80.
[29]Schmitt, B. H.. Experiential Marketing:How to Get Customers to Sense, Fell, Think, Act Relate. New York:Free Press,1999.
[30]Pascas Courty, GeraSd Marschke. An Empiricas Investigation of Gaming Responses to ExpSicit Performance Incentives[J]. Journas Sabor Economics,2009, (1):23-56.
[31]Philip Kotler, Kevin Lane Keller, A Framework for Marketing Management,3ed edition. Pearson Education
[32]波特.竞争力[M].刘宁等.北京中信出版社,2009.
[33]波特.竞争战略[M].华夏出版社,1997.
[34]四川东材科技集团股份有限公司,Http://www.emtco.cn.
[35]Breyer, Ralph F. The Marketing Institution[M]. New York:McGraw-Hill Book Co., Inc, 1934.
[36]Philip Kotler, Kevin Lane Keller. A Framework for Marketing Management[M]. Pearson Education,2007.
[37]Schmitt, B H. Experiential Marketing:How to Get Customers to Sense, Fell, Think, Act Relate[M]. New York:Free Press,1999.
[38]季辉,王冰.营销理论与实务[M].科学出版社,2010.
[39]白艳云.中国电器工业年鉴2008-2009[M].化学工业出版社.
[40]国家绝缘材料行业协会.绝缘材料统计年鉴2010.绝缘材料统计年鉴,2011
[41]贾旭东.现代企业战略管理：思想、方法与务实[M].兰州大学出版,2006.
[42]王成荣.企业文化新思维.中国经济出版社,2010.
[2]Quinn J-B Porter, From competitive advantage to corporate strategy [J].harvard Business Review,1987,65(3):43-56.
[3]Deluk, Markides. The economic Characteristics of de-diversifying firms[J]. British Journal of mangememt,1992,3:81-100.
[4]Ansoff H-I, Von Krogh G. Three strategies for managing fast growth[J]. MIT Sloan Management Review,2001,23:43-57.
[5]Dess, Martin L. Marketing:Concepts and strategy[M]. Boston:Houghton Mifflin,1996.
[6]Mintzberg H, Lampel L, et al. The strategy process[M].2nd edition, Prentice Hall,1991.
[7]Gary Hamel, The Future of Management[M].1st edition, Harvard Business School Press, 2007.
[8]普拉哈拉德,林丹明,等译.普拉哈拉德企业成功定律[M].中国人民大学出版社,2009.
[9]Moore Geoffrey A. Dealing with Darwin:How Great Companies Innovate at Every Phase of Their Evolution[M]. Portfolio Trade,2008.
[10]Chandler Alfred D. The Visible Hand:The Managerial Revolution in American Business[M]. Belknap Press of Harvard University Press,1993.
[11]徐鼎业.营销理论与实务[M],上海交通大学出版社,2001.
[12]季辉,王冰.营销理论与实务[M],科学出版社,2010.
[13]吴健安.市场营销学[M].北京：高等教育出版社,2000.
[14]李颖生,刘春雄,金焕民.营销创新[M].北京：企业管理出版社,2005.
[15]康锦江,冷克平.现代市场营销学[M].东北大学出版社,2002.
[16]许绍李,张庚森,等.市场营销学[M].西安交通大学出版社,1998.
[17]李双龙.差异化与营销创新[J].管理现代化,2007,2：24-30.
[18]李伟.企业市场营销战略制定的步骤与对策[J].经济研究导刊,2008,8.
[19]杨建.论市场营销战略与企业战略之间的关系[J].广西轻工业,2007,5.
[20]肖丽,朱妹,等.战略营销[M].北京：电子工业出版社,2003.
[21]菲利普·科特勒,俞利军译.营销学导论[M].北京：华夏出版社,1998.
[22]菲利普·科特勒,加里·阿姆斯特朗.市场营销原理[M].清华大学出版社,2007.
[23]李嘉.营销部门岗位绩效考核与薪酬设计模板[M].北京：中国海关出版社,2009.
[24]刘俊勇.企业业绩评价与激励机制[M].北京：中信出版社,2007：59—65.
[25]斯蒂芬,罗宾斯.组织行为学[M].北京：中国人民大学出版社,1997：450—459.
[26]刘光辉,吴先金.团队激励模式研究[J].科技管理研究,2008(6).
[27]刘江花.个体激励与团队激励比较研究[D].华中科技大学,2011.
[28]李嘉.营销部门岗位绩效考核与薪酬设计模板[M].北京：中国海关出版社,2006：70-80.
[29]Schmitt, B. H.. Experiential Marketing:How to Get Customers to Sense, Fell, Think, Act Relate. New York:Free Press,1999.
[30]Pascas Courty, GeraSd Marschke. An Empiricas Investigation of Gaming Responses to ExpSicit Performance Incentives[J]. Journas Sabor Economics,2009, (1):23-56.
[31]Philip Kotler, Kevin Lane Keller, A Framework for Marketing Management,3ed edition. Pearson Education
[32]波特.竞争力[M].刘宁等.北京中信出版社,2009.
[33]波特.竞争战略[M].华夏出版社,1997.
[34]四川东材科技集团股份有限公司,Http://www.emtco.cn.
[35]Breyer, Ralph F. The Marketing Institution[M]. New York:McGraw-Hill Book Co., Inc, 1934.
[36]Philip Kotler, Kevin Lane Keller. A Framework for Marketing Management[M]. Pearson Education,2007.
[37]Schmitt, B H. Experiential Marketing:How to Get Customers to Sense, Fell, Think, Act Relate[M]. New York:Free Press,1999.
[38]季辉,王冰.营销理论与实务[M].科学出版社,2010.
[39]白艳云.中国电器工业年鉴2008-2009[M].化学工业出版社.
[40]国家绝缘材料行业协会.绝缘材料统计年鉴2010.绝缘材料统计年鉴,2011
[41]贾旭东.现代企业战略管理：思想、方法与务实[M].兰州大学出版,2006.
[42]王成荣.企业文化新思维.中国经济出版社,2010.