娃哈哈食品飲料企業(yè)品牌競(jìng)爭(zhēng)力研究
發(fā)布時(shí)間：2018-08-07 20:34
【摘要】： 隨著經(jīng)濟(jì)全球化的進(jìn)程,中國(guó)食品飲料企業(yè)不僅要面對(duì)國(guó)內(nèi)競(jìng)爭(zhēng),還要面對(duì)來(lái)自國(guó)外食品飲料跨國(guó)企業(yè)的挑戰(zhàn)。我國(guó)食品飲料企業(yè)所面臨的競(jìng)爭(zhēng)已由單純的產(chǎn)品競(jìng)爭(zhēng)形態(tài)發(fā)展到目前的品牌競(jìng)爭(zhēng)形態(tài)。杭州娃哈哈集團(tuán)有限公司從1988年成立至今,取得了很多輝煌的成績(jī),使自己的品牌競(jìng)爭(zhēng)力不斷地得以鞏固和加強(qiáng)。但隨著國(guó)內(nèi)外食品飲料企業(yè)對(duì)國(guó)內(nèi)二、三級(jí)市場(chǎng)和農(nóng)村市場(chǎng)大量資本的投入,并爭(zhēng)相搶奪市場(chǎng)份額,使得娃哈哈在原有的國(guó)內(nèi)二、三級(jí)市場(chǎng)和農(nóng)村市場(chǎng)的競(jìng)爭(zhēng)優(yōu)勢(shì)一點(diǎn)點(diǎn)弱化。娃哈哈與法國(guó)達(dá)能的并購(gòu)糾紛,以及進(jìn)軍非相關(guān)領(lǐng)域所面臨的諸多困境,讓娃哈哈不得不分出精力來(lái)處理并購(gòu)事件和解決非相關(guān)領(lǐng)域所遇到的困難。 本文以提升娃哈哈品牌競(jìng)爭(zhēng)力為研究對(duì)象,將娃哈哈品牌的相關(guān)數(shù)據(jù)以及中國(guó)飲料行業(yè)其他國(guó)內(nèi)外強(qiáng)勢(shì)品牌的相關(guān)數(shù)據(jù)進(jìn)行對(duì)比分析,找出影響提升娃哈哈品牌競(jìng)爭(zhēng)力的因素,采取適當(dāng)?shù)拇胧┘右越鉀Q,以期提升娃哈哈品牌競(jìng)爭(zhēng)力。本文首先就品牌競(jìng)爭(zhēng)力研究的理論基礎(chǔ)進(jìn)行主要回顧,明確提升品牌競(jìng)爭(zhēng)力研究的現(xiàn)實(shí)意義。其次對(duì)中國(guó)飲料行業(yè)的發(fā)展現(xiàn)狀進(jìn)行介紹,依據(jù)中國(guó)飲料市場(chǎng)的發(fā)展?fàn)顩r,闡述娃哈哈品牌構(gòu)建歷程。再次運(yùn)用五力分析模型分析杭州娃哈哈集團(tuán)所面臨的競(jìng)爭(zhēng)環(huán)境;并采取SWOT分析法來(lái)綜合考慮企業(yè)內(nèi)部和外部環(huán)境的各種因素并進(jìn)行系統(tǒng)評(píng)價(jià),以此對(duì)自身所處的內(nèi)外部環(huán)境有更清楚的認(rèn)識(shí),并就企業(yè)內(nèi)部的優(yōu)勢(shì)和劣勢(shì)與企業(yè)外部的機(jī)會(huì)和威脅相協(xié)調(diào),利用自身的競(jìng)爭(zhēng)優(yōu)勢(shì),依據(jù)外部環(huán)境的變化來(lái)尋找市場(chǎng)發(fā)展的機(jī)會(huì)。最后,一方面根據(jù)SWOT分析結(jié)果制定出娃哈哈品牌競(jìng)爭(zhēng)戰(zhàn)略:利用企業(yè)的內(nèi)部?jī)?yōu)勢(shì)去抓住外部機(jī)會(huì)的戰(zhàn)略,利用外部機(jī)會(huì)來(lái)彌補(bǔ)企業(yè)內(nèi)部劣勢(shì)的戰(zhàn)略,利用固有的優(yōu)勢(shì)回避或者減少外部環(huán)境威脅的戰(zhàn)略,旨在減少內(nèi)部劣勢(shì)的同時(shí),回避外部環(huán)境威脅的防御性的戰(zhàn)略。另一方面提出提升娃哈哈品牌競(jìng)爭(zhēng)力的策略規(guī)劃,其策略規(guī)劃為:品牌創(chuàng)新策略,品牌維護(hù)策略,和品牌延伸策略。其中娃哈哈的品牌創(chuàng)新策略包括產(chǎn)品和技術(shù)創(chuàng)新,組織創(chuàng)新,品牌形象創(chuàng)新,管理創(chuàng)新。娃哈哈的品牌維護(hù)策略包括品牌的法律保護(hù),品牌傳播,品牌危機(jī)管理,品牌文化的完善。品牌延伸策略有獨(dú)立研發(fā)新品牌,對(duì)新品牌在不同飲料市場(chǎng)的品牌定位,銷(xiāo)售渠道的調(diào)整,將價(jià)格戰(zhàn)升級(jí)價(jià)值戰(zhàn)等�？傊ㄟ^(guò)對(duì)娃哈哈集團(tuán)的戰(zhàn)略制定和策略規(guī)劃,以期能夠有效提升娃哈哈品牌競(jìng)爭(zhēng)力。
[Abstract]:With the process of economic globalization, Chinese food and beverage enterprises have to face not only domestic competition, but also challenges from foreign food and beverage multinational enterprises. The competition faced by Chinese food and beverage enterprises has developed from the pure product competition to the current brand competition. Since its establishment in 1988, Hangzhou Wahaha Group Co., Ltd. has made a lot of brilliant achievements, so that its brand competitiveness can be constantly consolidated and strengthened. However, with the domestic and foreign food and beverage enterprises investing a lot of capital in the domestic secondary, tertiary and rural markets, and scrambling for market share, Wahaha's competitive advantage in the domestic secondary and tertiary markets and rural markets has been weakened a little bit. Wahaha's merger dispute with France's Danone, as well as the difficulties it faces in moving into non-related areas, has forced Wahaha to devote its energies to dealing with mergers and acquisitions and resolving difficulties in unrelated areas. In this paper, we compare and analyze the relevant data of Wahaha brand and other domestic and foreign strong brands in China to find out the factors that affect the competitiveness of Wahaha brand. Take appropriate measures to solve the problem in order to enhance the competitiveness of Wahaha brand. In this paper, the theoretical basis of brand competitiveness research is reviewed, and the practical significance of brand competitiveness research is clarified. Secondly, it introduces the present situation of Chinese beverage industry, and expounds the course of Wahaha brand construction according to the development of Chinese beverage market. Thirdly, using the five-force analysis model to analyze the competitive environment facing Hangzhou Wahaha Group, and taking the SWOT analysis method to synthetically consider the various factors of the internal and external environment of the enterprise and to carry on the systematic evaluation. In this way, we can have a clearer understanding of the internal and external environment we are in, and coordinate the internal strengths and weaknesses with the opportunities and threats outside the enterprise, and make use of our own competitive advantages. Look for opportunities for market development based on changes in the external environment. Finally, on the one hand, according to the results of SWOT analysis, we draw up the strategy of Wahaha brand competition: take advantage of the internal advantages of enterprises to seize the strategy of external opportunities, use external opportunities to make up for the internal weaknesses of the strategy, The strategy of avoiding or reducing the external environmental threat by taking advantage of the inherent advantages is aimed at reducing the internal inferiority and at the same time avoiding the defensive strategy of the external environmental threat. On the other hand, it puts forward the strategic plan to enhance the competitiveness of Wahaha brand, which includes: brand innovation strategy, brand maintenance strategy, and brand extension strategy. Among them, Wahaha's brand innovation strategy includes product and technology innovation, organizational innovation, brand image innovation and management innovation. Wahaha's brand maintenance strategies include brand legal protection, brand communication, brand crisis management and brand culture improvement. Brand extension strategies include independent research and development of new brands, brand positioning of new brands in different beverage markets, adjustment of sales channels, promotion of price wars, value wars, and so on. In a word, through the strategy formulation and strategy planning of Wahaha Group, we hope to improve the competitiveness of Wahaha brand effectively.
【學(xué)位授予單位】：山西大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2009
【分類(lèi)號(hào)】：F273.2;F426.82
[Abstract]:With the process of economic globalization, Chinese food and beverage enterprises have to face not only domestic competition, but also challenges from foreign food and beverage multinational enterprises. The competition faced by Chinese food and beverage enterprises has developed from the pure product competition to the current brand competition. Since its establishment in 1988, Hangzhou Wahaha Group Co., Ltd. has made a lot of brilliant achievements, so that its brand competitiveness can be constantly consolidated and strengthened. However, with the domestic and foreign food and beverage enterprises investing a lot of capital in the domestic secondary, tertiary and rural markets, and scrambling for market share, Wahaha's competitive advantage in the domestic secondary and tertiary markets and rural markets has been weakened a little bit. Wahaha's merger dispute with France's Danone, as well as the difficulties it faces in moving into non-related areas, has forced Wahaha to devote its energies to dealing with mergers and acquisitions and resolving difficulties in unrelated areas. In this paper, we compare and analyze the relevant data of Wahaha brand and other domestic and foreign strong brands in China to find out the factors that affect the competitiveness of Wahaha brand. Take appropriate measures to solve the problem in order to enhance the competitiveness of Wahaha brand. In this paper, the theoretical basis of brand competitiveness research is reviewed, and the practical significance of brand competitiveness research is clarified. Secondly, it introduces the present situation of Chinese beverage industry, and expounds the course of Wahaha brand construction according to the development of Chinese beverage market. Thirdly, using the five-force analysis model to analyze the competitive environment facing Hangzhou Wahaha Group, and taking the SWOT analysis method to synthetically consider the various factors of the internal and external environment of the enterprise and to carry on the systematic evaluation. In this way, we can have a clearer understanding of the internal and external environment we are in, and coordinate the internal strengths and weaknesses with the opportunities and threats outside the enterprise, and make use of our own competitive advantages. Look for opportunities for market development based on changes in the external environment. Finally, on the one hand, according to the results of SWOT analysis, we draw up the strategy of Wahaha brand competition: take advantage of the internal advantages of enterprises to seize the strategy of external opportunities, use external opportunities to make up for the internal weaknesses of the strategy, The strategy of avoiding or reducing the external environmental threat by taking advantage of the inherent advantages is aimed at reducing the internal inferiority and at the same time avoiding the defensive strategy of the external environmental threat. On the other hand, it puts forward the strategic plan to enhance the competitiveness of Wahaha brand, which includes: brand innovation strategy, brand maintenance strategy, and brand extension strategy. Among them, Wahaha's brand innovation strategy includes product and technology innovation, organizational innovation, brand image innovation and management innovation. Wahaha's brand maintenance strategies include brand legal protection, brand communication, brand crisis management and brand culture improvement. Brand extension strategies include independent research and development of new brands, brand positioning of new brands in different beverage markets, adjustment of sales channels, promotion of price wars, value wars, and so on. In a word, through the strategy formulation and strategy planning of Wahaha Group, we hope to improve the competitiveness of Wahaha brand effectively.
【學(xué)位授予單位】：山西大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2009
【分類(lèi)號(hào)】：F273.2;F426.82
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