【摘要】：在市場(chǎng)競(jìng)爭(zhēng)愈來愈激烈、實(shí)現(xiàn)產(chǎn)品差異化越來越困難的今天，沒有一個(gè)強(qiáng)勢(shì)的品牌是無法長(zhǎng)期持久生存下去的，現(xiàn)代的競(jìng)爭(zhēng)已經(jīng)跨越到了品牌競(jìng)爭(zhēng)的階段。各大企業(yè)紛紛加快品牌塑造、品牌建設(shè)、品牌管理和實(shí)施品牌戰(zhàn)略的步伐，以期在新一輪的競(jìng)爭(zhēng)中取得品牌競(jìng)爭(zhēng)優(yōu)勢(shì)。 醫(yī)藥企業(yè)也在這輪“品牌大戰(zhàn)”中摩拳擦掌，竭盡全力打造強(qiáng)勢(shì)品牌，國(guó)內(nèi)一些知名醫(yī)藥品牌諸如“同仁堂”、“三九集團(tuán)”、“云南白藥”經(jīng)過幾年的品牌塑造和管理，在消費(fèi)者心中樹立了良好的品牌形象，在行業(yè)中獲得了一定的品牌競(jìng)爭(zhēng)優(yōu)勢(shì)。然而，這些醫(yī)藥企業(yè)無論從品牌資產(chǎn)還是品牌影響力方面，都無法和國(guó)際醫(yī)藥巨頭相提并論，品牌競(jìng)爭(zhēng)力還很弱。 本文以品牌競(jìng)爭(zhēng)力理論作為出發(fā)點(diǎn)，將天士力公司的品牌競(jìng)爭(zhēng)力作為研究對(duì)象，通過建立品牌競(jìng)爭(zhēng)力評(píng)價(jià)指標(biāo)體系來評(píng)價(jià)其品牌競(jìng)爭(zhēng)力狀況。由于競(jìng)爭(zhēng)力是一個(gè)相對(duì)的概念，只有與競(jìng)爭(zhēng)對(duì)手相比較，才能體現(xiàn)競(jìng)爭(zhēng)力的高低。因此本文在建立品牌競(jìng)爭(zhēng)力評(píng)價(jià)指標(biāo)體系時(shí)，構(gòu)建了適用于天士力和競(jìng)爭(zhēng)對(duì)手的中藥企業(yè)品牌競(jìng)爭(zhēng)力評(píng)價(jià)指標(biāo)體系。運(yùn)用層次分析法確定了各評(píng)價(jià)指標(biāo)的權(quán)重，得出市場(chǎng)占有率、專利數(shù)量、主導(dǎo)產(chǎn)品數(shù)量、研發(fā)費(fèi)用、產(chǎn)業(yè)鏈管理、品牌傳播和定位、品牌渠道管理、營(yíng)銷團(tuán)隊(duì)水平等評(píng)價(jià)指標(biāo)所占比重較大。運(yùn)用綜合評(píng)價(jià)模型得到天士力與競(jìng)爭(zhēng)對(duì)手品牌競(jìng)爭(zhēng)力的相對(duì)得分，，比較分析天士力與競(jìng)爭(zhēng)對(duì)手在品牌競(jìng)爭(zhēng)力各個(gè)評(píng)價(jià)指標(biāo)的表現(xiàn)，得出天士力在專利數(shù)量、研發(fā)能力和產(chǎn)業(yè)鏈管理水平有一定優(yōu)勢(shì)，在主導(dǎo)產(chǎn)品數(shù)量、營(yíng)銷渠道、品牌定位、國(guó)際市場(chǎng)份額、品牌知名度和忠誠(chéng)度等方面與競(jìng)爭(zhēng)對(duì)手存在一定差距。針對(duì)品牌競(jìng)爭(zhēng)存在的劣勢(shì)，提出提升品牌競(jìng)爭(zhēng)力的對(duì)策，使其在市場(chǎng)競(jìng)爭(zhēng)中獲得更高的品牌溢價(jià)和品牌競(jìng)爭(zhēng)優(yōu)勢(shì)。
[Abstract]:With the market competition becoming more and more fierce and the realization of product differentiation becoming more and more difficult, there is no strong brand can not survive for a long time, the modern competition has leapfrogged to the stage of brand competition. Each big enterprise speeds up the brand shaping, the brand construction, the brand management and the implementation brand strategy step one after another, in order to obtain the brand competition superiority in the new round competition. Pharmaceutical enterprises have also taken the lead in this round of "brand wars," making every effort to create strong brands. Some well-known domestic medical brands, such as "Tongrentang", "Sanjiu Group" and "Yunnan White Medicine", have been moulding and managing their brands for several years. In the hearts of consumers to establish a good brand image, in the industry to obtain a certain brand competitive advantage. However, these pharmaceutical companies can not compare with the international pharmaceutical giants in terms of brand equity or brand influence, brand competitiveness is still very weak. This paper takes the theory of brand competitiveness as the starting point, takes the brand competitiveness of Tianshili Company as the research object, and evaluates the status of brand competitiveness by establishing the evaluation index system of brand competitiveness. Because competitiveness is a relative concept, only compared with competitors, can reflect the level of competitiveness. Therefore, when establishing the brand competitiveness evaluation index system, this paper constructs the brand competitiveness evaluation index system of traditional Chinese medicine enterprises suitable for Tianshili and competitors. Using AHP to determine the weight of each evaluation index, the market share, the number of patents, the number of leading products, R & D expenses, industrial chain management, brand communication and positioning, brand channel management, Marketing team level and other evaluation indicators account for a large proportion. Using the comprehensive evaluation model to get the relative score of the competitive power of the brand between Tianshili and its competitors, and to compare and analyze the performance of each evaluation index of the competitive power of the brand between the Tianshili and the competitors, and draw the conclusion that the number of patents is the number of the Tianshili. The R & D ability and the management level of the industrial chain have some advantages, and there is a certain gap between R & D capability and industry chain management level, such as the number of leading products, marketing channels, brand positioning, international market share, brand popularity and loyalty. Aiming at the disadvantages of brand competition, this paper puts forward some countermeasures to enhance brand competitiveness so as to obtain higher brand premium and brand competitive advantage in market competition.
【學(xué)位授予單位】：沈陽理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F273.2;F426.72

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