本文關(guān)鍵詞： 市場(chǎng)營(yíng)銷(xiāo)戰(zhàn)略 價(jià)值鏈 利基市場(chǎng) 平衡計(jì)分卡 模擬情景分析　出處：《上海交通大學(xué)》2013年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：隨著經(jīng)濟(jì)發(fā)展全球化和中國(guó)改革開(kāi)放步伐的加大，中國(guó)制造業(yè)企業(yè)面對(duì)國(guó)家經(jīng)濟(jì)結(jié)構(gòu)調(diào)整帶來(lái)的機(jī)遇，同時(shí)，行業(yè)內(nèi)的競(jìng)爭(zhēng)也隨著產(chǎn)業(yè)升級(jí)和外資進(jìn)入變得越發(fā)激烈。制造型中型企業(yè)在技術(shù)，產(chǎn)品，市場(chǎng)和內(nèi)部組織上都有一定的積累，但是面對(duì)新的挑戰(zhàn)，企業(yè)如果沒(méi)有通過(guò)對(duì)內(nèi)部資源進(jìn)行整合，提升價(jià)值鏈，構(gòu)建持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)的話，往往會(huì)很快落后于競(jìng)爭(zhēng)之列。 現(xiàn)代企業(yè)的經(jīng)營(yíng)戰(zhàn)略圍繞著企業(yè)的營(yíng)銷(xiāo)戰(zhàn)略而制定，戰(zhàn)略在通過(guò)對(duì)宏觀環(huán)境，目標(biāo)市場(chǎng)和市場(chǎng)競(jìng)爭(zhēng)角度進(jìn)行分析以后，制定出符合企業(yè)自身要素稟賦以及外部環(huán)境變化企業(yè)使命，產(chǎn)品方案和行動(dòng)計(jì)劃。其中，本文通過(guò)對(duì)M公司的情況說(shuō)明，案例分析，為M公司的市場(chǎng)營(yíng)銷(xiāo)戰(zhàn)略做了規(guī)劃和設(shè)計(jì)，并介紹了M公司內(nèi)部為實(shí)現(xiàn)這些戰(zhàn)略做出的改革措施。企業(yè)內(nèi)部組織結(jié)構(gòu)的改革是對(duì)企業(yè)制定營(yíng)銷(xiāo)戰(zhàn)略和進(jìn)行戰(zhàn)略實(shí)施的有效保障。M公司針對(duì)外部條件和自身特點(diǎn)制定了主動(dòng)利基市場(chǎng)戰(zhàn)略，并通過(guò)客戶(hù)體驗(yàn)優(yōu)化和控制互補(bǔ)產(chǎn)品兩種輔助戰(zhàn)術(shù)來(lái)對(duì)戰(zhàn)略進(jìn)行實(shí)施。同時(shí)，M公司為了配合戰(zhàn)略成立了市場(chǎng)營(yíng)銷(xiāo)部。市場(chǎng)營(yíng)銷(xiāo)部在功能和外延上區(qū)別于傳統(tǒng)的銷(xiāo)售部，M公司成立市場(chǎng)營(yíng)銷(xiāo)部專(zhuān)注于對(duì)市場(chǎng)，客戶(hù)和競(jìng)爭(zhēng)的分析，制定和執(zhí)行整體銷(xiāo)售計(jì)劃，并負(fù)責(zé)從業(yè)務(wù)開(kāi)發(fā)的角度對(duì)企業(yè)內(nèi)部各部門(mén)進(jìn)行協(xié)同，提升價(jià)值鏈水平。本文通過(guò)對(duì)M公司的戰(zhàn)略分析和說(shuō)明，，以及市場(chǎng)營(yíng)銷(xiāo)部組織改革，引入平衡計(jì)分卡手段的介紹，來(lái)研究市場(chǎng)營(yíng)銷(xiāo)戰(zhàn)略在這一企業(yè)經(jīng)營(yíng)戰(zhàn)略中的功能和重要性。
[Abstract]:With the globalization of economic development and the increasing pace of China's reform and opening up, Chinese manufacturing enterprises face the opportunity brought about by the adjustment of the national economic structure, and at the same time. The competition in the industry has become more and more intense with the upgrading of industry and the entry of foreign capital. Manufacturing medium-sized enterprises have accumulated in technology, products, market and internal organization, but faced with new challenges. If enterprises fail to integrate their internal resources, upgrade the value chain, and build sustainable competitive advantages, they will soon fall behind the competition. The management strategy of the modern enterprise is formulated around the marketing strategy of the enterprise, after analyzing the macroscopic environment, the target market and the market competition angle. Make out the enterprise's own factor endowment and external environment change enterprise mission, product plan and action plan. Among them, this article through the case of M company, case analysis. M company for the marketing strategy to do the planning and design. The reform of internal organization structure is an effective guarantee for enterprises to formulate marketing strategy and carry out strategy implementation. M company aims at external conditions and itself. Characteristics of the active niche market strategy. And through customer experience optimization and control complementary products two assistant tactics to carry out the strategy. At the same time. M company has established marketing department in line with the strategy. The marketing department is different from the traditional sales department in function and extension. M has set up marketing department to focus on the analysis of market, customer and competition. Make and implement the overall sales plan, and be responsible for the business development of the internal departments of the enterprise to enhance the value chain level. This paper through the M company strategic analysis and explanation. As well as the organization reform of marketing department and the introduction of balanced Scorecard, this paper studies the function and importance of marketing strategy in the management strategy of this enterprise.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F274;F426.61

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