本文選題：非道路用柴油機(jī)市場 + 市場策略　； 參考：《復(fù)旦大學(xué)》2013年碩士論文

【摘要】：A公司作為一家國有企業(yè)經(jīng)過六十多年的發(fā)展,2010年完美實(shí)現(xiàn)了快速發(fā)展的“313”戰(zhàn)略(即通過三年達(dá)到銷售柴油機(jī)30萬臺(tái),實(shí)現(xiàn)銷售收入100億元,利潤3億元)后,確定了公司“十二五”規(guī)劃目標(biāo),開始第四次創(chuàng)業(yè)歷程。面對外部激烈的市場競爭和內(nèi)部企業(yè)自身發(fā)展需要,A公司需要通過擴(kuò)大市場規(guī)模來達(dá)到增加銷售收入和利潤,增強(qiáng)行業(yè)地位,從而全面實(shí)現(xiàn)“十二五”規(guī)劃目標(biāo)。 受國家宏觀形勢的影響,2011年的市場銷售目標(biāo)未達(dá)到規(guī)劃目標(biāo)。2011年A公司銷量同比下滑22.5%,而玉柴同比下滑7.3%,濰柴同比下滑16.7%,東康同比下滑4.3%。A公司之所以下滑最快,主要是銷售結(jié)構(gòu)不均衡所致,A公司卡車用柴油機(jī)銷售量占比最大,下滑嚴(yán)重,而非道路用柴油機(jī)市場上升對整體銷量貢獻(xiàn)度不大。因此,加大非道路用柴油機(jī)市場的開拓,提升其市場占有率,有利于提升企業(yè)銷售額,促進(jìn)企業(yè)的整體效益,提升企業(yè)的行業(yè)地位。 本文通過參考相關(guān)文獻(xiàn),實(shí)地調(diào)研和數(shù)據(jù)對比,對非道路用柴油機(jī)市場進(jìn)行詳盡概述,分析了非道路用柴油機(jī)市場現(xiàn)今行業(yè)發(fā)展態(tài)勢、行業(yè)分布格局。運(yùn)用復(fù)旦EMBA課程所學(xué)相關(guān)管理知識(shí)對A公司開拓非道路用柴油機(jī)市場的優(yōu)劣勢及機(jī)遇挑戰(zhàn)進(jìn)行了分析。通過對比競爭對手的發(fā)展現(xiàn)狀,針對性的提出了A公司開拓非道路用柴油機(jī)市場的市場策略。通過對非道路用柴油機(jī)市場的產(chǎn)品策略、價(jià)格策略、渠道策略、促銷策略和服務(wù)策略5個(gè)方面進(jìn)行闡述,具體闡述了A公司開拓非道路用柴油機(jī)市場的市場策略。
[Abstract]:After more than 60 years of development as a state-owned enterprise, in 2010, Company A perfectly realized the "313" strategy of rapid development (that is, 300000 diesel engines were sold in three years, the sales income was 10 billion yuan, and the profit was 300 million yuan). Determined the company's "12-year" planning objectives, starting the fourth entrepreneurial process. Facing the external fierce market competition and the development of internal enterprises, A company needs to increase the sales income and profit, enhance the position of the industry by expanding the market scale, so as to fully realize the "12th Five-Year Plan" goal. Under the influence of the national macro situation, the market sales target for 2011 did not reach the planned target. In 2011, company A's sales volume dropped 22.5% from a year earlier, while Yuchai's sales volume dropped 7.3% year-on-year, Weichai fell 16.7m year on year, and Dongkang's year-over-year decline of 4.3.A company was the fastest. It is mainly due to the imbalance of sales structure that the sales volume of truck diesel engine in A Company is the largest and the decline is serious, but the increase of non-road diesel engine market does not contribute much to the overall sales volume. Therefore, increasing the development of non-road diesel engine market and increasing its market share will help to promote the sales volume of enterprises, promote the overall efficiency of enterprises, and enhance the position of enterprises in the industry. By referring to relevant literature, field investigation and data comparison, this paper summarizes the market of non-road diesel engine in detail, and analyzes the development situation and distribution pattern of non-road diesel engine market. This paper analyzes the advantages and disadvantages, opportunities and challenges of A Company in developing non-road diesel engine market by using the relevant management knowledge of Fudan EMBA course. By comparing the current situation of competitors, the paper puts forward the market strategy of A Company to develop non-road diesel engine market. In this paper, the product strategy, price strategy, channel strategy, promotion strategy and service strategy of non-road diesel engine market are expounded, and the market strategy of A company to develop non-road diesel engine market is expounded in detail.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.4;F274

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