發(fā)布時間：2018-06-24 03:35

  本文選題：鋼鐵行業(yè) + 市場競爭�。� 參考：《山東大學》2014年碩士論文

【摘要】：國內企業(yè)的發(fā)展優(yōu)勢在很大程度上取決于營銷策略的競爭。而對市場形勢日益復雜,競爭異常激烈的鋼結構行業(yè)而言更是如此。鋼結構企業(yè)的營銷策略,絕不是簡單的產(chǎn)品推銷問題,而是與國家政策、企業(yè)自身的實力以及具體的市場運作模式分不開的,可謂道、勢、術缺一不可。 上世紀80年代初期,建筑鋼結構在國內開始應用,其時限于國內粗鋼產(chǎn)量較低,鋼材相對于混凝土價格偏高等因素,一直到90年代中期成規(guī)模的專業(yè)建筑鋼結構企業(yè)并不多,年銷售收入幾乎沒有超過1.5億元的,到2000年前后,國內最大的建筑鋼結構企業(yè)年收入也只在4-5億元之間。2000年以后,以浙江省的杭蕭鋼構、浙江精工、東南網(wǎng)架為代表的企業(yè)開始急劇的規(guī)模擴張,到2006年,國內前5名的鋼結構企業(yè)年銷售額都達到了12～19億元,而到2013年,這一數(shù)字更是達到了40～80億元。 這些企業(yè)的膨脹模式幾乎如出一轍,基本都是以低成本圈地建廠快速擴大產(chǎn)能搶占市場份額。以杭蕭鋼構為例,從2000～2009年先后在安徽、山東、河南、河北、江西、廣東、內蒙等省新建了七家子公司,蕭山東廠的產(chǎn)能也翻了十倍。在此期間,一方面國內市場隨著中國經(jīng)濟的高速增長,需求急劇增加,另一方面各個企業(yè)也面臨著同式化擴張、管理滯后、利潤率下降、資金緊張、資產(chǎn)質量不高等的困難。做大之后如何做強以及如何做的更大更強成了這些企業(yè)必須面對的課題。 各大鋼結構企業(yè)正在做這方面的探索,并購、自建、產(chǎn)業(yè)鏈上下游的延伸,甚至走多元化道路等多種選擇。精工鋼構(600496)并購美建鋼構、東南網(wǎng)架(002135)仍在圈地建廠、巴特勒與博思格的整合等,與此同時,全國各地新的鋼結構企業(yè)如雨后春筍般出現(xiàn)。有專家預言,鋼結構行業(yè)已經(jīng)到了重新洗牌的時代。 杭蕭鋼構集團的業(yè)務以輕鋼和多高層為主,從2003年銷售突破10億元到2013年銷售也僅有42億元,離2020年銷售收入1000億元的戰(zhàn)略目標相差甚遠。而山東杭蕭作為杭蕭鋼構的全資子公司,也面臨著同樣的問題。本文分析研究的就是山東杭蕭鋼構公司如何突破“瓶頸”,在市場競爭日益慘烈的情況下,在宏觀經(jīng)濟環(huán)境不確定性增加的情況下,選擇一條有效的營銷策略。 文章從宏觀環(huán)境、行業(yè)結構特點、企業(yè)自身的資源情況、競爭優(yōu)勢和市場地位以及差異化策略等多方面進行了分析,對現(xiàn)階段鋼結構的營銷特點進行了詳細闡述,并提出了自己的一些新的觀點,希望能對鋼結構行業(yè)的健康發(fā)展有所助益。
[Abstract]:The development advantage of domestic enterprises depends to a great extent on the competition of marketing strategy. It is more so for the increasingly complex market situation and the highly competitive steel structure industry. The marketing strategy of the steel structure enterprise is not a simple product marketing problem, but the state policy, the strength of the enterprise itself and the specific market transportation. The mode of operation is inseparable from the Tao.
In the early 80s of last century, the construction steel structure began to be applied in China. It was limited to the low production of crude steel in China and the high price of steel relative to concrete. In the middle of 90s, there was not much professional construction steel structure enterprises in the middle of 90s, and the annual sales revenue was almost 150 million yuan, and the largest construction in China before and after 2000. The annual income of steel construction enterprises is only.2000 years between 4-5 billion yuan, and the enterprises of Hangzhou Shaxiao steel structure in Zhejiang Province, Zhejiang Seiko, and the southeast network frame are expanding rapidly. By 2006, the annual sales of the top 5 steel structure enterprises in the country reached 12~19 billion yuan, and in 2013, this number reached 40~80 billion yuan.
The expansion mode of these enterprises is almost the same, basically is the rapid expansion of production capacity in the low cost area to seize market share. Take Hangzhou Shaw steel as an example, seven new subsidiaries have been built in Anhui, Shandong, Henan, Hebei, Jiangxi, Guangdong, Inner Mongolia and other provinces in 2000~2009 years, and the capacity of Xiaoshan East factory has also been ten times. With the rapid growth of China's economy, the demand for the domestic market is increasing rapidly. On the other hand, the enterprises are facing the problem of the expansion of the same type, the lag of management, the decline of profit rate, the shortage of capital and the poor quality of the assets.
The major steel structure enterprises are doing this research, mergers and acquisitions, self construction, the extension of the industrial chain, and even the diversification of the road. The Seiko steel structure (600496) mergers and acquisitions of the United States construction steel, the southeast network frame (002135) is still in the enclosure construction, Butler and Bo's integration and so on. At the same time, the new steel structure enterprises all over the country are after the rain. Spring bamboo shoots appear. Some experts predict that the steel structure industry has come to the era of re shuffling.
The business of Hangzhou Shaw Steel Group is mainly light steel and high level, and the sales from 1 billion yuan to 2013 in 2003 is only 4 billion 200 million yuan, and the strategic target of sales revenue of 100 billion yuan in 2020 is far away. And Shandong Hangzhou Shaw is also faced with the same problem as a wholly owned subsidiary of Hangzhou Shaw steel structure. This analysis is about Shandong Hangzhou Xiao. How to break through the "bottleneck" of the steel structure company, in the situation of the market competition is increasing, in the case of the increase in the uncertainty of the macro economic environment, we choose an effective marketing strategy.
The article analyzes the macro environment, the characteristics of the industry structure, the resource situation of the enterprise itself, the competitive advantage and market status as well as the differentiation strategy, and expounds the marketing characteristics of the steel structure in detail at the present stage, and puts forward some new ideas of its own, hoping to be helpful to the healthy development of the steel structure industry.
【學位授予單位】：山東大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.31;F274

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