三星显示器市场营销战略研究
摘要
随着社会经济的发展,科技化进程的加快,电子产业已成为国民经济发展中的基础及支柱产业,电子产品市场也在不断发展。电子产品市场在体制完善的过程中,逐渐走向良性发展轨道,而电子产品的销售渠道也在日益成熟的市场中面临着竞争与挑战。当前市场竞争的日趋激烈,市场环境的日益复杂,电子产品的营销战略往往成为项目成功的关键。而实际上在电子产品的营销中往往还存在着许多偏离,没有明确的营销战略原则和方法作指导,厂商盲目地进行炒作概念,这不仅造成电子产品市场的紊乱,也严重影响了厂商的盈利。因此,发展电子产品营销战略问题的研究具有十分重要的理论和实践意义。
三星电子显示器有限公司进入中国市场后,迅速成为国内自有品牌市场上的领头羊。在世界范围内,三星显示器已经连续17年保持全球销售量第一的荣誉,在“2006年中国IT服务年会”上,三星再次摘取了显示器服务金奖,此次已是三星连续9年夺得用户满意金奖。作为业界领先厂商,三星显示器继续在电子服务用户满意度和服务价值等诸多方面领先业界同行。多年以来,三星显示器被业界誉为显示器行业在技术和产品上的风向标。三星显示器之所以能够长期走在市场前列,除了三星显示器产品性能优异、返修率低、性价比极高、服务一流以外,通畅的渠道是三星能够夸口的重要因素。
为了适应市场环境变化使公司今后更加快速的发展,实现公司的总体战略目标,本文在分析了外部环境、内部环境后,运用价值链分析方法分析公司的竞争力,找出企业的优势和劣势、机会与威胁;通过市场细分、目标市场和产品定位确定了公司的营销战略、营销战略组合及营销战略的实施和保障。从企业战略优势和战略目标角度对三星显示器的营销战略类型进行分析,确定公司应采取集中战略和差异化战略,采用此战略能够全面深入地掌握特定的市场需求,利用有限的资源,发挥优势,使三星显示器在选定的目标市场居于强有力的竞争地位,实现生产经营的专业化,节省运营成本,增加利润,提高三星显示器品牌效应,达到扩大市场的目的。
该文的研究结果对分析目前国内电子产业竞争有一定的参考价值,对三星显示器的营销工作具有实际的借鉴意义。
With fast development of economy and science and technology, electronic industry has become the basis and polar industry of social economy, at the same time the market of electronic products are developing. While the market is getting mature day by day, distribution channel is facing a more fierce competition and challenge. Therefore marketing strategy has become the key point for a successful business. In fact there are many deviations in electronic products marking, like unidentified marketing principle, improper guidance and blind sensationalization of manufactures, which not only results in market chaos, but also greatly effect on manufactures' profit. Therefore research on electronic products marketing strategy proved to be significant both on theory and practical aspects.
Since SAMSUNG ELECTRONIC SCREEN Co., Ltd came to China's market, it becomes the leading flag. In the worldwide market, SAMSUNG has ranked first on sales for continuous 17 years; on "2006 China IT Service Anniversary" SAMSUNG won the golden medal on screen service, which is the 9th year in a line winning this prize. For many years, SAMSUNG has been considered as the target on both technology and service in electronic products market. Except for the trust worth quality, low rate of products preparation, high performance price ratio, and first-class service, unblocked marketing channel is another key element for its success.
In order to meet the requirement of fast development and changeable market and realize the overall target, this article gives a comprehensive analysis by combining all the aspects of internal environment, external environment, value chain analysis, which presents the advantage and disadvantage, opportunity and threaten of the company; in addition marketing strategy, as well as its implementation is made through market segmentation, and product positioning. Furthermore SAMSUNG marketing strategy is given analysis in terms of advantage and target, so centralization strategy and differentiation strategy is determined, with which definite market demand can be mastered, so that SAMSUNG is able to holding a competitive market position and operate with low cost and high profit even though with limited resources. In this way the brand of SAMSUNG is stable and market is enlarged.
The research can be taken as a reference to analysis the current domestic electronic products market and will be helpful for SAMSUNG practical marketing.
三星电子显示器有限公司进入中国市场后,迅速成为国内自有品牌市场上的领头羊。在世界范围内,三星显示器已经连续17年保持全球销售量第一的荣誉,在“2006年中国IT服务年会”上,三星再次摘取了显示器服务金奖,此次已是三星连续9年夺得用户满意金奖。作为业界领先厂商,三星显示器继续在电子服务用户满意度和服务价值等诸多方面领先业界同行。多年以来,三星显示器被业界誉为显示器行业在技术和产品上的风向标。三星显示器之所以能够长期走在市场前列,除了三星显示器产品性能优异、返修率低、性价比极高、服务一流以外,通畅的渠道是三星能够夸口的重要因素。
为了适应市场环境变化使公司今后更加快速的发展,实现公司的总体战略目标,本文在分析了外部环境、内部环境后,运用价值链分析方法分析公司的竞争力,找出企业的优势和劣势、机会与威胁;通过市场细分、目标市场和产品定位确定了公司的营销战略、营销战略组合及营销战略的实施和保障。从企业战略优势和战略目标角度对三星显示器的营销战略类型进行分析,确定公司应采取集中战略和差异化战略,采用此战略能够全面深入地掌握特定的市场需求,利用有限的资源,发挥优势,使三星显示器在选定的目标市场居于强有力的竞争地位,实现生产经营的专业化,节省运营成本,增加利润,提高三星显示器品牌效应,达到扩大市场的目的。
该文的研究结果对分析目前国内电子产业竞争有一定的参考价值,对三星显示器的营销工作具有实际的借鉴意义。
With fast development of economy and science and technology, electronic industry has become the basis and polar industry of social economy, at the same time the market of electronic products are developing. While the market is getting mature day by day, distribution channel is facing a more fierce competition and challenge. Therefore marketing strategy has become the key point for a successful business. In fact there are many deviations in electronic products marking, like unidentified marketing principle, improper guidance and blind sensationalization of manufactures, which not only results in market chaos, but also greatly effect on manufactures' profit. Therefore research on electronic products marketing strategy proved to be significant both on theory and practical aspects.
Since SAMSUNG ELECTRONIC SCREEN Co., Ltd came to China's market, it becomes the leading flag. In the worldwide market, SAMSUNG has ranked first on sales for continuous 17 years; on "2006 China IT Service Anniversary" SAMSUNG won the golden medal on screen service, which is the 9th year in a line winning this prize. For many years, SAMSUNG has been considered as the target on both technology and service in electronic products market. Except for the trust worth quality, low rate of products preparation, high performance price ratio, and first-class service, unblocked marketing channel is another key element for its success.
In order to meet the requirement of fast development and changeable market and realize the overall target, this article gives a comprehensive analysis by combining all the aspects of internal environment, external environment, value chain analysis, which presents the advantage and disadvantage, opportunity and threaten of the company; in addition marketing strategy, as well as its implementation is made through market segmentation, and product positioning. Furthermore SAMSUNG marketing strategy is given analysis in terms of advantage and target, so centralization strategy and differentiation strategy is determined, with which definite market demand can be mastered, so that SAMSUNG is able to holding a competitive market position and operate with low cost and high profit even though with limited resources. In this way the brand of SAMSUNG is stable and market is enlarged.
The research can be taken as a reference to analysis the current domestic electronic products market and will be helpful for SAMSUNG practical marketing.
引文
[1]菲利普·科特勒.营销管理(第11版).北京:中国人民大学出版社,2005.
[2]邱燕娜.中国LCD显示器消费者调查.中国计算机报,2004.6.27.
[3]赛迪顾问.TFT-LCD市场年度报告.2005.9
[4]李弘,董大海.市场营销(第5版).大连理工大学出版社,2006.
[5]保罗,彼得等.韩德昌译.消费者行为与行销战略.北京:机械工业出版社,2006.
[6]叶万春.服务营销学.北京:高等教育出版社,2005.
[7]李宝山.经济管理学.北京:企业管理出版社,2006.
[8]Weston.Managerial Finance.上海:上海人民出版社,2006.
[9]吴贵生.技术创新管理.北京:清华大学出版社,2005,
[10]曲云波.营销实践5年之路.北京:企业管理出版社,2005.
[11]秦言.中国企业服务竞争.北京:中国计划出版社,2005.
[12]刘利文.生产与运做管理.北京:清华大学出版社,2006.
[13]孙尚清.现代市场学.北京:科学出版社,2005.
[14]R.Hal Mason.International Business.New York Book Company,2006.
[15]欧阳云.推销学.北京:兵器工业出版社,2006.
[16]曹礼和.服务营销.武汉:湖北人民出版社,2005.
[17]秦言.中国企业服务竞争.北京:中国计划出版社,2006.
[18]宿春礼.市场推广方法.北京:经济管理出版社,2006.
[19]林峰,杭建平,王海云.市场营销策略与运用.北京:社会科学文献出版社,2005.
[20](美)菲利普.科特勒.加里.阿姆斯特朗.市场营销(俞利军译).北京:华夏出版社,2006.
[21](美)雅基.莫尔编著.新产品与创新的营销.胡其英,杜荣等著.北京:机械工业出版社,2005.
[22]迈克尔·波特.竞争战略.陈小悦译.北京:华夏出版社,2006.
[23]Ethan M.rasiel,The Mckinsey Way,McGraw-Hill.Ine,2005.
[24]迈克尔·波特.乔晓东等译.竞争战略.北京:中国财政经济出版社,2006.
[25]张鹏.企业改革与管理.北京:中国商业出版社,2005.
[26]曲云波营.销实践5年之路.北京:企业管理出版社,2005.
[27]董大海.战略管理(第3版).大连理工大学出版社,2006.
[2]邱燕娜.中国LCD显示器消费者调查.中国计算机报,2004.6.27.
[3]赛迪顾问.TFT-LCD市场年度报告.2005.9
[4]李弘,董大海.市场营销(第5版).大连理工大学出版社,2006.
[5]保罗,彼得等.韩德昌译.消费者行为与行销战略.北京:机械工业出版社,2006.
[6]叶万春.服务营销学.北京:高等教育出版社,2005.
[7]李宝山.经济管理学.北京:企业管理出版社,2006.
[8]Weston.Managerial Finance.上海:上海人民出版社,2006.
[9]吴贵生.技术创新管理.北京:清华大学出版社,2005,
[10]曲云波.营销实践5年之路.北京:企业管理出版社,2005.
[11]秦言.中国企业服务竞争.北京:中国计划出版社,2005.
[12]刘利文.生产与运做管理.北京:清华大学出版社,2006.
[13]孙尚清.现代市场学.北京:科学出版社,2005.
[14]R.Hal Mason.International Business.New York Book Company,2006.
[15]欧阳云.推销学.北京:兵器工业出版社,2006.
[16]曹礼和.服务营销.武汉:湖北人民出版社,2005.
[17]秦言.中国企业服务竞争.北京:中国计划出版社,2006.
[18]宿春礼.市场推广方法.北京:经济管理出版社,2006.
[19]林峰,杭建平,王海云.市场营销策略与运用.北京:社会科学文献出版社,2005.
[20](美)菲利普.科特勒.加里.阿姆斯特朗.市场营销(俞利军译).北京:华夏出版社,2006.
[21](美)雅基.莫尔编著.新产品与创新的营销.胡其英,杜荣等著.北京:机械工业出版社,2005.
[22]迈克尔·波特.竞争战略.陈小悦译.北京:华夏出版社,2006.
[23]Ethan M.rasiel,The Mckinsey Way,McGraw-Hill.Ine,2005.
[24]迈克尔·波特.乔晓东等译.竞争战略.北京:中国财政经济出版社,2006.
[25]张鹏.企业改革与管理.北京:中国商业出版社,2005.
[26]曲云波营.销实践5年之路.北京:企业管理出版社,2005.
[27]董大海.战略管理(第3版).大连理工大学出版社,2006.
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