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华中科技大学硕士学位论文运动饮料“佳得乐”在华营销策略研究姓名：黎湘申请学位级别：硕士专业：工商管理指导教师：吴兆龙20060424I,20%SWOTIIAbstractThedevelopingtendencyofbeverageindustryinChinaisswiftandviolent.Overthepast20years,itsyieldhasexceeded20%averageyear,andithasbecomeoneofthemostimportantpartsofthenationaleconomy.ThereisagreatvarietyofdomesticbrandsinChina’sbeveragemarket,whichhasmadethecompetitionfierce.Meanwhile,someforeignbrandsarealsotryingtogetinvolvedinthegame,hopingtoexpandtheirglobalmarketshareandincreasetheirsalesvolumeforagreaterprofit.Unfortunately,someofthemfailedtobehavewellenoughfacingthefiercecompetitionofChina’sbeveragemarket.Herein,thepaperstartswithaworldlywell-knownsportbeveragenamed“Gatorade”.First,ittriestomakeanoverviewofthemacro-environment,includingtheeconomy,theculture,thenaturalconditionandthetechnologicalconditionaswellastheconsumingstate,whichareimportantfortheforeignenterprisestocreatetheirbusinessinChina.Thenitdescribesandanalyses“Gatorade’smicro-environmenttoillustratehowitinfluencesthemarketingpracticeandthemarketingtargetofthoseforeigncompanieswhichinvestinChina.Italsoanalyzesbasicsituation,consumingdemand,marketingstrategy,developingtrendunderthebackgroundofthebeveragemarkettosummarizethepracticalconditionthebeveragesalesininternalmarket.Itdescribesthecompany’sinteriorstrengthsandweaknessestogetherwithitsexterioropportunitiesandthreatsbyusingSWOTtoanalyzeitsmarketopportunitiesatthattime.Intheend,thepaperfocusesonGatorade’ssalesconditioninChinatoanalyzethemainreasonsthathavemadeGatoradefailindomesticbeveragemarket,basingonmarketingprinciplesandGatorade’ssalesandmarketingdata,todiscussthepossiblereasonsofmanymultinationalcompanies’failureinChina’smarket.Keywords:SportsbeveragesMarketingStrategytransnationalcorporation111.1(Quaker)------2080%2199520021.2SWOT1231.11.1SWOT322.1[1];42.2SWOTSWOT2SWOT32.3(McCarthy)4Ps¸5¸,¸,44Ps“”“”4Ps6Ps7Ps4CsConsumerCostConvenienceCommunication4Rs4Ps4Ps633.13.1.11)19952001;1998200119982)2351978200123GDP79.4%GDP8.1673)2002GDP1000GDP30003-120051082713.2%83-19/%/%19951577.75.34283.04.919961926.19.04838.93.819972090.14.65160.33.419982162.04.35425.15.819992210.33.85854.09.320002253.42.16280.06.420012366.44.26859.68.520022475.64.87702.813.42001199549.9%200039.28“”“”“”3-23-210199529662.302448.98200064332.45082.232001872002583.1.2119482012()133.1.310200240910.48.8%1.30.8%1.0%0.4%“”3.1.419952001113.23.2.13.2.211998212AC3.2.31635133.2.4141519981998161420023.33.3.120%171995“”1998190151998200130020002002+-3.3.21)11622)3)500ML3.502.50433.3.31)172)3);CC183.3.419803020003000(1)(2)(3)(4)20%7;190.5204SWOT4.11901Quaker2001819984.21860Stakely-VanCamp70”””1983Stakely-VanCamp211983199028%‘’40199219956“”4.3SWOT4.3.1224.3.230%40%4.3.31995200219982002234.3.42455.119123416-355199825165.220199519985-15-11995~19982619992001(5-2)5-21999~2001275.31)()2)8%-10%5%1~3%3)284)5)5.41)1995199829199619981997199820%19982)1999200119992000200120025-1199920011999200020011.52.321.21.71(%)80%74%503)200120015-22001:500ml44%,1.5L0.4%500ml55.6%30500ml1.5L500ml5-320014)199920015-31999200119992000200140%50%65%60%50%35%3166.16.1.11)1350ML500ML1.5L3224.20~4.50//500ML2000/3.50//500ML1//500ML319951999/500MLPET200124/2)1350ML331.5L350ML1.5L23PETPET20034.50/3/600MLPET34124112/1126.1.21)3530%~40%1%~3%350ML3.5500ML4.50500ML2000500ML3.53.002)1998199936216.1.31)199919992)6.1.437221)(1)38POP(2)(3)(4)39CBA2)(1)(2)199940(3)50%(4)416.26.2.112350%4241420011306.2.2231)43242)3)44(1),(2)(3)Kellogg254546472004MBAMBA48[1]..200471[2].2003(11)114[3]Kenneth.Andrews,TheconceptofCorporateStrategyHomewood,IL:DowJones-Irwin,1971:97[4]PhilipKotler,MarketingManagement(FifthEdition),Prentice-Hall,Inc.,1986:378-382[5]()W.W...2000116[6].200254[7]2005market.ccidnet.com/pub/report/show_4472.html[8].6GDP3000.,2005.12.21[9].2002[10].2001.304[11]AnneB.Fisher,“WhatConsumersWantinthe1990s”,Fortune(29,January1990):108[12].“”.[13]IJA...200479[14]P.Kotler.MarketingManagement:Analysis,Planing,ImplementationandControl,(8thed).EaglewoodCliffs,N.J:prenticeHall,1997:310[15]MichaelE.Porter,IndustryStructureandCompetitiveStrategy:Keysto49Profitability,FinancialAnalysisJournal(July-August1980):33[16]MichaelEPorter.CompetitiveAdvantage:CreatingandSustainingSuperiorPerormance.NewYork:FreePress,1985:67-85[17]“”..[18]PhilipKotler&GaryArmstrong,...2000111-115[19]C...2004307[20]GlennA.Mercer,“Don’tJustOptimize-Unbundle,”TheMcKinseyQuarterly3(1994):103-106[21]LookingDownscaleWithoutLookingDown,BusinessWeek(8October1990):62[22]W.Wells,J.BurnettandS.Moriarty.Advertising:PrinciplesandPractice.PrneticeHall,1998:121[23]...,2000(3):52-53[24]..,2006(3):12-14[25]..[26]..2002(4):50-52[27]..2005(3):30-32[28]..2005(12):13-15[29]...2005(1):6[30]..2002(11):6-8[31]..2004(7):22-23[32]..2003(5):38-39[33]..2005(7)39[34]..[35][36]A...2000[37]G...2005[38]....2003[39]...2003[40]...2002[41]EricN.Berkowitz,RogerA.Kerin,StevenW.Hartley,WilliamRudeli