丹佛斯暖通空调业务中国的营销战略

上海交通大学硕士学位论文丹佛斯暖通空调业务中国的营销战略姓名：曹迪华申请学位级别：硕士专业：工商管理指导教师：王毅捷20070128PEST4SWOTSOSWOT4P4C5R360PESTSWOTMARKETINGSTATEGYOFHVACBUSINESSFORDANFOSSCHINAABSTRACTTheinstituteandimplementationoflocalizedmarketingstrategyisimperativeforthebusinessdevelopmentofmultinationals.Firstly,withPESTmethods,thispaperanalyzesthemacroenvironmentofHVACbusinessforDanfoss(China)throughsuchaspectsaspolitical,economical,social,technologicalandsoon,thebasicsituationofHVACindustrythroughfieldsofmarketingdemandsanddevelopmenttrends,andcompetitionstatusofindustrywithMichaelPorterfiveforcemodel,combinedwithIFEandEFEmatrix,italsoestimatestheopportunityandriskofexternalenvironmentforcompany’sbusinessdevelopment.Allindicatesthatthecurrentstrategycouldmakeuseofexternalresourceandopportunity,togetherwiththecapabilityofavoidingpotentialrisks.Facedwiththeindustryofopportunitymorethanrisk,whattheenterpriseneedstodomoreisupgradingthecompetencetograspthechancebroughtaboutbymacroeconomyandindustryincreasing,improvingthecorecompetenceandelevatingthebulwarkofpotentialincomer’smarketentering.Secondly,topackuptheinternalenvironmentofcompany’sbusinessdevelopmentbymainly4sidesofproduct,price,placeandpromotion,aswellasthecooperationandcommunicationwithsupplychain,logistics,humanresources,internalcommunicationandotherfactors.ThroughIFEandEFEmatrix,itpointsoutthatthereremainsmuchtobeimprovedincompany’sbusinessasregardstoproduct,price,channel,brand,humanresourceandsoon,whichneedstonarrowthegapbetweenotherexcellentfirmsandourselves.Thirdly,withSWOTanalysis,itmakesaparticularlyanalysistothefollowingpoint:howtomaximizeadvantage,weakendisadvantage,makeuseofexternalopportunityandavoidexistingandpotentialrisk,dictatingtaketheexternalopportunityofSOstrategybyinternaladvantage.Itshouldrapidlyincreasemarketsharing,speeduptheprocessofthelocalization,providetheproductsmeettothedemandsofHVAVmarketinChina,continuouslystrengthenthebuildingofbrand,reinforcetheconstructionofabilityinsalesteam,keeptoperfectandencouragethesystemofexam,andimprovetheefficiencyofinternalcommunicationandcooperation.Fourthly,itpointoutthatcompany’sbusinessshouldbreakawayfromthe‘BlueOcean’strategyof‘RedOcean’ofcompetition;realizetheleapofself-valuebothforbuyersandenterprise,andinitiateamarketfreeofcompetition.Anewvaluecurveofcompany’sbusinessshapedby4actionsframedemonstratethetargetforcompany’slongandshorttermbusinessdevelopment.WithSWOTanalysisandBlueOceanstrategy,tosetdownlocalizedmarketingstrategyforcompany’sbusinessdevelopment.Inthelastpart,itmainlydiscusseshowtoimplementthismarketingstrategyeffectively.Firstly,byexistingDanfossbusinesssystem,toimprove3aspectsinprocessofproduction,sales,commoditysourcing,especiallysalessystem,toimprovetheefficiencyofvaluepropositionanddelivery,graduallytochangethetraditional4Pmarketingmodeheadedbyproductsto4Cand5Rmarketingmodewithcustomerandcompetitionconsidered.Meanwhile,itputforwardtosetupanintegratedmarketingstrategy,whichtakesthecustomerascore,marketingaswholefunction,acquisitionofcustomers’satisfactoryasawaytodevelopbusiness,soastochangethesituationoflowefficientcommunicationbetweendepartments,andalsobymeansoftransferringtheenterprise’smissionandstrategytotangibletargetandestimatingmethodwithbalancedscorecardfromuptodown,toactualizethestrategythateachdepartmentandeachemployeemaketheireffortstosatisfythecustomers’needsandultimatelythecompany’smission.Intheend,itemphasizetheimportanceofexecutiveforceandleadershipduringtheimplementationofstrategy,itneeds360degreecompletetoolstoimproveandevaluatetheleadership,whichultimatelytoensuretheenforcementoflocalizedmarketingstrategywithhigheffectandaccuracy.KEYWORDS:PESTanalysis,MichaelPorterfiveforcemodel,IFEandEFEmatrix,SWOTanalysis,valueinnovation,balancedscorecard200712820061242006124MBA10.1202120011211WTO1999IBMWTO2005152006210-10-1MBA2HarbinTianjinBeijingShenyangJinanShanghaiHangzhouTaipeiGuangzhouChengduWuhanXianHongKongKunmingUrumqiDalianShenzhanZhongshanPanyuQinhuangdaoHaikouXiamenNanjingHefeiNanningHarbinTianjinBeijingShenyangJinanShanghaiHangzhouTaipeiGuangzhouChengduWuhanXianHongKongKunmingUrumqiDalianShenzhanZhongshanPanyuQinhuangdaoHaikouXiamenNanjingHefeiNanning0.1.119331943735793180002004100741994199713000-20-3MBA30-314000.1.2MBA420080.290%80%0.30.3.14P2050JeromeMcCarthy4P()4PMBA54PProduct(Price)(Place)(Promotion)4P(Product)PPrice(Place)(Promotion)0.3.24C4P804P4C4CCustomerCostConvenienceCommunication1.(Customer)(CustomerValue)2(Cost):3(Convenience):4C4(Communication):4P(Promotion)4C4P4C0.3.35R5R4PMBA64P5R1.Relevance:2.(Receptivity):3.(Responsive):4.(Recognition):5.(Relationship):5R4C,••••5R•5R4CsMBA74P4C5R4P4C5R4P4C4P4CMBA11.1PESTPPoliticsEEconomySSocietyTTechnology1.2.GDP3.4.MBA21.1.1207020904020057195%27.5%199620%95%27.5%1996MBA320%2005200525.416.813“”800411999200230006820052010506020036295.74.6910%“”MBA410%1.51/315%50-70%20051-121901.1.2GDP200413651520039.5%200518232120049.9%200522257GDP1703MBA51.04939.6%1.9GDP2005GDP//20066301-22005GDP2010GDP20GDP2GDP0.8%2006GDP5.5%8.7%0.4%0.8%1.2%4.5%5.0%5.5%2005MBA625