伊莱克斯中国市场营销战略研究

上海交通大学硕士学位论文伊莱克斯中国市场营销战略研究姓名：王睿申请学位级别：硕士专业：工商管理指导教师：孟宪忠20080601MBAI:(STP)SWOT:SWOTMBAIISTUDYONELECTROLUXMARKETINGSTRATEGYINCHINAABSTRACTChinahasbeenthemostactiveandenergeticeconomicareaworldwide,withitseitherup-speedofjointinglobaleconomicenvironmentorrisingofeconomicpower.ElectroluxCorporation,thegloballeadingmanufactureinthefieldofhigh-endhouseholdappliances,asitsinternationalrivals,haslandedoninChina,duetogradualincreasingininlandpurchasingpowerandgreatmarket’spotential.However,itisnoteverytooltosuccessinChinawhateversufficientcapitaloradvancedtechnologyorsophisticatedmanagerialexperiences.Chinesewhitehouseholdapplianceindustryhasgottentomatureandofcompetitiveinthepriortenyears’severecompetition,inthisvitalgame,eachlinkoftheindustrychainhasdecreasedtheirmarginowingtotheruthlessPriceCompetition.AstoElectrolux,howtoperformbetterinthisratherrougharena,whichistheproblemthispapertodiscuss.ThispaperisgoingtoanalyzeElectroluxChina’smarketingstrategyintermsofproductmix,brand,price,saleschannels,thentosuggest:itisimportantthattheheadquarterofElectroluxinMBAIIISwedenshouldprovidemorefundandR&DemphasisthanbeforeinChina;itislongandstabledevelopingwaythatestablishingandimplementingfirmlyandresolvedlytacticsfittingthestrategyELECTROLUXhassetdown,itisawaytofulfillthesustainabledevelopmentthatlookingforthenewdemandfromcustomersandfindingoutthesuitablecooperationpatternwiththevariouspartsinsaleschannelsinChina.TheanalyticalPointsofviewsareasfollows:FromastrategiesandmarketingPointofviewtoanalyzetheChinawhitehouseholdappliancemarketandit’smaincompetitorsapplyingMichaelPorte’s5Strength,SWOTSPTmodel.ExplorethepastandfutureofElectroluxChina,fromanoperationalpoint,givingthepossibleandpracticalmodeofoperationsdirections.KEYWORDS:Whitehouseholdappliance,brandposition,Porter’s5forces,SWOT,Marketingstrategy200861200861200861MBA11.120031,240(170)77,0001505,500Electrolux()AEGZanussi()Frigidair()EurekaHusqvarna()10173.212006500371600045601601001912.(LUX1)191919251930194050D1019651973198420002001(Integration)MBA22004199671.9%1.2200391.72006130501996,,,1997,1997,()7,,,,,,,52003,,,,7,,2003,,2004,,2005,,,2006315,8,,,,MBA3,,20066000,,,,2005171998:,:1.3(STP)SWOTSWOTMBA4STPMBA52.1.STPSTPSSegmentingTTargetingPPositioningSTP--segmentingtargetingpositioning2-12-1Figure2-1BriefchartofMarketingSTPProcess2.1.12050WendellR.Smith1.2.3.4.5.6.MBA62.1.2,2-22-2Figure2-2FourstepofMarketingProcess12MBA7342.1.3:2-12-12-1()MBA8()2.1.4(Lifestyle)Vithala.R.RoJoelH.Steckel:1.2.MBA9()2-22-32-22-32.1.5MBA102.2.2-3Figure2-3Porter’sFiveForcesModelMBA112.3.SWOTSWOT()MBA12SWOTSWOTSWOT2.4.1234SWOTMBA133.1.:;VCDDVD;3.2.3-12007(:)3-12007(:)89115.1%80621.1%13124%42515.9%471.6%20072300200621.3%2002158.9%2000MBA143-2200220073-22002-2007(:)2002200320042005200620071042123715931879222523003.3.2007:3-320071253.2%20061.1%23%MBA153-420071254.8%LG20069.8%200515.2%3-5200712.2007LG95%2007OEM2007LG3.4.MBA163-62007-2008(:)2007200889110118069011312024258294769230030133-1200819992000200120022003200420052006200720083-11999-2008MBA174.1.4.1.1(1)(2)(1)(2)MBA184.1.24.1.3:(1)-(2)(3)(4)(5)MBA194.1.42006610200220031-20061228.4%4.1.5(1)53.2%23%54.8%(2)MBA201320802003,,,10%,,,,,4.2.SWOTSWOTSWOTSWOT4.2.15002006:MBA214-12006:20024.2.2():LG:l-()MBA222;():,,,():MillwardBrown10:4-210(:)5555553030303030303055555530303030303030303030303030303030303030303030303030303030303030303030303030200200200150150150150150150150:MillwardBrown1502004-34-4MBA234-3:MillwardBrown4-4(:)MBA244-4(:):MillwardBrown():LG():,,():MBA254.2.3:46%20071000:SONYwalkmanPSP4.2.420052005MBA26LGLG2005LG:200450%;20041.5LG200512020052005GEMyatga():GE2005530050104209101050()4-5SWOT1.2.3.1.2.3.4.MBA274-5SWOT1.2.3.4.1.2.3.4.2.5SWOTSWOT4.3.4.3.18080901993()199419932000:MBA2880PanasonicNationalToshiba809012::38642041::200050050020042005MBA294.3.2:1992LG:OEMLGLG::LG14.4LG:LGLG:LG70%-80%LGMBA30:LG20%10%:LGLG1100098%80%::4.3.319952000:MBA31:60%;70%;:?:;5%20%;::1.;2.;3.MBA324.3.410TCL:::-MBA335.1.5.1.1:5-11-101-10----96-867-986-876-9ElectroluxMBA345.1.25.1.2.1:5.1.2.25.1.2.3()MBA355.1.35.1.3.1:--(+)5-22006(:)27.1%183528.0%182430.3%176927.3%180016.6%133915.9%130214.3%125214.7%1227LG9.6%147611.4%146910.9%152211.0%14427.2%11446.3%11216.2%10948.1%11046.8%15267.2%14768.0%14147.5%14406.5%15146.1%14697.1%13936.9%13995.4%33676.8%33405.9%33025.1%32733.2%20743.5%21361.8%21152.1%21122.2%13642.0%14272.8%14061.8%14122.5%15841.7%16101.2%16121.2%146212.8%131711.2%132111.4%126514.4%1238163316421604155520061200622006320064:MBA360%20%40%60%80%100%LG20001900-22001600-19001400-16001200-14001200:5-1Figure5-1thepriceclassificationofeachbrand’rollerwasher16000%20%40%60%80%100%20002000-30003000-35003500-40004000-50005000:5-2Figure5-2thepriceclassificationofeachbrand’tumblingwasher3000MBA375.1.3.2:;20%-100%5.1.3.3:1.2.3.4.5.6.MBA385-3Figure5-3LayoutofChinaWhiteHouseholdAppliancesbyBrand5.25.2.1(ProfitImpactofMarketStrategiesPIMS)10ROI55.2.25.2.2.1/TCL/Sanyo/LG//////MBA395.2.2.210%6%5.2.2.36-170%45%12%10%15%25%5%18%64%36%:://(3):(25);5.2.3::::MBA40/5.2.4:6-2**:.:20/