保利百合花园营销策划报告书

经纬物业1经纬物业2保利百合花园营销策划报告书经纬物业3目录第一章、市场分析——知彼·································································71.1总体市场状况分析······································································81.2周边区域市场分析······································································10第二章、项目优劣势分析——知已····················································152.1优势·····························································································162.2我们需要解决的问题·································································20第三章、目标客户群分析——争夺的阵地········································223.1目标客户群分类·········································································233.2锁定目标客户群的依据·····························································243.3目标客户群的特征分析·····························································253.4目标客户群居住追求共性分析·················································26经纬物业4目录第四章、确定形象定位——入市态势···············································294.1从目标客户追求考虑································································304.2从发展商品牌的整合考虑························································304.3形象定位的推导·······································································334.4项目形象定位应实现差异化、广泛的传播力························35第五章、项目核心利益点——主要作战武器···································385.1筛选项目核心利益点的标准要求···········································395.2核心利益点的体现···································································40经纬物业5目录第六章、项目整体价格策略——辅助武器·········································436.1项目定价策略···············································································446.2项目入市时间分析·······································································466.3项目的总体价格策略及推售安排···············································486.4商铺部分·······················································································52第七章、整体推广策略·········································································547.1整体思路························································································557.2阶段推广策略················································································59经纬物业6目录第八章、媒介运用策略·········································································738.1推广目标······················································································748.2媒介组合策略——构筑立体化宣传综合体······························768.3媒介运用比重··············································································818.4各媒体具体选择及分布建议······················································83经纬物业7知已知彼、百战不殆经纬物业8第一章、市场分析——知彼经纬物业91.1总体市场状况分析a.2002年现状分析总体表现良好，预售面积和成交金额同比均有增长。民营企业占主导地位，占投资量50.3%。二手楼市继续快速发展，全年增长率达39.5%。产品及营销方式上推陈出新，楼市在竞争中进一步发展。经纬物业10b.2003年趋势预测二手比例继续上升，一二手市场联动效应，进而促进一手成交。2003年将会是地产市场新产品的“感受年”和“创新年”。供应量持续增加，供求矛盾激化，未来楼市价格面临下降压力。外来人员不断增加，市场潜在购房需求亦将持续增加。大发展商逆市而行，成为支持楼市的中坚力量。经纬物业111.2周边区域市场分析a.2002年现状分析海珠区的商品房之销售与成交方面表现得继天河最活跃区域之一，其中以西部及项目所处中部最为理想。受商业氛围及市政建设等方面因素影响，海珠区各大楼盘大致全为7个具代表性的板块。经纬物业12各板块的楼盘分布项目受到南洲路板块，革新路板块，江燕路板块的各个楼盘三面夹击，市场竞争激烈。经纬物业13项目潜在供货量保利花园靠近工业大道的小高层洋房及二期发展用地（情况不详）光大花园目前D区已动工，总建面积17万平方米，二、三、四期暂未开发金碧花园第3个金碧花园供货量巨大富力顺意花园南区5栋20层住宅，约760套南景园紫云轩、观月轩6栋18层住宅约816套，靠近江燕路的发展用地未开发晓燕湾7栋12层住宅，约300多套动感华庭1栋20及1栋18层住宅，单元数量约300套左右城启洲头咀项目占地约40万平方米，目前暂未推出市场，预计2003年年底开售合计2176套左右（未含保利、光大、金碧及城启洲头咀项目）后续市场竞争情况分析经纬物业14原有的工业厂房陆续搬迁，特别是近期革新路广州造船厂及集装箱厂地块拍卖，后续住宅储备用地充裕。目前市场户型供应比较单一，在同质化竞争严重的情况下，通过拉开产品差异化，进行市场细分将是发展商明智之举。大发展商大举入侵,抢占市场份额,后市竞争更趋激烈.由上表分析可知：经纬物业15b.2003年区域趋势预测市场上产品趋向多样化，买家选择空间越来越大。随着交通建设及市政改造，购房区域局限性进一步打破。性价比不断提高，主要体现在产品质量优异度及使用功能多样化后市竞争将体现在产品的附加值上面,例如附送的家私及装修标准上。项目开发将越来越注重人居及以人为本的要求,以消费者的实际需求出发。经纬物业16第二章、项目优劣势分析——知已经纬物业172.1优势保利集团品牌已得到市民认同。本项目可与保利其他项目进行资源整合（如业主、配套）。产品实用率高，户型间隔方正。健康材料升级版装修标准。公共交通网络完善。独有健康会所。项目临近路面，宣传力强。可形成封闭小区，具备良好的保安条件。周边区域配套日益完善。经纬物业18劣势项目容积率高，密度大。所处区域的整体形象有待提高。项目规模小，难以配建较具规模、可供宣传炒作的设施。围合式设计，使得很多单位景观朝向不佳。有很大部分单位受工业大道及规划路粉尘、噪音影响严重。总体供货量大且销售周期集中。经纬物业19机会项目所处板块供求关系匀衡,市场承接力足。各大型市政建设带动海珠区总体形象提升，工业大道板块受益非浅，区域吸引力极大增强。周边区域居住人群较为集中，居住氛围强。保利拥有大量旧业主资源，有利项目的广泛传播。一、二手市场的联动效应，将能有效地推动一手成交量上升。经纬物业20威胁区内竞争对手众多，后续供货量巨大。周边充斥多个知名房地产品牌。无特色产品将面临销售难度。二手市场日趋成熟，使得部份准买家扩大其选择范围。消费热点的转移如（汽车、旅游）等，消费重心开始偏移。经纬物业212.2在知已知彼后，怎样才能达至百战不殆的目的呢？就需要我们解决以下几个问题a.项目在短时间内供货量大且集中，如何才能加快销售速度，避免积压情况出现b.项目自身产品同质化严重，且可调节性低，在如此激烈的市场竞争之中，如何保证项目持续热销c.项目因规模所限，与对手相比，在园林、规划等常规内容方面并无优势，因而必须在后天创造卖点或另辟溪径d.保利花园与百合花园之间如何实现双赢，从而进一步提升企业品牌形象经纬物业22我们要实现抢占市场份额的战略目标，首要的是对我们所争夺的阵地——目标客户进行深入的分析，掌握他们消费行为及心理的共性。经纬物业23第三章、目标客户群分析——争夺的阵地经纬物业243.1目标客户群分类a.按地段划分受传统购房区域观念和项目自身条件限制，项目买家应以海珠区客人为主，占4—5成，开售首期时比例更高些，荔湾、越秀等外区客源为辅。工业大道中——江燕路板块。工业大道板块、革新路板块。b.按购房者职业类别划分25—35岁之间的白领及自由职业人士——新生代人士。30—45岁之间的外资及企事业单位管理人员——原居民。30—50岁之间的经商老板或个体户——周边的专业市场的老板。经纬物业25区域众多大型社区之相关配套设施逐步建成并投入使用，居住成熟度不断增强，特别是红棉商业区已完全成熟，对常住客有很强吸引力。周边原有宿舍，早期商品房较多，以改善生活为目的潜在客源数量较大。本区域商品房综合质素、性价比、价格均在此三个区域得客户接受范围之内，且交通方便。3.2锁定目标客户群的依据经纬物业263.3目标客户群的特征分析月收入稳定,注重产品价格性能比购房区域性强,十分注重所购房屋与工作地点距离远近现住区域环境及居住环境较差,希望寻找一些比现居住地好一点的区域部分客户现居住区域缺乏完善的生活配套（例如南洲路地段）,追求居住的成熟度，而部分客户现在所居住区域生活配套虽然便利，但希望保持目前便捷的居住条件原住房缺乏完善的物业管理或配套服务,希望所购房屋在居住的舒适度与安全度之中得到充分满足目前与邻里互不往来，关系冷漠，渴望和睦的邻里关系在众多房地产陷阱面前，