《营销战略管理》课程实践报告1“大润发”进驻赣州市场营销策划方案学院:经管学院专业班级:工商081班指导教师:潘建华老师团队成员:王坤、肖芳、吴千红、朱冬冬、成志勇完成时间:2010年11月15日《营销战略管理》课程实践报告2目录一.营销策划的目的与主要任务········································31.1营销策划的目的················································31.2营销策划的主要任务············································3二.策划的必要性与目标的设置········································32.1策划的必要性··················································32.2营销策划中应注意的事项与目标设置······························42.3市场开发策略··················································42.4营销策划面对的困难和风险······································5三.环境分析························································53.1微观环境分析··················································53.2国内零售业的宏观环境分析·····································10四.战略方针·······················································134.1差异化战略···················································134.2聚焦战略·····················································14五.战略规划及目标················································145.1营销战略规划图···············································145.2战略目标——领导赣州零售行业的战略目标·······················14六.竞争战略······················································156.1赣州市区目前的竞争现状·······································156.2市场定位策略——领导者战略···································166.3领导者战略的策略·············································17七.品牌战略······················································177.1大润发目前的品牌现状·········································177.2品牌战略的目标···············································187.3品牌战略规划·················································197.4品牌推广策略·················································20八、营销组合战略··················································208.1商品竞争策略·················································208.2商品竞争策略·················································228.3单品竞争策略·················································238.4价格策略·····················································238.5终端店铺视觉识别策略·········································248.6服务策略:专业服务,领导商圈,成为值得信赖的大卖场···········258.7广告与促销战略···············································25九.整合传播策略···················································279.1一个声音一个形象·············································279.2战术的连续性·················································279.3整合传播推广策略·············································279.4合理布局赣州免费交通网·······································279.5事件营销策略·················································28附录:策划方案的排版由09号成志勇独立完成·························28《营销战略管理》课程实践报告3“大润发”进驻赣州市场营销策划方案一.营销策划的目的与主要任务1.1营销策划的目的作为新入驻赣州市场的大润发超市,其在市场面对着不同的机遇与挑战,最大限度的实现大润发的市场价值与产品核心价值成为大润发一贯追求的核心价值理念。1.2营销策划的主要任务企业实行营销策划的主要任务在于在赣州本地市场上树立企业的整体形象与实现产品和服务的价值。其中,树立企业的整体形象目的在于为将企业品牌形象植入消费者心中,从而影响消费者的购物偏好与购买习惯,为更好的实现产品和服务的价值奠定基础。1.2.1企业产品营销策划的任务为消费者提供一个便捷、全面、轻松的购物环境是大润发一贯追求的服务宗旨,企业所做的一切策划目的也都是为宗旨服务的。因此,做好产品营销策划,是大润发抢占赣州市场的终极目标与任务。1.2.2企业整体形象的策划任务兼顾大润发企业的长远发展战略与目标,抢占各地超市市场,以提高企业的知名度至应有的程度,提高企业的美誉度至应有的程度,提高客户的忠诚度至应有的程度。A、充分利用大润发现有的资源,将大润发的形象(CIS)植入千家万户B、抢占赣州市本地市场C、建立良好的公共关系环境二.策划的必要性与目标的设置2.1策划的必要性拥有实力强劲的背景,加上多年从事超市行业积累的经验,大润发基础底子比较深厚。但是由于大润发初入赣州市场,加上赣州本地超市行业领导者国光(2家)与永安南城百货(2家)的市场地位及消费者形成的固有消费习惯,大润发《营销战略管理》课程实践报告4要在新的环境下抢占市场,引导消费者的消费习惯,大润发就必须得重新定位自己在赣州市场的地位,根据赣州本地的实际情况,突出大润发实际的优势与诉求点,配合制定相关的营销策划方案,进而与行业领导者一拼高低。因此,根据实际情况,制定大润发在赣州市场的营销推广方案,对大润发立足赣州市场显得尤为重要。2.2营销策划中应注意的事项与目标设置2.2.1营销策划中应注意的事项(1)与大润发总体战略不相符的策划方案应及时的排除;(2)违背大润发发展原则的策划方案不予与采纳;(3)与市场环境不相符的营销策划方案慎重选择;2.2.2营销策划的目标为配合大润发入驻赣州本地市场,我们就其未来在赣州市场上的份额做一个简单的目标设定,以此圈定“营销策划方案”。(1)引导消费者购买习惯,力争抢占赣州本地市场份额;(2)对大润发的发展能产生效益的;(3)三年时间,使大润发成为赣州超市行业领导者;(4)有利于大润发的长远发展的战略部署。2.3市场开发策略作为一家入驻赣州超市行业的进入者,如何准确的找准市场契合点,将企业的经营理念与组织文化传达给每一位消费者,这就需要企业运用一定的市场开发策略。(1)追求服务。面对赣州超市行业激烈的市场竞争,服务质量的好坏已经成为企业成功的关键所在。大润发在售价模式上比其他超市有优势,服务质量上也应跟得上脚步!(2)情感体验营销。通过消费者感官上的体验,塑造消费者体验的价值链,全面提升消费者的“幸福感、价值感、愉快感、兴奋感”。(3)产异化战略。整合大润发现有的企业资源,有针对性的突出在大润发购物能给消费者带来的优势(如产品、成本、主题定位等方面),以此区别于其他超市。《营销战略管理》课程实践报告52.4营销策划面对的困难和风险大润发进驻赣州本地市场,其在营销推广的过程中必将面对强悍的领导者围追堵截,因而,大润发营销策划方案的实施也将面临一定的困难与风险。2.4.1营销策划面对的困难面对竞争日益激烈的市场,大润发作为一个进入者,在营销策划过程中将面对方案难以实行的困难,如大润发附近交通不便、居民较少等客观因素。难以抵住强劲对手的轮番攻击。能有效帮助大润发的营销策划方案难寻找到。消费者固有的消费习惯很难改变。2.4.2营销策划面对的风险资金链断流。一次简单的营销策划推广方案也将耗费企业的人力、物力、财力,有限的资源配置不可理就有可能出现亏损现象。竞争激烈的市场,难以保证大润发能逆流而上。作为一家外资企业,大润发缺乏本地企业所应具有的优势。三.环境分析3.1微观环境分析国际零售巨头大润发落定国际时代广场在政府领导的大力支持与帮助下,国际时代广场与国际零售巨头台湾大润发超市于2008年7月9日正式签约,商业规模3.7万m2,租期为20年。今年9月24日,正式全面动工。3.1.1市场机会与风险(swto)分析S:自身优势分析(1)品牌形象。大润发在国内已经树立了低价、实惠、品质的良好形象。大润发的店内种类齐全,涵盖了生活家居各类商品。顺利的使人们实现了一站式购物。新鲜:将为赣州市民提供最新鲜蔬果产品,以最快的速度更新新上市的商品。便宜:采取全球联合采购优势,采购成本低于赣州所有超市,同时商品的种《营销战略管理》课程实践报告6类与品质大大提高,真正做到你无我有,你有我优。舒适:为赣州市民带来宽敞明亮的购物环境,具现代感。便利:商品的种类、价位、品味最大程度迎合不同顾客需求,实现一站式购物需求。(2)价格优势。对于大卖场来说,价格形象往往是吸引顾客的最关键因素。价格形象有两个基本含义:第一,价格形象的载体是销售的商品;第二,价格形象必然是与竞争对手相比较的一个概念。如果方圆10公里只有你一家大卖场,自然不存在价格形象的问题。大润发非常聪明地避开了与家乐福等对手的正面竞争,而是选择与他们不同的商品以获得低价,那就是更加低端的产品。比如,同样是销售保暖内衣,假设家乐福在保暖内衣分类的价格带中,核心价格点是200元/套,大润发就可以选择其他一些品牌的产品,保持核心价格点在120元/套。那么,顾客会明显地感受到大润发的商品价格更低,而这让竞争对手却望尘莫及。在消费者心中有着良好的价格形象。(3)雄厚的实力,行业先锋。大润发是一家大型跨国台资零售企业,大润发超市全国分店数达99家,且2009年上半年的销售业绩已经超过了家乐福和沃尔玛,名副其实地成为零售企业的领头羊。(4)优秀的服务品质。在大润发,每位员工都知道“四个保证”:即服务满意保证,要保证自已的服务让每一位顾客都满意;购物满意保证,要保证每一位在大润发