首頁 >  資料專欄 >  營銷 >  市場開發 >  市場分析 >  MBA畢業論文_公司車聯網終端產品的市場營銷策略研究PDF

MBA畢業論文_公司車聯網終端產品的市場營銷策略研究PDF

資料大小:774KB(壓縮后)
文檔格式:PDF
資料語言:中文版/英文版/日文版
支持系統:Win9X/XP/Vista/7/8/10
解壓密碼:m448
更新時間:2021-11-7

類型:金牌資料
積分:--
推薦:升級會員

   ==>> 點擊下載文檔


相關下載
推薦資料
內容簡介
隨著國家“十二五”規劃、中國制造2025、互聯網+和交通強國建設綱要等戰略的發 布,加快促進了物聯網行業的發展。隨著物聯網概念的興起和乘用車保有量的不斷提升, 車聯網這個從物聯網引申出來的概念也日益被人們所熟悉。目前各國政府機構都高度關注 車聯網行業的發展。全球各大知名的汽車廠商、大型國內外汽車零部件供應商、內容服務 提供商、硬軟件提供商以及互聯網公司等都紛紛加大對車聯網業務的關性和投入,我國的 車聯網行業也發展迅猛。但國內車聯網產業鏈構成復雜,各環節參與者眾多,導致車聯網 行業競爭異常激烈。大多數車聯網企業都是摸著石頭過河,商業模式不清晰,研發投入過 高,大都處于虧損狀態,實現盈利的企業寥寥可數。那么對于一家初創性質的車聯網企業 來說,想在中國發展車聯網業務,就得面臨如此眾多巨型企業的競爭,結局要么在狂風大 浪中滅亡,要么被大型企業收購,在當今互聯網+的商業時代尤其是第二種路徑日益尋常。 那如何才能提高自身的價值不僅能在夾縫中求生存,也能有高價值回報呢?在這種情況下 研究M公司的市場營銷策略,有利于公司找準自身的定位,對于將來在國內的發展有著非 常重要的作用。同時也可以給其他類似困局公司起到參考和借鑒的價值。 M公司過去曾一直專注于國外汽車租賃市場,今年開始把目光轉向國內市場,目前已 與國內幾家用車企業達成車隊管理服務的合作意向,但均尚未簽訂合作協議,隨著國內車 聯網的逐漸升溫,客戶也不斷地提高更多服務功能的需求。這都為M公司帶來了巨大挑戰。 作者本人是M公司的合作創始人之一,擁有獲得相關信息和數據的便利性,得出了本論文 的研究方向和重點。本文站在M公司這個車聯網硬軟件提供商的角度,借助企業市場營銷 管理的相關理論知識和分析工具,結合國內外車聯網行業現狀和發展趨勢的前人文獻研究 基礎上來研究M公司所要面對的國內車聯網行業發展現狀,首先用PEST分析法分析M公 司車聯網行業外部環境和波特五力模型分析法分析M公司的行業競爭力,并分析了M公司 的內部經營現狀,找出M公司存在的問題及問題成因。其次用STP市場營銷定位法對M公 司進行市場定位分析和4PS組合營銷策略法從產品策略的角度對M公司進行分析制定新的 產品市場營銷策略。 綜上,得出如下結論:第一,M公司當前在商業模式上存在缺陷,不利于市場競爭力 提升,可通過商業模式重構設計,即開拓車聯網后裝市場領域的國內汽車租賃市場、汽車 保險市場、移動通信運營商市場和終端消費者(實體店)市場。進而增加未來市場衍生份 額。第二,M公司的市場開發力度不夠,營銷力量薄弱表現在產品策略上的不足。制定的 總體產品策略是產品越簡單低價越好;個性化定制的產品策略是實現產品功能模塊化進行 重組排列;產品服務化策略是當客戶數量達到一定基數時,可以實現服務費代替產品銷售 的費用。第三,M公司的新產品開發力度不足,從優化人力資源管理、加大產品開發力度 和強化公司文化建設三方面闡述措施,來保障所制定的產品營銷策略得到有效地實施。 II 本文的創新之處主要為:一是研究視角的新穎性。國內對車聯網行業的研究多集中在 車聯網產業鏈和商業模式等方面,大多是以汽車制造商或汽車零部件提供商的角度去分析 研究,且目前國內也沒有行業協會標準來系統說明車聯網市場運營的相關資料。而本文是 站在車聯網硬軟件提供商的角度,來探討研究M公司適合當下國內車聯網行業發展形勢的 產品營銷策略。二是對策建議的全面性。目前的研究文獻大都是只針對某個車聯網市場進 行研究,而M公司全面分析自身的產品并發展推廣了新的“商業模式”。建議M公司管理 高層能不斷開拓車聯網汽車后裝市場領域。 本文根據對新興商業模式的探索,并契合制定車聯網終端產品的產品營銷策略,力爭 讓M公司的品牌不僅僅在行業內得到肯定。在終端客戶心里也留下痕跡,為公司持續運營 打下堅實的基礎。相信M公司以市場為中心,在執行新的產品營銷策略時,并完善公司各 方面規章制度的建設,一定可以實現公司的轉型戰略目標。 關鍵詞:M公司 車聯網終端產品 市場營銷策略 III ABSTRACT With the release of the national 12th five-year plan, made in China 2025, Internet plus and the outline of building a transportation power, the development of the Internet of things industry has been accelerated. With the rise of the concept of Internet of things and the continuous increase of passenger car ownership, the concept of Internet of vehicles, which is derived from the Internet of things, is increasingly familiar to people. At present, government agencies all over the world pay close attention to the development of the Internet of vehicles industry. Major global automobile manufacturers, large domestic and foreign auto parts suppliers, content service providers, hardware and software providers, and Internet companies have all increased their involvement and investment in the Internet of vehicles business. China's Internet of vehicles industry is also developing rapidly. However, the industrial chain of domestic Internet of vehicles is complicated, and there are many participants in each link, leading to extremely fierce competition in the industry of Internet of vehicles. Most Internet of vehicles enterprises are crossing the river by feeling for the stones. Their business model is not clear and their investment in research and development is too high. For a start-up Internet of vehicles enterprise, if it wants to develop Internet of vehicles business in China, it will have to face the competition from so many giant enterprises, and the result will be either death in the storm or acquisition by large enterprises. In today's Internet + business era, especially the second path is increasingly common. So how can you increase your value not only to survive in the gap, but also to have a high value return? In this case, the study of M company's marketing strategy is conducive to the company's positioning and plays a very important role in the future development in China. At the same time, it can also give other companies with similar difficulties the value of reference and reference. M company has always focused on foreign car rental market in the past, this year began turning to the domestic market, has with the domestic several car companies reached cooperation intention of fleet management services, but have not yet signed a cooperation agreement, as the domestic car networking heats up, clients are also constantly improve the service function of more demand. All these bring great challenges to M company. As one of the co-founders of M company, the IV author has the convenience of obtaining relevant information and data, which leads to the research direction and focus of this paper. This article stands in the M company this car networking software provider's point of view, in accordance with the related theories of enterprise marketing management knowledge and analysis tools, combined with domestic and foreign car networking industry present situation and development trend based on previous literature research study of M company facing domestic car networking industry development present situation, first use the PEST analysis, the analysis M car networking industry external environment and porter five model analysis, the analysis of M company's industry competitiveness, and analyzes the M company's internal management present situation, find out problems and problems of M company. Secondly, STP marketing positioning method is used to analyze the market positioning of M company and 4PS combined marketing strategy method is used to analyze M company from the perspective of product strategy to develop new product marketing strategy. In conclusion, the following conclusions: first, the M company's current defect exists in the business model, is not conducive to enhance market competitiveness, can through the business model reconstruction design, namely after loaded car networking market in the field of domestic car rental market, automobile insurance market, mobile operators and terminal consumers (store) market. And increase the future market share of derivatives. Second, the market development of M company is not strong enough, and the weak marketing force is reflected in the insufficiency of product strategy. The overall product strategy is the simpler the product, the lower the price, the better; The customized product strategy is to realize the product function modularization to reorganize the arrangement; The product service strategy is that when the number of customers reaches a certain base, the service charge can replace the cost of product sales. Third, M company's new product development efforts are insufficient. Measures are elaborated from three aspects of optimizing human resource management, increasing product development efforts and strengthening the construction of company culture to ensure the product marketing strategies formulated are effectively implemented. The innovation of this paper mainly includes: one is the novelty of the research perspective. Domestic researches on the Internet of vehicles industry mainly focus on the industry chain and business model of Internet of vehicles, V and most of them analyze and study from the perspective of automobile manufacturers or auto parts suppliers. At present, there is no industry association standard in China to systematically illustrate the relevant information of Internet of vehicles market operation. From the perspective of the Internet of vehicles hardware and software provider, this paper discusses and studies the product marketing strategy that M company is suitable for the current development situation of the Internet of vehicles industry in China. The second is the comprehensiveness of countermeasures and Suggestions. At present, most of the research literatures only focus on a certain Internet of vehicles market, while M company comprehensively analyzes its own products and develops and promotes a new "business model". It is suggested that the senior management of M company can continuously explore the field of connected vehicle afterloading market. Based on the exploration of the emerging business model and the formulation of the product marketing strategy for the Internet of vehicles terminal products, this paper strives to make M company's brand not only recognized in the industry. In the heart of the end customers also leave traces, for the company to continue to operate a solid foundation. It is believed that M company is market-oriented, and when implementing new product marketing strategies and perfecting the construction of rules and regulations in all aspects of the company, it will surely achieve the company's transformation strategic goals. Key words: M company, Internet of vehicles, terminal product marketing strategy. VI 目 錄 論文摘要 ...... I ABSTRACT .... III 一、前言 ...... 1 (一)選題背景 ........................... 1 (二) 研究目的和意義 .................... 2 1. 研究目的 ........................... 2 2. 研究意義 ........................... 2 (三) 研究方法及研究框架 ................ 3 1. 研究方法 ........................... 3 2. 研究框架 ........................... 3 二、理論基礎與文獻綜述 ....................... 5 (一)相關理論基礎概述 ................... 5 1、相關概念界定 ....................... 5 2、理論基礎 ........................... 5 (二)文獻綜述 ........................... 7 1、國外車聯網研究現狀 ................. 7 2、國內車聯網研究現狀 ................. 8 3、研究述評 ........................... 9 (三)論文的創新點 ...................... 10 三、M公司基于車聯網的終端產品營銷環境分析及內部現狀分析 ................... 11 (一)中國車聯網行業中終端產品的宏觀環境分析 ........................... 11 1.政治與法律環境分析 ................. 11 2.經濟環境分析 ....................... 11 3.社會環境分析 ....................... 12 4.技術環境分析 ....................... 12 5.外部環境小結 ....................... 13 (二)M公司車聯網行業中終端產品的競爭力分析(波特五力模型分析) ........ 14 1. 潛在競爭者進入的能力 .............. 14 2. 替代品的替代能力 .................. 14 3. 現有競爭者的競爭能力 .............. 14 4. 供應商的議價能力 .................. 15 5. 購買者的議價能力 .................. 16 6. M公司競爭力小結 .................. 16 (三)M公司的內部現狀分析 ............... 16 1. M公司情況介紹 .................... 16 2、M公司的優勢 ...................... 18 VII 四、M公司存在的問題及成因分析 .............. 20 (一)M公司存在的問題 ................... 20 1. 商業模式單一 ...................... 20 2. M公司市場開發力度不夠,營銷力量薄弱 ............................. 20 3. M公司的新產品開發周期長,用戶粘性一般。 ......................... 21 (二)成因分析 .......................... 21 1. 商業模式單一的成因分析 ............ 22 2. 市場開發力度不夠,營銷力量薄弱的成因分析 ......................... 22 3. 新產品開發力度不足的成因分析 ...... 23 (三)小結 .............................. 23 五、M公司的市場定位及基于4PS的產品策略分析 24 (一)M公司的市場定位 ................... 24 1. 市場細分 .......................... 24 2. 選擇目標市場 ...................... 25 3. 對目標市場進行定位 ................ 28 4. 小結 .............................. 28 (二) M公司基于4PS的產品策略分析 ...... 29 1. 公司總體產品策略 .................. 29 2. 個性化定制的產品策略 .............. 29 3. 產品服務化策略 .................... 30 六、M公司車聯網終端產品市場營銷策略的實施保障措施 ......................... 32 (一) 優化人力資源管理 ................. 32 (二) 加大產品開發力度,優化產品競爭能力 .............................. 33 (三)強化公司文化建設 .................. 34 七、研究結論與展望 .......................... 35 (一)研究結論 .......................... 35 (二)研究不足之處 ...................... 35 (三)展望 .............................. 35。。。。。。以下內容略
光大彩票|平台官网