奔泰公司品牌竞争力研究

发布时间：2018-06-07 10:52

本文选题：品牌竞争力 + 核心竞争力　；参考：《上海交通大学》2008年硕士论文

【摘要】： 奔泰公司2007第一季度公告显示,技术产品集团第一季度产值达到2.53亿美金,和去年同期的2.54亿相比基本保持平衡。但扣除汇率影响,集团业务实际下降3个百分点。纵观奔泰北美Hoffman品牌的电气业务在近六年来的持续增长,我们发现Hoffman品牌的成功来自于奔泰美国坚定的品牌发展战略和强大的品牌竞争力。目前,Hoffman品牌产品已经多达8700多种,客户涉及能源、自动化、交通、汽车等各个领域,在北美市场占有率达到了62%的高水平。奔泰中国的业务发展迅速,但是业务的“含金量”却越来越少。OEM带来业务量上升的同时却没有带来利润的同比例增长,但是作为一家上市公司,短期的绩效压力让公司又不得不依赖其来维持高增长。与此同时,公司的品牌产品在发展初创期面临严峻考验,除了品牌知名度以外,来自成本、服务和渠道各方面的压力使得公司内部对于品牌业务盈利能力产生了质疑,因此引发的管理层资源配置的天平向OEM产生的倾斜更加剧了是否要长期投入来发展品牌的争论。公司需要认清品牌发展对于公司竞争力的提升作用。品牌竞争力的提高需要正确的发展策略和不同于其它业务模式的具体操作方法。因此,文章提出了OEM和品牌业务不同的盈利模型和定价模型的设计,创新的品牌业务发展的业务流程和产品开发思路,发展和利用渠道在品牌产品销售中的优势,并且建立差异化优势为导向的品牌营销策略。除此之外,文章从公司的跨国背景分析了国际化带来的市场分割和价值链重构的优势和机遇,并以长远发展眼光规划了规避品牌危机的原则和保护知识产权的途径。文章从品牌竞争力理论出发,论述了品牌竞争力的来源、效应以及它和核心竞争力之间的相辅相成的关系。分析了OEM业务和品牌业务各自的利弊。就目前奔泰公司品牌发展情况进行了阶段总结,提出了具有实践意义的品牌发展对策,并建立了具有参考价值的品牌业务的盈利模型和定价模型。
[Abstract]:The first quarter announcement of the 2007 quarter of the company showed that the first quarter of the technology product group reached $253 million in the first quarter, basically maintaining a balance compared with 254 million of the same period last year, but the group business dropped by 3 percentage points after deducting the exchange rate.
Looking at the continuous growth of the electrical business of the Hoffman brand in North America over the past six years, we have found that the success of the Hoffman brand comes from the firm brand development strategy and strong brand competitiveness of the United States. At present, there are more than 8700 Hoffman brands, and customers are involved in various fields such as energy, automation, transportation, and automobiles. The share of the North American market has reached a high level of 62%.
The business has developed rapidly in China, but the "gold content" of business is less and less.OEM brings the increase in business, but it does not bring the same proportion of profit. But as a listed company, the short-term performance pressure makes the company have to rely on it to maintain high growth. At the same time, the company's brand products are developing. In addition to brand awareness, in addition to brand awareness, pressure from costs, services and channels makes the company's internal challenge to the profitability of brand business. Therefore, the balance of management resource allocation to the OEM is more dramatic whether it is necessary to invest long term to develop brand debate.
The company needs to recognize the promotion of brand development to the competitiveness of the company. The improvement of the brand competitiveness needs the correct development strategy and the specific operation methods different from the other business models. Therefore, the article puts forward the design of the OEM and the brand business of different profit models and pricing models, and the business process of the innovation of the brand business development. And product development ideas, development and utilization of the advantages of channel in brand product sales, and the establishment of differentiated advantage oriented brand marketing strategy. Besides, the article analyzes the advantages and opportunities of market segmentation and value chain reconstruction from the international background of the company, and plans to evade the brand with a long-term development perspective. The principles of the crisis and the way to protect intellectual property.
Starting from the theory of brand competitiveness, this paper discusses the origin, effect and the relationship between the brand competitiveness and the relationship between the brand competitiveness. The advantages and disadvantages of the OEM business and the brand business are analyzed. The current brand development of the company is summarized, and the strategy of brand development with practical significance is put forward, and the Countermeasures of brand development with practical significance are put forward. The profit model and pricing model of brand business with reference value are established.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2008
【分类号】：F273.2

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