基于4C理论的内蒙古汉森酒业营销对策研究
发布时间：2018-11-17 16:05
【摘要】：内蒙古汉森集团酒业有限公司(以下简称汉森酒业)是一家成立于2001年的酒业公司。公司凭借优质的酿酒原料和先进的酿造工艺酿造出了品质一流的葡萄酒产品。同时,公司还依靠设立品牌直营门店,冠名优质酒吧,与当地政府开展合作等独特的营销策略销售葡萄酒。仅仅12年的时间,公司的资产总额就翻了四倍。公司逐步在国内众多品牌葡萄酒与进口品牌葡萄酒激烈竞争的市场上站稳了脚跟,稳步发展。但是自2012年以来,随着中国政府兑现2011年加入WTO时的承诺,逐步降低了进口品牌葡萄酒的进口关税,众多的进口品牌葡萄酒开始大举侵占国内葡萄酒消费市场,国产品牌葡萄酒的市场占有份额日趋萎缩。众多的国内老牌葡萄酒酿造企业必将采取各种手段来维持各自的市场占有率,这其中就包括开拓新市场,逐步占领汉森酒业主营的内蒙古自治区区内葡萄酒消费市场。相比较于张裕、长城等国内知名葡萄酒酿造企业,汉森酒业成立时间较短,品牌知名度较低,葡萄酒产品的消费群体较小。如果不采取有效的应对措施,汉森酒业将会在进口品牌葡萄酒与国产大品牌葡萄酒的双重打压下丢失掉现有的市场,并很难再取得生存的空间。为了应对以上威胁,本文从顾客、成本、便利性、沟通与应对竞争这五个方面对汉森酒业现有的营销策略做出分析,并对其中存在的不足之处提出有针对性的完善手段。通过合理细分公司产品的市场、准确设定目标客户群与产品定位,并进一步从顾客、成本、便利性、沟通与应对竞争这五个方面提出更加完善的策略。最终形成一套较为全面的营销对策用以指导汉森酒业下一步营销活动的开展,进一步形成典型营销案例为内蒙古自治区其他类似新兴企业提供操作范本,助力自治区经济的发展。
[Abstract]:Inner Mongolia Hansen Group Liquor Co., Ltd (hereinafter referred to as Hansen Liquor) is a wine company founded in 2001. With high-quality raw materials and advanced brewing technology, the company brews out the first-class wine products. At the same time, the company also relies on the establishment of brand stores, named quality bars, cooperation with the local government and other unique marketing strategies to sell wine. In just 12 years, the company's total assets have quadrupled. The company has gradually established its foothold and developed steadily in the market of fierce competition between domestic wine brands and imported wines. But since 2012, as the Chinese government has kept its promise when it joined the WTO in 2011, it has gradually reduced import tariffs on imported branded wines, and a large number of imported brands have begun to encroach heavily on the domestic wine market. The market share of domestic brand wine is shrinking day by day. Many old domestic wine brewing enterprises will take various measures to maintain their respective market share which includes opening up a new market and gradually occupying the wine consumption market in Inner Mongolia Autonomous region which is the main business of Hansen wine industry. Compared with Changyu, the Great Wall and other well-known domestic wine brewing enterprises, Hansen wine industry is established in a short time, brand awareness is low, wine products consumption group is small. If effective measures are not taken, Hansen will lose its existing market under the dual pressure of imported wine and big domestic wine, and will find it difficult to survive. In order to deal with the above threats, this paper analyzes the existing marketing strategies of Hansen liquor industry from customer, cost, convenience, communication and competition. By reasonably subdividing the market of the company's products, setting the target customer group and product orientation accurately, and putting forward more perfect strategies from customer, cost, convenience, communication and competition. Finally, a set of comprehensive marketing countermeasures were formed to guide the next marketing activities of Hansen Liquor Industry, and further formed typical marketing cases to provide operating models for other similar emerging enterprises in Inner Mongolia Autonomous region. To help the economic development of the autonomous region.
【学位授予单位】：内蒙古财经大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.82;F274
[Abstract]:Inner Mongolia Hansen Group Liquor Co., Ltd (hereinafter referred to as Hansen Liquor) is a wine company founded in 2001. With high-quality raw materials and advanced brewing technology, the company brews out the first-class wine products. At the same time, the company also relies on the establishment of brand stores, named quality bars, cooperation with the local government and other unique marketing strategies to sell wine. In just 12 years, the company's total assets have quadrupled. The company has gradually established its foothold and developed steadily in the market of fierce competition between domestic wine brands and imported wines. But since 2012, as the Chinese government has kept its promise when it joined the WTO in 2011, it has gradually reduced import tariffs on imported branded wines, and a large number of imported brands have begun to encroach heavily on the domestic wine market. The market share of domestic brand wine is shrinking day by day. Many old domestic wine brewing enterprises will take various measures to maintain their respective market share which includes opening up a new market and gradually occupying the wine consumption market in Inner Mongolia Autonomous region which is the main business of Hansen wine industry. Compared with Changyu, the Great Wall and other well-known domestic wine brewing enterprises, Hansen wine industry is established in a short time, brand awareness is low, wine products consumption group is small. If effective measures are not taken, Hansen will lose its existing market under the dual pressure of imported wine and big domestic wine, and will find it difficult to survive. In order to deal with the above threats, this paper analyzes the existing marketing strategies of Hansen liquor industry from customer, cost, convenience, communication and competition. By reasonably subdividing the market of the company's products, setting the target customer group and product orientation accurately, and putting forward more perfect strategies from customer, cost, convenience, communication and competition. Finally, a set of comprehensive marketing countermeasures were formed to guide the next marketing activities of Hansen Liquor Industry, and further formed typical marketing cases to provide operating models for other similar emerging enterprises in Inner Mongolia Autonomous region. To help the economic development of the autonomous region.
【学位授予单位】：内蒙古财经大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.82;F274
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