泛太国际（天津）装饰公司业务拓展研究

发布时间：2018-06-12 02:22

本文选题：人造大理石 + 泛太国际(天津)装饰材料有限公司　；参考：《清华大学》2004年硕士论文

【摘要】：面对高度竞争市场环境,中小企业受到前所未有的挑战,在这种的新形势下,中小企业只有规划正确的发展战略才能获得持续竞争优势,求得生存与发展。本文通过对泛太国际(天津)装饰公司的竞争环境和自身能力的研究,规划该公司的未来发展的方向和具体实施方案。泛太国际(天津)装饰材料有限公司是一家专业生产人造大理石实体面材及其衍生产品的企业。论文采用采用了理论和实证相结合的方法,在市场调查研究的基础上,加以理论剖析,提出合理的发展战略。通过SWOT分析、PEST分析等方法,对实际情况(访谈,问卷调查和市场调查)加以分析,提出解决现实问题的方案。结论,人造大理石产品市场前景广阔,在未来中国随着经济发展人造大理石产品会逐渐扩大其市场份额。公司的产品应该定位在中高端市场,区域销售重点应以京津地区为根据,向华北东北扩展,逐步开拓华东,西北,广东等市场。销售方面,同等质量产品价格策略应采用中低价格冲击原有竞争对手,建立发展分销渠道。公司内部管理应建立完整正规的管理制度,完善建立合理组织结构,确实推行公司的销售绩效管理制度,提高员工的积极性。
[Abstract]:In the face of highly competitive market environment, SMEs are facing unprecedented challenges. Under this new situation, SMEs can obtain sustainable competitive advantage and survive and develop only by planning correct development strategy. This paper studies the competitive environment and ability of Pan-Pacific International (Tianjin) Decoration Company. Planning the future development direction and concrete implementation plan of the company. Pan-Pacific International (Tianjin) Decoration material Co., Ltd. is a professional manufacturer of artificial marble solid surface and its derivative products. A combination of theoretical and empirical approaches, On the basis of market research and theoretical analysis, a reasonable development strategy is put forward. Through SWOT analysis and pest analysis, this paper analyzes the actual situation (interviews, questionnaires and market surveys), and puts forward a solution to the practical problems. The conclusion is that the market prospect of artificial marble products is broad. In the future, China will gradually expand its market share with the economic development of artificial marble products. The products of the company should be positioned in the middle and high-end markets, and the regional sales focus should be based on the Beijing-Tianjin region, expanding to the northeast of North China and gradually opening up the markets of East China, Northwest China, Guangdong, etc., in terms of sales. The price strategy of equal quality products should adopt low-and low-price impact on original competitors and establish distribution channels. The internal management of the company should establish a complete formal management system, perfect and set up a reasonable organizational structure, carry out the sales performance management system of the company, and improve the enthusiasm of the employees.
【学位授予单位】：清华大学
【学位级别】：硕士
【学位授予年份】：2004
【分类号】：F279.26

【共引文献】