T公司大豆纤维引入期策略研究.pdf

973170
学校代码:10254
上应亭大
密级
7分aa
论文编号
上海海事大学
SHANGHAI MARITIME UNIVERSITY
学位论文
MASTER DISSERTATION
论文题目:T公司大豆年维引入期策略研究
学科专业
工商管理
作者姓名
刘自成
指导教师
孟玉红教授
完成日期
三QQ五年五月
摘要
大豆纤维是一种全新的产品,有着广阔的市场前景。但是,该产品在引入期
的市场推广过程中,出于存在着成本、质量和技术等障碍,以致产品销路不畅,
企业严重亏损。为了扭转这一不利局面,本文通过对大豆纤维的市场、产品、销
售、障碍和营销目标等综合分析,并对T公司进行了SWOT分析和TOWS演绎,
为今后T公司进行有效的大豆纤维市场推广,提出了动态产品组合策略和一体
化战略方案以及一些具体的工作建议。
在动态产品组合策略的方案中,本文以定量分析为主,运用营销管理原理、
财务管理原理、产品生命周期理论、本量利分析法、边际利润分析法等系统知识,
详细论述了怎样通过有效的、动的大豆纤维和P纤维两种产品组成的最佳组
合,来解决大豆纤维市场推广当中存在的生产能力闲置严重、引入期亏损严重、
资金周转困难等问题,并用大量的图表数据和计算公式,全面分析了两种产品组
合后其内在的规模经济和范围经济的动怂平衡关系。
在一体化战略方案中,本文以定性分析为主,运用市场内在化原理、设施的
不可分原理、协同效应原理等经济理论知识与技术方法,论述了怎样进行前向
体化战略和横向一体化战备,来解决产品质量不稳定问题,和产业链上下游企业
的新产品采纳技术障碍问题,以及替代品抢占市场份额问题,并通过一体化引导
市场消费,从而有效进行大豆纤维的市场推
最后,本文就如何保障动态产品组合策略和一体化战咯方案的顺利实施,提
出了九点相关工作建议。
关键词大豆纤维,市场推广,规模经济,范围经济,协同效应,一体化战略
ABSTRACT
Soybean-fiber is a new to the world product, which has a broad market
foreground. However, this new product got stuck in its commercialization due
to the obstacles of cost, quality, and technology, resulting in sluggish sale and
heavy lost. The T Company had an urgent demand to turnaround this
disadvantage situation. This thesis conducted a comprehensive analysis on
soybean-fiber market, product, sales, obstacles, and marketing objectives
Also, the thesis suggested two strategies for effective commercialization of
soybean-fiber-dynamic product-mix strategy, and integration
strategy-based on SWOT analysis and TOWS deduction. Some specific
suggestions on supporting actions were made as well
In the analysis of dynamic product-mix strategy, quantitative analysis was
dominant. To solve the soybean-fiber-launch problems, such as serious idle of
production capacity, the heavy lost in the product introduction stage, and the
low turnover of capital, a detailed discussion about the best output mix of
soybean-fil
and P-fiber was made by applying the principles of marketing
management, tinancial management, product life cycle, and
cost-quantity-profit analysis, marginal profit analysis. The dynamic relationship
of economies of scale and the economies of scope underlying the dynamic
product-mix strategy was thoroughly discussed, supporting by plenty of data in
tables and figures, and calculations using formulas
In the analysis of integration strategy, qualitative analysis was mainly
applied. To solve problems such as the instability of quality, the technology
obstacles in the adoption of soybean-fiber by the lower-reach firms in the
industry chain, and the snatch of the market share by substitutes, discussions
about how to implement forward integration strategy and horizontal integration
strategy were conducted based on the principles of market internality
inseparability of installation, and synergy effect. And the issue of how to use
integration strategy to direct market consumption that would result in effective
launch of soybean-fiber was also discussed
Finally, nine action programs were suggested, in order to support the
dynamic product-mix strategy and the integration strategy