發(fā)布時(shí)間：2018-05-31 16:37

  本文選題：娃哈哈 + 營(yíng)銷(xiāo)策略　； 參考：《鄭州大學(xué)》2017年碩士論文

【摘要】：杭州娃哈哈集團(tuán)成立于1987年,兒童營(yíng)養(yǎng)液的問(wèn)世,讓“娃哈哈”這個(gè)品牌火爆全中國(guó);2004年?duì)I養(yǎng)快線成功上市、2006年又乘勝追擊推出爽歪歪,徹底奠定了娃哈哈國(guó)內(nèi)飲料市場(chǎng)的龍頭地位。除了產(chǎn)品,娃哈哈的成功還得益于它的銷(xiāo)售模式,那就是被美國(guó)哈佛商學(xué)院評(píng)為“中國(guó)渠道創(chuàng)新案例”的“聯(lián)銷(xiāo)體模式”,也叫企業(yè)與經(jīng)銷(xiāo)商“共擔(dān)風(fēng)險(xiǎn),共同受益”的模式,即娃哈哈公司聯(lián)合眾多的經(jīng)銷(xiāo)商,結(jié)成利益聯(lián)盟,一起來(lái)銷(xiāo)售娃哈哈的產(chǎn)品,或者說(shuō)娃哈哈公司培養(yǎng)的業(yè)務(wù)員主要替經(jīng)銷(xiāo)商銷(xiāo)售產(chǎn)品。但是好景不長(zhǎng),娃哈哈董事長(zhǎng)宗慶后在不斷地進(jìn)行產(chǎn)業(yè)擴(kuò)張---跨行業(yè)經(jīng)營(yíng)之后,一方面在優(yōu)勢(shì)產(chǎn)品的市場(chǎng)上逐漸失去霸主地位,另一方面由于分散了財(cái)力和精力,又低估了跨行經(jīng)營(yíng)風(fēng)險(xiǎn)及難度,導(dǎo)致2012年發(fā)展至頂峰后遇到發(fā)展瓶頸,增長(zhǎng)遲緩,從增長(zhǎng)率放緩到每月力保不負(fù)至現(xiàn)在全國(guó)負(fù)增長(zhǎng)。2013--2016年,一直穩(wěn)居全國(guó)銷(xiāo)量第一的大河南市場(chǎng),幾經(jīng)劃分調(diào)整,負(fù)增長(zhǎng)越來(lái)越嚴(yán)重,濮陽(yáng)市場(chǎng)作為典型的北方市場(chǎng),這些年來(lái)一直見(jiàn)證著大河南的發(fā)展,它稱(chēng)得上是娃哈哈整個(gè)北方市場(chǎng)的一個(gè)縮影,那么通過(guò)對(duì)濮陽(yáng)市場(chǎng)研究的背景、意義及方法的確立,逐步分析整體營(yíng)銷(xiāo)環(huán)境、市場(chǎng)現(xiàn)狀和問(wèn)題及形成這些問(wèn)題的原因,進(jìn)而提出對(duì)應(yīng)的營(yíng)銷(xiāo)策略優(yōu)化建議和這些建議實(shí)施的保障。一方面能使其在下一步的整體市場(chǎng)運(yùn)作能夠在一整套的優(yōu)化營(yíng)銷(xiāo)策略下有序進(jìn)行,另一方面有利于公司借鑒普及到整個(gè)北方市場(chǎng)乃至全國(guó),為整個(gè)飲料行業(yè)的可持續(xù)發(fā)展樹(shù)立一個(gè)典范。本篇調(diào)研報(bào)告在首先明確調(diào)查任務(wù)和目的后,再進(jìn)行一系列的調(diào)查準(zhǔn)備工作,運(yùn)用統(tǒng)計(jì)調(diào)查和實(shí)地調(diào)查兩種手段相結(jié)合,收集盡可能詳盡的相關(guān)資料,準(zhǔn)確反映濮陽(yáng)市場(chǎng)的客觀現(xiàn)狀;在掌握客觀事實(shí)的基礎(chǔ)上,認(rèn)真分析,透徹地揭示存在問(wèn)題的本質(zhì),并通過(guò)深入、復(fù)雜、綜合的研究,提出相應(yīng)的優(yōu)化建議;最后整理、總結(jié),撰寫(xiě)全面的調(diào)研報(bào)告。筆者本人曾在該公司工作過(guò)6年,從大區(qū)經(jīng)理助理、到商超、再到傳統(tǒng)渠道銷(xiāo)售,熟悉該研究主體的各個(gè)操作環(huán)節(jié)、價(jià)格價(jià)差、市場(chǎng)基本情況、以及相關(guān)政策指導(dǎo),因此針對(duì)公司特色比較重、專(zhuān)業(yè)性相對(duì)較強(qiáng)的區(qū)塊,能夠從公司一員的角度出發(fā)并理解、研究起來(lái)不是那么費(fèi)力,寫(xiě)起來(lái)也是得心應(yīng)手!另外,因本人與濮陽(yáng)現(xiàn)任區(qū)域經(jīng)理、內(nèi)務(wù)助理、客戶經(jīng)理等市場(chǎng)相關(guān)人員關(guān)系較好,所有研究材料均為他們提供的市場(chǎng)第一手真實(shí)反映,如公司銷(xiāo)售通報(bào)、區(qū)域銷(xiāo)售報(bào)表、區(qū)域經(jīng)理年度(季度/月)總結(jié)規(guī)劃等,絕非紙上談兵,這也是本文的最大的特色。
[Abstract]:Hangzhou Wahaha Group was founded in 1987, the birth of children's nutrition liquid, "Wahaha" brand popular throughout China; in 2004, Nutrition Express was successfully listed, and in 2006, the launch of cool, Thoroughly established Wahaha domestic beverage market leading position. In addition to its products, Wahaha's success has also been attributed to its sales model, the "joint sales model", which was named "China Channel Innovation case" by Harvard Business School of the United States, also known as the "sharing of risks and benefits" model between enterprises and dealers. In other words, Wahaha Company combines many dealers to form an alliance of interests to sell Wahaha's products together, or Wahaha Company trains salespeople to sell products for dealers. But not for long. Zong Qinghou, chairman of Wahaha, continued to expand his industry-after a cross-industry operation, on the one hand, he gradually lost his dominant position in the market of superior products, on the other hand, because of the distraction of his financial resources and energy, It also underestimated the risk and difficulty of inter-bank operations, which led to the bottleneck of development and slow growth after reaching its peak in 2012. The growth rate slowed down to the negative growth rate of the whole country from 2013 to 2016, and it has been the largest market in China in terms of sales volume. After several division adjustments, the negative growth is getting more and more serious. As a typical northern market, the Puyang market has been witnessing the development of Greater Henan over the years. It can be said to be a microcosm of Wahaha's entire northern market. Well, through the establishment of the background, significance and methods of the market research in Puyang, the overall marketing environment, the current market situation and the problems and the reasons for these problems are analyzed step by step. Then put forward the corresponding marketing strategy optimization recommendations and the implementation of these recommendations to ensure. On the one hand, it can enable its overall market operation in the next step to be carried out in an orderly manner under a set of optimized marketing strategies, on the other hand, it is conducive to the company's reference and popularization to the entire northern market and even to the whole country. Set a model for the sustainable development of the whole beverage industry. This research report first clarifies the investigation task and purpose, then carries on a series of investigation preparation work, uses the statistical investigation and the field investigation two kinds of means to combine together, collects as much as possible the detailed related information. Accurately reflect the objective situation of Puyang market, analyze and thoroughly reveal the nature of the existing problems on the basis of mastering the objective facts, and put forward corresponding optimization suggestions through in-depth, complex and comprehensive research. Write a comprehensive research report. I have worked in the company for 6 years, from regional manager assistant, to Shang Chao, to traditional channel sales, familiar with the main body of the study of the various operating links, price spreads, basic market conditions, and relevant policy guidance, Therefore, the characteristics of the company is relatively heavy, relatively professional relatively strong block, can start from the perspective of a member of the company and understand, the research is not so hard to write up is also handy! In addition, because I have a good relationship with Puyang's current regional manager, internal affairs assistant, account manager and other market related personnel, all the research materials are a first-hand reflection of the market they provide, such as the company's sales report, the regional sales report, etc. The annual (quarterly / monthly) summing up of planning by regional managers is not an empty talk, which is also the most important feature of this paper.
【學(xué)位授予單位】：鄭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F274;F426.82

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1 余小幸;娃哈哈濮陽(yáng)市場(chǎng)營(yíng)銷(xiāo)策略優(yōu)化研究[D];鄭州大學(xué);2017年

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本文編號(hào)：1960549