發(fā)布時(shí)間：2018-09-19 18:13

【摘要】：作為制曲釀酒的發(fā)源地,我國(guó)釀制、飲用白酒的歷史可以追溯到春秋時(shí)期。改革開放以后,酒類市場(chǎng)也是最早向民營(yíng)企業(yè)開發(fā)的行業(yè)之一,經(jīng)過多年的發(fā)展,我國(guó)的酒類市場(chǎng)已經(jīng)發(fā)展成為完全競(jìng)爭(zhēng)狀態(tài),加入WTO以后,國(guó)外酒類產(chǎn)品的進(jìn)入無疑使得酒類市場(chǎng)的競(jìng)爭(zhēng)日趨白熱化。如何在激烈的市場(chǎng)中謀求生存和發(fā)展,如果針對(duì)人們飲酒文化和習(xí)慣的變遷調(diào)整產(chǎn)品的定位和特點(diǎn),如何在行業(yè)發(fā)展中找準(zhǔn)自身的立足點(diǎn),這些問題已成為各類酒類生產(chǎn)銷售企業(yè)經(jīng)營(yíng)發(fā)展的核心問題。QC酒業(yè)公司是成立于上世紀(jì)80年代的白酒生產(chǎn)企業(yè),經(jīng)過多年的發(fā)展,該公司已經(jīng)發(fā)展成為濰坊地區(qū)較為著名的白酒生產(chǎn)企業(yè),而面對(duì)激烈的市場(chǎng)競(jìng)爭(zhēng),如何制定更為科學(xué)高效的營(yíng)銷策略,提高產(chǎn)品的銷售范圍和盈利能力是保障該公司長(zhǎng)遠(yuǎn)發(fā)展的核心問題。本文以QC酒業(yè)公司為研究對(duì)象,從QC酒業(yè)公司經(jīng)營(yíng)發(fā)展的基本情況出發(fā),利用FMEA模型對(duì)該公司目前現(xiàn)有的營(yíng)銷策略進(jìn)行了具體的評(píng)價(jià)和分析,提出了該公司在產(chǎn)品營(yíng)銷方面存在的主要問題。在此基礎(chǔ)上,本文以QC酒業(yè)公司為中心,對(duì)其營(yíng)銷的外部宏觀環(huán)境、行業(yè)競(jìng)爭(zhēng)環(huán)境以及企業(yè)自身的優(yōu)勢(shì)、劣勢(shì)、挑戰(zhàn)和機(jī)會(huì)等進(jìn)行分析。通過對(duì)其經(jīng)營(yíng)環(huán)境進(jìn)行全面綜合的分析,為其產(chǎn)品營(yíng)銷策略的調(diào)整指明方面。而后,本文將關(guān)系營(yíng)銷、消費(fèi)心理和行為、網(wǎng)絡(luò)營(yíng)銷、和品牌營(yíng)銷與4P理論相結(jié)合,制定了該公司產(chǎn)品、價(jià)格、渠道和促銷的改進(jìn)策略,以彌補(bǔ)現(xiàn)有營(yíng)銷策略的不足,提高產(chǎn)品的市場(chǎng)競(jìng)爭(zhēng)力和市場(chǎng)推廣能力,進(jìn)而提升產(chǎn)品銷量提高市場(chǎng)美譽(yù)度,促進(jìn)QC酒業(yè)公司的發(fā)展壯大。最后,為保障QC酒業(yè)公司新的營(yíng)銷策略能夠順利得以推廣和實(shí)施,并能夠取得公司各級(jí)管理人員的理解和支持,保證各項(xiàng)該銷售政策能夠產(chǎn)生良好的效果,論文研究對(duì)QC酒業(yè)公司營(yíng)銷執(zhí)行力進(jìn)行了評(píng)價(jià),并提出了具體的提升對(duì)策,保障各項(xiàng)營(yíng)銷策略能夠推廣實(shí)施,進(jìn)而取得良好的效果。
[Abstract]:As the birthplace of koji making, the history of drinking liquor in China can be traced back to the Spring and Autumn period. After the reform and opening up, the liquor market is also one of the first industries to be developed to private enterprises. After years of development, the wine market of our country has developed into a state of complete competition, after joining WTO, The entry of foreign wine products undoubtedly makes the competition of wine market become more and more intense. How to survive and develop in the fierce market, if we adjust the orientation and characteristics of products according to the changes of people's drinking culture and habits, how to find their own foothold in the development of the industry, These problems have become the core problems in the management and development of various types of liquor production and sales enterprises. QC Liquor Company was established in the 1980s as a liquor production enterprise. After years of development, The company has developed into a more famous liquor production enterprise in Weifang. Facing the fierce market competition, how to formulate a more scientific and efficient marketing strategy, Improving the range of products and profitability is the core issue to ensure the company's long-term development. This paper takes QC Liquor Company as the research object, starting from the basic situation of the QC Liquor Company, using the FMEA model to carry on the concrete appraisal and analysis to the current marketing strategy of the company. The main problems in product marketing of the company are put forward. On this basis, this paper takes QC Wine Company as the center, analyzes the external macro environment of its marketing, the competition environment of the industry and the strengths, weaknesses, challenges and opportunities of the enterprises themselves. Through the comprehensive analysis of its operating environment, the adjustment of its product marketing strategy is pointed out. Then, combining the relationship marketing, consumer psychology and behavior, network marketing, brand marketing and 4P theory, this paper formulates the improvement strategies of the company's products, prices, channels and promotions to make up for the shortcomings of the existing marketing strategies. To improve the market competitiveness and market promotion ability of products, and then improve the sales volume of products and enhance the reputation of the market, promote the development and growth of QC Wine Company. Finally, in order to ensure that QC wine company's new marketing strategy can be successfully promoted and implemented, and can obtain the understanding and support of all levels of management of the company, to ensure that the sales policies can produce good results. In this paper, the author evaluates the marketing executive power of QC Wine Company, and puts forward specific countermeasures to promote the implementation of various marketing strategies and achieve good results.
【學(xué)位授予單位】：哈爾濱理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.82;F274

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本文編號(hào)：2250931