格兰富水泵（上海）有限公司中国市场营销策略研究 营销学专业.docx

格兰富水泵（上海）有限公司中国市场营销策略研究 GRUNDFUS PUMPS (SHANGHAI) COMPANY Ltd MARKETING STRATEGY RESEARCH CHINESE 摘 要 水泵作为机械产业的重要部分，对于国内机械工业发展具有重要意义。目前涉及到水泵应用的行业有建筑行业、工业行业、市政水务行业等等，社会经济的发展使得市场对于水泵产品的需求量不断提高。我国机械协会水泵行业分会的相关统计数据可以看出，截止2016年末，国内总计有较大规模的泵类相关企业四十家左右，此外企业规模超过一百万元的总计约有近1000家。国内的外资企业与本土企业等相比较而言，具备着较为先进的技术能力，品牌效用以及管理能力，并且拥有相对稳定的资金。其中，国内的一些中小型企业由于资本相对薄弱，并且技术能力不够先进，面临较大的生存压力。 本研究以国内外资企业丹麦格兰富（Grundfos)水泵集团在中国投资建立的销售公司，也就是格兰富水泵(上海）有限公司作为本文的研究案例 ，运用比较研究法、案例法以及问卷法等研究方法对于该企业的市场营销策略进行研究。首先本文阐述论文研究的相关理论，比如4P理论、STP理论等营销理论，从而为本文研究奠定了理论基础；其次，选择五力模型对于该企业的行业竞争情况进行了研究；然后，根据前文的研究结论，针对格兰富水泵（上海）有限公司的具体情况制定了相关的营销策略，主要包括市场细分策略、组合营销策略等等；最后，针对格兰富水泵（上海）有限公司营销策略实施的特点，对该企业提出了相应的对策与建议。本篇就格兰富水泵（上海）有限公司目前的市场营销策略进行研究。对该公司的微观环境以及宏观环境进行了分析，并且进行了市场细分以及目标市场的选择。研究发现，格兰富近些年越发看重公司的市场营销，虽然取得了一定的成效，但是仍存在着一些问题：在产品策略方面，存在产品的中国本土化不足，外购产品的整合困难等问题；在渠道策略上，存在重大项目和重大客户难以突破、代理商网络的老化、区域发展不平衡、中国客户的国际化不足、客户分布结构不合理等问题；在价格策略方面，存在市场报价混乱、缺乏弹性的价格等问题；在推广策略方面，存在推广模式单一、市场推广深度不够等问题；在市场行业划分管理，存在行业冲突、新行业的市场开发困难等问题。总之，格兰富在中国市场取得了很大成功，但仍然有很多市场策略问题需要逐步妥善解决，否则将影响到格兰富接下来的市场发展以及格兰富中国2020战略的有效实施。根据企业的实际情况制定了应用领域划分管理的市场策略，以及销售渠道的建设。除了这些还引入了成立跨部门的项目组、实行全体员工KPI考核的服务营销策略，相比以前更加符合企业未来的发展规划。 本文得出以下结论：在产品策略上，格兰富需要做出加快产品本土化、推动研发决策的中国本土化、推动外购产品的整合、加强改造及替换水泵业务的市场等策略调整；在渠道策略上，一是要加大重大项目及重大客户的直销、二是要建立大客户销售团队、三是要授权代理商的改革、四是要推出项目代理备案、五是加快中西部和三四线城市覆盖、六是国际化中国客户的战略合作；在价格策略上要做出一下调整：一方面要加强代理商的客户追踪，另一方面要特殊项目及特殊客户的特价审批；在推广市场策略方面，要实行专业性群体推广市场策略、新媒体传播推广市场策略、公共关系推广市场策略等策略；在应用领域划分管理的市场策略方面，一是组建跨部门团队，二是建立行业和区域结合。 关键词：水泵;格兰富;营销策略 GRUNDFUS PUMPS (SHANGHAI) COMPANY Ltd MARKETING STRATEGY RESEARCH CHINESE ABSTRACT As an important part of the machinery industry, the pump plays an important role in the development of the domestic machinery industry. At present, the application of pump industry, the construction industry, industry, municipal water industry, and so on, the social and economic development makes the market demand for pump products continue to improve. Relevant statistical data of China Pump Industry Machinery Association branch can be seen by the end of 2016, the domestic total pump related to larger scale enterprises, about forty, in addition to enterprise scale of more than one million yuan total of approximately 1000. Compared with local enterprises, domestic and foreign enterprises have more advanced technological capabilities, brand utility and management capabilities, and have relatively stable capital. Among them, some small and medium-sized enterprises in China, due to relatively weak capital, and technical ability is not advanced enough, facing greater pressure to survive. Based on the domestic and foreign enterprises in Denmark Grundfos (Grundfos) in Chinese pump group invested in the establishment of the sales company, is also the Grundfos pumps (Shanghai) Co., Ltd. as a case study in this paper, to study on the marketing strategy of enterprises by using the method of comparative research method and case study method and questionnaire method etc.. This paper firstly discussed the related theories, such as 4P theory, STP theory and marketing theory, which lays the theoretical foundation for this study; secondly, choose the five forces model is studied for the competition in the industry, and using the SWOT analysis method to analyze the internal and external environment, the advantages and disadvantages of the existing in order to clear the opportunities and threats; then, based on the previous research results, the Grundfos pumps (Shanghai) Co., Ltd. the specific circumstances related to the development of the marketing strategy, including market segmentation strategy, marketing strategy and so on; finally, the Grundfos pumps (Shanghai) Co., Ltd. the characteristics of the implementation of marketing strategy, and Countermeasures the enterprise puts forward corresponding suggestions for.This article makes Grundfos pumps (Shanghai) Co. Ltd is the research of marketing strategy. The micro environment and macro environment of the company are analyzed, and the market segmentation and the choice of target market are carried out. The study found that in recent years, Grundfos increasingly valued the company's marketing, although it has achieved some success, but there are still some problems: in product strategy, product China localization insufficient, outsourcing products integration difficulties; in the channel strategy, major projects and major customers are hard to break, dealers network aging, the imbalance of regional development, the internationalization of China customers, customer distribution structure is not reasonable; in the aspect of price strategy, market price confusion, the lack of price elasticity and other issues; in the promotion strategy, promotion problems of single mode, market depth is not enough; management division in the industry market, the existence of industry conflict the new industry market development problems. In short, Grundfos has achieved great success in Chinese market. According to the a