沈阳有色金属加工厂营销战略研究

【作者】 高峰；

【导师】 侯铁珊；

【作者基本信息】 大连理工大学 ， 工商管理， 2000， 硕士

【摘要】 铜及铜合金加工材行业八十年代中期至九十年代处于迅速发展的鼎盛时期，此间不论加工材的产能、产量，还是生产工艺和装备，都发生了较大的变化。铜加工材的消费量，特别是民用铜材消费量，是一个国家经济发展水平的重要标志，随着我国国民经济的发展和综合国力的提高，铜及铜合金加工行业的发展前景越来越看好。 沈阳有色金属加工厂作为国内建立最早且目前全国排位第二的国有大型龙头骨干企业，在其发展过程中，有过辉煌期，也有低迷期，这是计划经济向市场经济转轨过程中的客观现象。随着现代企业制度的建立，沈加厂近阶段正处于快速恢复期，工厂走向何处，在目前激烈竞争的环境中如何发展，如何谋求竞争优势，本文在营销战略制定方面作了一些探索。 沈阳有色金属加工厂营销战略研究一文在结构上分为四大部分：第一部分为企业的内外部环境分析。从企业概况、装备水平、技术优势和研发、产品结构、营销状况几方面分析了沈加厂的内部环境；外部环境中对国内铜加工业的发展状况，国内主要竞争对手，国内市场需求和国际市场作了分析和确定。第二部分为SWOT分析。根据第一部分的企业内部环境分析，确定了沈加厂发展的机会和面临的威胁。 第三部分为沈加厂的营销战略、策略。按将工厂竞争优势与环境机会优化组合并发扬光大，尽量减少、转化和规避竞争劣势和环境威胁为原则细分并定位工厂目标市场。在此基础上，确定了总成本领先的营销战略，并将这一总体战略落实到产品、价格、分销渠道和促销四个策略中，在四个策略中对总成本领先战略作具体、深入的展开，进一步阐述了各方面实施策略。 第四部分为战略保证措施。写此部分是基于我在实践工作中的一些体会、感受。可行的战略和策略，需企业有适宜的文化、组织机构和有效管理的配合。沈加厂的产品主要是销于经营者市场，缺少高级经营、管理人才和传统的习惯导致工厂不少人员仍有较重的产品导向观念、文化。由产品导向观念向市场导向观念转化，需要在企业文化中注入新鲜的血液并构成体系，而且还需落实到经营管理和生产中。因此在此部分中结合企业的一些实例，在营销理念、文化，营销管理信息系统，营销部门管理几方面引入一些观点、理论作为有效实施营销战略和策略的保障，也供工厂决策者在重筑企业文化、设置营销组织机构、营销管理方面参考。更多还原

【Abstract】 THE COPPER AND COPPER ALLOY PROCESSING WAS LIVING IN A PERIOD OF GREAT PROSPERITY FROM THE MIDDLE OF 80扴 TO 90扴 ,IN WHICH A6REAT CHANGE TOOK PLACE IN NOT ONLY ITS CAPACITY AND OUTPUT BUT PROCESSING TECHNOLOGY AND EQUIPMENT AS WELL. THEN CONSUMPTION OF COPPER PROCESSED MATERIALS, ESPECIALLY THOSE FOR CIVIL USE, IS AN IMPORTANT SIGN OF THE ECONOMIC DEVELOPMENT LEVEL OF A COUNTRY WITH THEN DEVELOPMENT OF OUR NATIONAL ECONOMY AND THE IMPROVEMENT OF OUR COMPREHENSIVE NATIONAL STRENGTH., THE DEVELOPING PROSPECT OF THE COPPER AND COPPER ALLOY PROCESSING INDUSTRY WILL BECOME BETTER AND BETTER AS A LARGE STATE-OWNED KEY ENTERPRISE, EARLIEST ESTABLISHED AND RANKING SECOND IN THE SAME TRADE OF OUR COUNTRY, SHENYANG NONFERROUS METALS WORKS (HEREINAFTER SNMW) HAS EXPERIENCED BOTH PROSPEROUS AND DEPRESSING PERIODS IN HIS DEVELOPMENT PROCESS, WHICH IS AN OBJECTIVE PHENOMENON IN THE TRANSIT PROCESS FROM PLANiNG ECONOMY TO MARKET ONE. WITH THE ESTABLISHMENT OF MODERN ENTERPRISE REGULATIONS, SNMW RECENTLY IS ENTERING A QUICK RESURGENT PHASE, IN WHICH WHERE SNMW SHOULD HEAD FOR, HOW TO DEVELOP IN THE ONGOING FIERCE COMPETITION AND HOW TO GET SUPERIORITY IN THE COMPETITION, THIS ARTICLE MAKES SOME STUDY ON WORKING OUT THE STRATEGY OF MARKETING . THIS ARTICLE, 揝TUDY ON THE STRATEGY MARKETING OF SNMW? CAN BE DIVIDED INTO 4 PARTS IN STRUCTURE: I) THE ANALYSIS ON INTERIOR AND EXTERIOR ENVIRONMENTS OF SNMW, WHICH ANALYSES SNMW扴 INTERIOR ENVIRONMENT FROM ENTERPRISE SURVEY, EQUIPMENT LEVEL, TECHNICAL SUPERIORITY, SCIENTIFIC TECHNOLOGIC RESEARCH DEVELOPMENT, PRODUCT MIX AND THE CONDITIONS OF SNMW扴 SALES MANAGEMENT; AN]) ALSO ANALYSES SNMW扴 EXTERIOR ENVIRONMENT FROM THEN DEVELOPMENT SITUATION OF DOMESTIC COPPER PROCESSING INDUSTRY DOMESTIC COMPETITORS, MARKET NEEDS AND INTERNATIONAL MARKET DEMANDS. 2)SWOT ANALYSIS. ON THE BASIS OF THE ANALYSIS ON THE ENTERPRISE INTERIOR ENVIRONMENTS, FINDING OUT SNMW扴 COMPETITIVE SUPERIORITY AND INFERIORITY; AND ACCORDING TO THE ANALYSIS ON THE EXTERIOR ENVIRONMENT, DETERMINING SNMW扴 OPPORTUNITIES FOR DEVELOPMENT AND THREATS SNMW IS FACING. 3)STRATEGIES AND TACTICS ON SNMW扴 MARKETING. IN LINE WITH THE PRINCIPLE OF OPTIMIZED COMBINATION OF SNMW?S SUPERIORITY AND ENVIRONMENTAL OPPORTUNITIES AND FOSTERING AND ENHANCING THEM, AND MINIMIZING, TRANSFORMING AND EVADING INFERIORITY AND ENVIRONMENTAL THREATS, DETAILED ANALYZING AND LOCATING SNMW扴 TARGET MARKETS, ON THE BASIS OF WHICH SETTING UP THE STRATEGY OF 揙VERALL COST LEADERSHIP?AND ALSO IMPLEMENTING THE GENERAL STRATEGY DOWN TO THE FOUR TACTICS OF PRODUCT, PRICE, PLACE AND PROMOTION, IN WHICH DETAILEDLY DEEPENING THE ANALYSIS ON 揙VERALL COST LEADERSHIP?AND FURTHER RELATING THE PRACTICAL TACTICS IN ALL RESPECTS. 4)MEASURES TAKEN TO GUARANTEE THE STRATEGIES WORKING OUT THIS PART IS BASED ON MY SOME LEARNING AND EXPERIENCE IN PRACTICE. FEASIBLE STRATEGIES AND TACTICS REQUIRE THE COORDINATION OF THE ENTERPRISE WITH APPROPRIATE CULTURE, ORGANIZATION AND EFFECTIVE MANAGEMENT. BECAUSE SNMW扴 PRODUCTS ARE MAINLY SOLD TO THE MILLS WHO FURTHER PROCESS THEM FOR END USERS, SNMW LACK OF HIGH-RANKING TALENTS IN MANAGEMENT AND WITH THE INFLUENCE OF TRADITIONAL CUSTOMS, THOSE FACTORS LEAD TO SOME SERIOUS CONCEPTS AND CULTURE OF 揚RODUCT GUIDANCE?HELD BY QUIT A FEW PERSONNEL IN SNMW TRANSFORMING FROM 揚RODUCT GUIDANCE?TO 揗ARKET GUIDANCE?NEEDS 揊RESH BLOOD? INFU更多还原