【作者】 凌云；

【导师】 金润圭；

【作者基本信息】 华东师范大学 ， 工商管理（专业学位）， 2014， 硕士

【摘要】 改革开放的三十年间,中国经济腾飞,居民收入不断提高,人们在外就餐的机会越来越多。于是餐饮行业在近二十年间快速发展,并且发展出来很多不同的业态,如西式快餐连锁,中式快餐连锁,中式餐饮连锁,西式餐饮连锁等等。而在这些众多的餐饮连锁行业中,近十年来,又蓬勃发展出来了众多专营火锅的餐厅,而且这些火锅也无一例外都迅速扩张,朝着连锁的道路发展。作为众多餐饮业态之一,火锅连锁企业同样面临激烈的行业竞争,目前以海底捞、呷哺呷哺等品牌为代表的火锅连锁正迅速占领火锅市场。L火锅公司曾经是中国火锅行业的领军企业,被国际餐饮巨头Y餐饮集团收购之后,面临着公司策略的调整,因此需要重新进行品牌定位,适应新的经营管理理念,以打造成为全中国乃至全世界最成功的火锅连锁企业。本文以L火锅公司的业务发展为背景,运用理论、案例、实证研究、效果评估等分析方法对L火锅公司的品牌定位进行全面系统的分析,并相应提出了具体对策。全文共分为七章：第一章绪论部分阐述本文研究的背景和意义,研究内容框架,以及相关理论,包括介绍品牌定位、目标市场细分及品牌异同点等。第二章是L火锅公司及其经营状况的介绍,着重讲述Y餐饮集团收购L火锅公司后,其产品业务等与新的经营管理理念和思路存在矛盾,需要对品牌进行重新定位,适应新的市场变化。第三章为L火锅公司品牌定位,通过对目标市场细分、目标消费人群的研究,确立新的品牌定位。第四章为实证研究,主要是通过消费者调研的结果分析情况,论证品牌定位的准确性。第五章则是具体的实施措施,介绍L火锅公司如何通过各种措施来实施新的品牌定位,公司各部门通力合作,迅速推出新菜单来配合公司新的品牌定位。第六章,是对实施后的效果评估,同比新菜单上市前后的销售、成本,以及消费者的反应,证明品牌重新定位后为L火锅公司所产生的效益；第七章是主要结论以及展望。更多还原

【Abstract】 With the deepening of China’s reform and opening up, people’s living standards are increasing. There are more and more opportunities to eat out. Food and beverage industry, in the past two decades, develop rapidly, and in which also developed a lot of formats, such as Western-style fast-food chain, Chinese fast food chain, Chinese restaurant chain, food and beverage chain and so on. In these numerous restaurants chain industry, over the past decade, booming out numerous restaurants specializing in hot pot, and the expansion of this hot pot without exception, the road towards the development chain. As one of many catering operation, hot pot chain enterprises face the same intense competition in the industry, many brands represented are rapidly occupied the hot pot chain market. L-hotpot was once the industry leader in China, after the acquisition of the international food and beverage Y Restaurant Group, it faced with the adjustment of corporate strategy, brand positioning therefore need to re-adapt to the new management philosophy, to build a whole China and even the whole world’s most successful hot pot chain.In this paper, L-hotpot company’s business development will be the background, and I will use the of theory of case studies, empirical studies, impact assessment and other analytical methods for L-hotpot company’s brand positioning, to conduct a comprehensive systematic analysis, and accordingly put forward concrete measures. Text is divided into seven chapters:The first chapter describes some of the background and significance of this study, the research content and frameworks, also including the basic theory, introducing brand positioning, target market segmentation and brand similarities and differences points. The second chapter is L-hotpot and its operating conditions described, focuses on the acquisition of the international food and beverage Y restaurant group and L-hotpot, its products business is equal to the new management philosophy and ideas of contradictions, the need to reposition the brand to adapt to the new market changed. The third chapter is about L-hotpot brand positioning, through the target market segmentation, target consumer groups study to establish the new brand positioning. The fourth chapter introduces consumer research, mainly through the results of consumer research analysis of the situation, demonstration brand positioning accuracy. Chapter V is a specific implementation measures introduced how the L-hotpot company do through various measures to implement the new brand positioning. The departments work together to rapidly introduce new menu with the company’s brand positioning. Chapter VI is a post-implementation impact assessment, an new menu listing to show before and after the sale of the brand positioning for the enterprise benefits generated. Chapter VII is the main conclusions.更多还原