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论文编号：	10850
作者编号：	2120163170
上传时间：	2019/6/11 15:29:03
中文题目：	Y公司新梯销售价格管理方法研究
英文题目：	Research on New Elevator Pricing Management Methods of Y Company Elevator Company
指导老师：	戚安邦
中文关键字：	价格管理；价格差异化；项目管道；优势定价
英文关键字：	Price Management ; Price Differentiation ; Pipeline ; Advantage Pricing
中文摘要：	巴菲特说过，“评估一家企业时最重要的是定价能力。” 高盛在其分析报告中称，“基于现金流量折现法，价格提升1%能带来16%公允价值的提升。”由此可见，定价在管理层为提高股东价值的努力中扮演着决定性的角色，这使得定价成为高层管理一个至关重要的问题。毫无疑问，定价是首席执行官的工作职责，如果一家公司的定价推动着它的收益，而收益推动着股东价值，那么管理层应当赋予定价最高优先级。 研究表明，90%的企业没有认真研究过定价。在经济繁荣的时候，你或许不需要百分之百的准确定价。然而，当市场的不确定性渐次增强，增速回落甚至呈现低迷状态时，精准而智能的定价是摆在企业面前的第一课题，它是管理者所能选择的对企业盈利施加影响的最为敏感的杠杆工具。这意味着价格和产能之间错综复杂的相互作用是管理问题的重中之重。 本文是基于作者在Y公司市场部主管价格工作的经验和思考之下而成。2015-2017年度，随着中国经济增长放缓以及房地产市场的低迷，电梯市场面临着巨大的挑战。建筑市场的结构性调整很有可能将导致市场规模缩水四分之一，新梯价格呈现连续大幅下滑的态势，这种由于供给过剩、竞争加剧而形成的价格下滑不仅在幅度上史无前例，而且是在原材料价格大幅上涨的背景下出现的，给行业带来了巨大冲击，也给公司的运营业绩带来严峻考验。即使作为市场的领导者，Y公司也在2017年度经历了息税前利润的断崖式下跌，痛定思痛，我们的市场策略已从寻求绝对量的增长转为市场地位的提升。我们必须制定卓有成效的价格策略以恢复盈利水平。 事实上，我们在实践的过程中发现，企业的价格管理工作绝不仅仅局限于产品线的价格定位，需要自上而下的全面构建价格管理体系才能将优秀的定价能力和决策能力成功转化为真实的财务绩效。在2017-2018年度，我有幸亲历了Y公司围绕价格管理实施的一系列组织变革和管理变革，我们借助“大数据”思维建立了项目管道数据库，对现有的合同审批流程予以重新定义，为重塑强势品牌进行了优势定价，在产品差异化和价格差异化的道路上坚定前进。结果是值得庆贺的，我们在确保市场占有率稳定的情况下，销售额大幅提升、平均单价稳步上扬，主要财务指标达到或超过业务计划、现金流强劲。2018年上半年还赢得成都地铁这一史上最大单（单一合同金额超过5亿人民币）。这一成功的商业案例正是本文创新点，希望Y公司成功的价格管理能够让重组中的中国制造业，特别是电梯制造业有所借鉴。
英文摘要：	Buffett said, “The most important thing when evaluating a company is its pricing power.” Goldman Sachs said in its analysis report that “based on the discounted cash flow method, a 1% increase in price can lead to an increase in 16% fair value.” It can be seen that pricing plays a decisive role in management's efforts to increase shareholder value, making pricing a critical issue for top management. There is no doubt that pricing is the job responsibilities of the CEO. If a company's pricing drives its revenue and revenue drives shareholder value, then management should give it the highest priority. Studies have shown that 90% of companies have not seriously studied pricing. You may not need 100% accurate pricing when the economy is booming. However, when the uncertainty of the market is gradually increasing, and the growth rate is slowing down or even showing a downturn, accurate and intelligent pricing is the first issue facing the enterprise. It is the most important choice for managers to influence the profitability of the company. Sensitive leverage tool. This means that the intricate interaction between price and capacity is a top priority for management issues. This article is based on the author's experience and thinking in the price of the Y Company market. In 2015-2017, with the slowdown of China's economic growth and the downturn in the real estate market, the elevator market is facing enormous challenges. The structural adjustment of the construction market is likely to cause the market to shrink by a quarter, and the price of the new ladder will continue to decline sharply. The price decline caused by oversupply and increased competition is not only unprecedented in magnitude, but also in the context of the sharp rise in raw material prices, it has brought huge impacts to the industry and brought severe challenges to the company's operating performance. Even as a market leader, Y Company experienced a cliff-like decline in EBIT in 2017, and it was painful to think that our market strategy has shifted from seeking absolute growth to market position. We must develop effective pricing strategies to restore profitability. In fact, we found in the process of practice that the price management of enterprises is not limited to the price positioning of product lines. It is necessary to build a price management system from top to bottom to successfully convert excellent pricing power and decision-making ability into real financial performance. In 2017-2018, I was fortunate to have experienced a series of organizational changes and management changes around Y Company around price management. We built a project pipeline database with the help of “big data” thinking to redefine the existing contract approval process. In order to reshape strong brands, we have made superior pricing and made firm progress on the road of product differentiation and price differentiation. The result is worth celebrating. Under the condition of ensuring stable market share, our sales have increased substantially, the average unit price has steadily increased, and the main financial indicators have reached or exceeded the business plan and strong cash flow. In the first half of 2018, it also won the largest single in the history of Chengdu Metro (a single contract amount of more than 500 million yuan). This successful business case is the innovation of this article. I hope that Y Company's successful price management can make reference to the restructured Chinese manufacturing industry, especially the elevator manufacturing industry.
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