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论文编号：	13471
作者编号：	2320200474
上传时间：	2022/12/3 14:58:48
中文题目：	M（中国）公司液压伺服系统营销策略研究
英文题目：	The Research on Marketing Strategies of M（China）Hydraulic Servo Control System
指导老师：	张永强
中文关键字：	M公司；液压伺服系统；营销策略；价值销售
英文关键字：	M company；hydraulic servo system；marketing strategy；value-added
中文摘要：	中国十四五规划中明确提出把高端制造业作为战略性新兴产业，液压工业是高端制造业的重要组成部分，2021年液压行业营业额近800亿人民币规模，中国作为全球最大的液压消费市场是全球液压公司的必争之地。 M公司作为液压精密运动控制行业的全球知名公司，自1997年进入中国市场以来，一直致力于液压伺服阀的销售和服务， 凭借优质的产品质量和一致性，公司在国内业务方面取得了一系列成果，M公司是伺服阀的鼻祖，创始人发明了伺服阀，M伺服阀的形象在客户认知中根深蒂固，在客户的印象中M公司除了伺服阀别无其它，客户都认为M公司仅仅是做伺服阀的公司，这就造成在给客户推广其它产品的时候，难度比较大，想扭转客户的这一认知并非易事。液压伺服在液压行业中是一个很小的细分市场，虽然M伺服阀在该细分市场已经博得头筹，但当前市场不能满足公司战略增长的需求，近些年来公司不断在推出相关多元化的产品，由单纯的伺服阀扩展到精密运动控制相关，但在新产品的推广过程中，如何吸引客户，如何获取竞争优势，如何在巩固原有市场的基础上，不断拓展新市场，这对M公司市场营销能力提出了新的要求。 本文以M中国公司为研究对象，首先分析了M公司在中国液压行业中面临的宏观环境和行业竞争情况，以及客户的购买习惯，其次用SWOT分析对M公司产品存在的优势、劣势、机会和挑战进行分析，得出其当前存在的主要问题，然后根据STP理论和营销组合理论框架，提出改进措施：通过市场细分将对有伺服阀需求的客户延伸到对有精密运动控制需求的客户；产品方面，对元件产品系列进行下沉，推出既满足需求，又能实现客户功能的运动控制产品；由单一的元件供应商延伸为相关系统方案提供商，以拓展供货范围，并通过提供系统解决方案的形式，对不同客户采用差异化定价策略；对准备进入的行业进行新的渠道建设，做好市场产品推广；通过人员、过程、有形展示来提高客户体验；最后从组织构架、人力资源、企业文化和流程管理等方面对营销策略进行保障。本文的研究一方面有助于提升M公司在中国市场的竞争力，同时也可以为跨国隐形冠军之类的企业在国内市场营销策略的制定与实施提供一些参考。
英文摘要：	In China's 14th Five-Year Plan, it is clearly stated that high-end manufacturing is a strategic new-developing industry. The hydraulic industry is an important part of the high-end manufacturing industry. The business volume of the hydraulic industry in 2021 will be nearly 80 billion RMB. As the world's largest hydraulic consumer market, China is a battleground for global hydraulic companies. As a world-renowned company in the hydraulic precision motion control industry, M company has been committed to the sales and service of hydraulic servo valves since it entered the Chinese market in 1997. With high-quality product quality and consistency, the company has achieved a series of domestic business success. M company is the originator of the servo valve. The founder invented the servo valve. The image of the M servo valve is deeply ingrained in the customer's cognition, so that customers think that the M company is only a company that makes servo valves. It is quite difficult to promote other products of the company. In the impression of customers, M company has nothing but servo valves. It is not easy to reverse this perception of customers. Hydraulic servo is a small market segment in the hydraulic industry. Although M servo valve has won the first place in this market segment, the current market cannot meet the needs of the company's strategic growth. In recent years, the company has been launching related diversified products, from pure servo valves to precision motion control, but during promoting new products, how to attract customers, how to gain competitive advantages, how to continuously expand new markets on the basis of consolidating the original market, this is very critical for M companies' marketing capabilities. This paper takes M China as the research object, firstly analyzes the macro environment and industry competition that M company faces in China's hydraulic industry China, as well as customers' purchasing habits, and then uses SWOT to analyze the advantages, disadvantages, opportunities and analyze the challenges and the problems at present, and then put forward improvement measures according to the STP theory and service marketing theory, as well as the customer relationship theory: through market segmentation, it will extend the customers from who needs servo valves to those who needs precision motion control. In terms of products, expand the product series, provide motion control products that good enough for customer; expand the scope from a single component to a related system solution. And by providing system solutions, M executes differentiated pricing strategies for different customers; build new channels for new market, and optimizes product promotion; improve customer experience through personnel, process, and tangible display. Finally, the marketing strategy is guaranteed from the aspects of organizational structure, human resources, corporate culture and process management. The research in this paper will help M company's competitiveness in the Chinese market, and it can also provide some references for the formulation and implementation of domestic marketing strategies for companies such as transnational invisible champions.
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