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论文编号：	14755
作者编号：	2320213715
上传时间：	2024/6/7 21:43:54
中文题目：	SI集团低压电器中国市场营销策略研究
英文题目：	Research on marketing strategy of SI Group Low-voltage products in China
指导老师：	许晖
中文关键字：	低压电器；市场营销策略；数字化解决方案；
英文关键字：	Low-voltage Products; Market Strategy; Digital Solution
中文摘要：	低压电器用途广泛，从普通的家庭装修到鳞次栉比的高楼大厦，从飞速的高铁到万吨的巨轮，只要是用电的地方，都有低压电器在保驾护航。近些年，国家对新基建项目的投资每年都以2位数增长，经历了高速发展的房地产行业，都带动了低压电器行业的快速发展。低压电器行业在中国市场已经发展了60多年，产品、方案和各厂家的市场占有率已经非常成熟。数字化为低压电器行业注入了活力，数字化的低压电器系统，可以对耗电用户的碳排放指标进行检测、并提供审计报告，通过打造能源管理平台，减少客户耗能。 西门子公司智能基础设施集团（Smart Infrastructure，以下简称SI）在低压电器行业颇具影响力，在机场、地铁轨道、石油化工、数据中心等对连续供电要求高标准的行业，都是客户的首选品牌。目前，已经在全国设立45个办事处，一线销售人员800余人，覆盖了全国所有的城市，包括台湾。 低压电器市场份额比较大，行业纵深发展空间宽广，高端、中端和低端市场都能保持相对稳定增长。三年疫情期间，市场增速降低，出现了中端市场向高端市场渗透的情况。同时，SI集团产品迭代更新慢、渠道覆盖不足等问题显现。面对多重内外环境的挑战，SI集团低压电器业务在本财年没有实现增长。为了能重新实现增长，获取更大的市场份额，并在即将到来的数字化革命中占得先机，需要重新规划SI集团市场营销策略以适应不断变化的市场。 本文用PEST模型、波特五力模型等市场营销战略相关理论分析低压电器行业的宏观环境和竞争环境，并结合SWOT，明确SI集团的优势、劣势、机会和痛点，为制定营销策略提供事实依据。通过STP理论，确定SI集团低压电器业务的目标市场及定位，进而从4P角度提出基于提高竞争力的产品优化策略、构建竞争导向的价格策略、全面提高经销商的经营能力以及打造全员销售的销售模式，并为相关政策落地提供保障措施。
英文摘要：	Low-voltage products have a wide range of applications, from ordinary home renovations to towering skyscrapers, from high-speed railways to large container ships. As long as there is electricity, low-voltage products are there to ensure safe operation. In recent years, the investment in new infrastructure projects has grown at a double-digit rate every year, and the rapid development of the real estate industry has driven the rapid growth of the low-voltage product industry. The low-voltage product industry has been developing in the Chinese market for more than 60 years, and the products, solutions, and market share of various manufacturers have become very mature. Digitalization has injected vitality into the low-voltage product industry. Digital low-voltage electrical systems can detect carbon emissions indicators of energy-consuming users and provide audit reports, helping to reduce customer energy consumption by building energy management platforms. Siemens' Smart Infrastructure Group (hereinafter referred to as SI) has a significant influence in the low-voltage product industry. It is the preferred brand for customers in industries with high standards for continuous power supply, such as airports, subway tracks, petrochemical industries, and data centers. Currently, SI has established 45 offices nationwide and has more than 800 front-line sales staff, covering all cities in China, including Taiwan. The low-voltage product market has a large share, and the industry has a wide depth of development. The high-end, mid-range, and low-end markets can maintain relatively stable growth. The three-year pandemic has reduced the market growth rate, and there has been an infiltration of the mid-range market into the high-end market. At the same time, issues such as slow product iteration and insufficient channel coverage have emerged in SI Group. Facing various internal and external challenges, SI Group's low-voltage product business did not achieve growth in this fiscal year. In order to regain growth, gain a larger market share, and take the initiative in the upcoming digital revolution, it is necessary to re-plan SI Group's marketing strategy to adapt to the constantly changing market. This article uses marketing strategy-related theories such as PEST model, Porter's five forces model, etc., to analyze the macro environment and competitive environment of the low-voltage product industry, and combines SWOT to clarify SI Group's advantages, disadvantages, opportunities, and pain points, providing a factual basis for formulating marketing strategies. Through STP theory, determine the target market and positioning of SI Group's low-voltage product business, and then propose enhancing competitiveness of product optimization strategy, competitive based pricing strategies, improving dealers business management level, and creating an integrating sales model from the 4P perspective, providing guarantee measures for the implementation of relevant policies.
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