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论文编号：	15579
作者编号：	2320234033
上传时间：	2025/12/6 15:36:11
中文题目：	D公司双品牌色谱柱产品运营策略研究
英文题目：	Research on the operational strategy of D Company''''''''s dual-brand chromatography column products
指导老师：	刘彦平
中文关键字：	双品牌；色谱柱；运营策略
英文关键字：	Dual brand; Chromatography column; Operational strategy
中文摘要：	2023年中国液相色谱柱市场规模达16-18亿元，全球占比约15%，但进口品牌仍占据70%以上份额，国产品牌市占率虽从2018 年9%提升至22%，头部企业合计仅占国产市场60%，行业呈现“进口垄断、国产追赶”格局。D公司旗下拥有本土A与进口B双色谱柱品牌，2017年合并后整合销售、供应链等团队，推行“本土品牌深耕中端、国际品牌抢占高端”的双品牌运营策略，却面临品牌定位模糊、研发协同滞后、渠道价格冲突、组织协同不足等问题，如何实现双品牌市场细分与协同发展成为关键课题。 本文以品牌运营理论（定位、传播、延伸）与6P市场营销组合理论为基础，采用文献研究法、案例分析法与市场调研法，对D公司双品牌运营展开系统研究。首先，梳理色谱柱行业发展现状与竞争格局，剖析D公司双品牌产品体系及目标客户需求差异；其次，诊断当前运营问题，发现双品牌存在品牌传播交叉、技术转移周期长、区域渠道报价冲突、研发资源倾斜等核心痛点；最后，基于6P理论设计差异化运营策略，明确本土品牌“中端性价比+本土服务”、国际品牌“高端技术+国际合规”的定位，从产品、价格、渠道、促销、政治权力、公共关系六大维度制定策略，并配套组织、资源、技术、风险四大保障体系。 研究结果表明，D公司双品牌“高端-中端”差异化定位符合市场需求，通过6P策略优化与保障体系落地，能够提高双品牌产品的市场份额和客户满意度。同时本文结论可为色谱柱行业双品牌运营提供实践参考，也为国产色谱柱企业“借国际技术背书、拓本土市场”提供路径借鉴。
英文摘要：	In 2023, China’s liquid-chromatography-column market reached RMB 1.6–1.8 billion, about 15 % of the global total. Imports still command more than 70 % of this pie: local brands have climbed from 9 % in 2018 to 22 %, yet the top three domestic players together hold only 60 % of that sub-total, leaving the sector in an “import-dominated, domestic-chasing” equilibrium. D Corporation owns two column lines—home-grown Brand A and imported Brand B. After merging in 2017 the firm integrated sales, supply-chain and back-office teams and adopted a dual-brand playbook: “local brand cultivates the mid-range, global brand captures the high end”. Execution has stumbled over blurred positioning, slow R&D synergies, channel-price clashes and weak cross-brand coordination. How to segment the market while unlocking synergy is now the central question. Grounded in brand-management theory (positioning, communication, extension) and the 6-P marketing-combination model, this study combines literature review, case analysis and field surveys. It first maps industry structure and competition, then dissects D’s product portfolios and divergent customer needs. Next it diagnoses operational pain-points: overlapping brand messages, long technology-transfer lead-times, conflicting regional quotations and R&D resource bias. Finally, it designs a differentiated 6-P strategy—product, price, place, promotion, political power and public relations—anchored in “mid-range value + local service” for Brand A and “premium technology + global compliance” for Brand B, backed by four support systems (organisation, resources, technology, risk). The results show that D’s high-/mid-tier positioning matches market demand; optimising the 6-P mix and installing the support systems can raise combined share and customer satisfaction. The paper offers a practical template for dual-brand operations in the column industry and a roadmap for domestic players seeking to “leverage international technology endorsement while expanding local share”.
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