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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63901

    Title: 筆記型電腦在中國之行銷策略分析—以A品牌為例;NB Marketing Strategy Analysis in China - Case study of Brand A
    Authors: 籃裕熙;Lan,Yu-Shi
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 中國;筆記型電腦;行銷策略;China;Marketing Strategy;Notebook (NB)
    Date: 2010-01-11
    Issue Date: 2014-05-08 15:36:11 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 2008年全球電腦市場需求以中國、亞太地區、美國、歐洲的排序呈現,由於中國大陸對於筆記型電腦的需求量大,因此國際知名品牌均爭相搶奪市場,紛紛採行各種活潑、多樣性且彈性化的行銷策略。有鑑於此,本研究希望藉由個案分析,探討中國大陸筆記型電腦之現況及其產業分析,並深入探討個案A公司的自有品牌(A品牌)在中國大陸的行銷策略、競爭策略與未來發展方向。
    本研究的架構首先探討筆記型電腦產業在中國大陸的市場現況與發展趨勢,其次應用Porter(1980)的產業分析工具及Kotler(2006)之行銷策略的理論架構,進行產業評價之SWOT的分析,並探討A品牌在中國之行銷策略及其未來之發展方向。本研究採取質性研究,首先進行次級資料(Literature Search)的蒐集並進行專家訪談(Key information Survey)作為本研究的主要方法。
    ;In 2008, global computer market demand followed the sequence of, at the top, China, then the Asian Pacific, USA and Europe. Because China has tremendous demand for notebooks, all famous international brands seized the market competitively, and followed various active, diversified and flexible marketing strategies. In view of this, the study explores the current situation of the NB in Mainland China and the industrial analysis, to further explore Case A Company’s (Brand A’s) marketing strategies, competitive strategies and the direction of future developments in Mainland China.  
    First, the study explores the current market situation and developing trends in the NB industry in Mainland China. Second, by using Porter’s (1980) Tool of Industry Analysis and Kotler’s (2006) theoretical structure of marketing strategy, the study conducts a SWOT analysis of industrial appraisal, and explores both Brand A’s marketing strategies and the direction of future developments in China. The study adopted qualitative research methods to first survey the literature, and then undertook a Key Information Survey.
    To sum up the results of the literature review and case study, the conclusions are: 1. Target Marketing: Brand A should confirm different market segments (niche markets), to provide better NB designs, prices, channels and services, in order to satisfy target customers. 2. Channel strategy emphasizing “push” and “pull”: When managing distribution channels, A Company should utilize their sales teams and money to guide distributors to order, promote and sell Brand A’s products to consumers. 3. Develop effective promotion strategies: in order to get into the target market and establish brand exposure, Brand A should apply a diversified communication strategy and advance toward integrated marketing broadcasting in the Mainland China market. 4. Brand strengthening: for many years, A Company has endeavored to create and establish its brand; however, it still needs to improve regarding the establishment of a powerful brand and the design of all its marketing activities. 
    Regarding Brand A’s future developments in China, the study makes the following suggestions: 1. Performance-price ratio of products: Brand A should aim for stronger product development than its competitors. 2. Brand positioning: Brand A can’t unfold its brand value in Mainland China; therefore, it should have Chinese consumers believe Brand A is an international brand, not a Chinese or Taiwanese brand. 3. Green product: When promoting in the China market, it is important to design NBs that are green and easily dismantled, without haloid elements. 4. Cost control: For Brand A, the important issues are how to use online information systems to grasp distributors’ and consumers’ needs to balance supply and demand.
    Appears in Collections:[Executive MBA] Electronic Thesis & Dissertation

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