摘要 本论文研究的是在中国充分激烈竞争的市场中 M 企业注塑机市场营销策略。这是一家具有百年历史积淀的德国技术型机械装备企业，产品质量可靠，性能卓越，它的市场营销策略就是主打技术领先、高端定制化和与上游主机厂同步研发，这一市场策略在欧洲很成功，M 企业几乎成为了所有欧洲顶级汽车零部件工厂的御用品牌，被行业称赞为“注塑机领域里的劳斯莱斯”。随着经济全球化的发展和中国工业的快速增长，M 企业也在积极开拓中国市场，进入中国市场的第一个十年，M 企业依然坚持了德国的营销策略，发展十分平稳，随欧美、香港、台湾众多品牌的纷纷涌进，国内品牌也在快速成长，面对价格上的巨大差距，M 企业的市场份额越来越小，项目利润被国产品牌的价格优势越拉越低，再加上运营成本和研发成本的不断增加，本地化产品降价的目标一直难以达到预期的效果，M 企业的市场竞争力受到了越来越多的挑战。更严峻的是，中美贸易战对中国制造产生了巨大的冲击，宏观经济低迷造成汽车消费市场持续下滑，以及疫情仍然在持续不断的对全球经济施加伤害，这些不利因素都更加加剧了 M 企业的危机感。本文针对这种复杂的局势，先用 PEST 理论，从政治、经济、社会学问和技术四个方面来分析外部环境，分析的结果是当前各种外部环境对 M 企业都是利好的。然而就行业环境来看，形势又是非常不利的，百团大战，竞争激烈，营销成本高，技术差距不断缩小，以价格战为主，这几点在波特五力模型分析的环节得到了体现。本论文主要使用的研究方法有文献研究法、案例研究法、归类研究法、调查和访谈法。运用这几种方法，围绕 7P 服务营销理论，从七个方面对 M 企业的营销策略进行现状回顾、问题挖掘、问题分析和有针对性的设计改进方案。最突出的几个问题体现在非汽车领域的产品应用太窄、定价太高、渠道覆盖范围小、促销方案少等，这几个问题直接造成在项目竞标过程中的评分短板。解决这些问题之前首先要确认一个大的方向，即 M 企业要抛弃之前的产品思维，贴近客户，面向市场，以市场和客户的需求为导向。在这个大的方向的指引下，运用 STP 理论对 M 企业进行重新定位，有针对性的分析产品、价格、渠道、人员、过程、促销和有形展示中的优势和劣势，并制定解决方案。最后，论文得出的结论是，M 企业需要重建一个新的本地核心管理层，打造本地方案中心，建立直销与代理的双重激励体系，且有针对性的成立不同市场应用的营销小组。
关键词： 市场营销，注塑机，市场定位，服务营销，渠道管理 。
Research on Marketing Strategy of Injection Molding Machine of M Company
This paper does research on marketing strategy of M injection molding machine company in China's competitive market. This is a German technical mechanical equipment company with 100 years of history. Its product quality is reliable and its performance is excellent. Its marketing strategy is to focus on leading technology, high-end customization and synchronous research and development with upstream main engine manufacturers. This market strategy is very successful in Europe. M company has become the exclusive brand of almost all European top auto parts factories, and is praised by the industry "Rolls Royce in the field of injection molding machine". With the development of economic globalization and the rapid growth of China's industry, M company is also actively exploring the Chinese market. In the first decade of entering the Chinese market, M company still adheres to the German marketing strategy and its development is very stable. With the influx of many brands from Europe, America, Hong Kong and Taiwan, domestic brands are also growing rapidly. Facing the huge price gap, M company's market share is getting smaller and smaller, the project profit is being pulled lower and lower by the price advantage of domestic brands. In addition, with the continuous increase of operating costs and R & D costs, the target of price reduction of localized products has been difficult to achieve the expected effect, and the market competitiveness of M company has been faced with more and more challenges. What's more serious is that the Sino US trade war has had a huge impact on “Made in China”. The macro-economic downturn has led to a continuous decline in the auto consumption market, and the epidemic situation is still continuing to hurt the global economy. These adverse factors have intensified the sense of crisis of M company. In view of this complex situation, this paper first uses PEST theory to analyze the external environment from four aspects of politics, economy, social culture and technology. The result is that all kinds of external environment are good for M company. However, from the perspective of the industry environment, the situation is very unfavorable, such as the hundred regiment war, fierce competition, high marketing costs, constantly technical gap narrowing , price war, which are reflected in the analysis of Porter's five forces model. The main research methods used in this paper are literature research, case study, classification research, investigation and interview. Using these methods, around the 7p service marketing theory, this paper reviews the marketing strategy of M company from seven aspects, including the status quo review, problem mining, problem analysis and targeted design improvement scheme. The most prominent problems are that the product application in the non-automotive field is too narrow, the pricing is too high, the channel coverage is small, and the promotion scheme is few. These problems directly cause the scoring short board in the project bidding process. Before solving these problems, we should first confirm a big direction, that is, M company should abandon the previous product thinking, be close to customers, face the market, and take the market and customer demand as the guidance. Under the guidance of this general direction, this paper uses STP theory to reposition M company, analyzes the advantages and disadvantages in product, price, channel, personnel, process, promotion and tangible display, and formulates solutions. Finally, the conclusion of the paper is that M company needs to rebuild a new local core management, build a local program center, establish a dual incentive system of direct selling and agency, a nd set up marketing groups for different market applications.
Keywords: Marketing, injection molding machine, Market positioning, Service marketing, Channel management。
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