浪潮公司数字电视机顶盒差异化营销策略研究
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摘 要
在全球数字电视产业大发展的今天，国内广播电视数字化、网络化成为广电
运营商的首要任务，它不但影响着国家产业结构的升级与发展，还提供了我国扩
大内需和产业升级的良好契机，具有极为重大社会价值和战略意义。经过近 10 年
的探索，数字电视技术的发展诱发了整个广播电视产业链的深刻变革。
机顶盒产业作为产业链的重要组成部分浮现出巨大的市场商机并随着数字电
视产业发展步伐的加快而获得到了长足的发展。众多的机顶盒厂家成为市场竞争
的主体。隶属于浪潮集团有限公司的浪潮数字媒体事业部，自 2000 年开始从事数
字电视机顶盒的研制工作，作为国内重要的机顶盒厂商参与市场竞争。伴随着人
们消费观念的变化和数字电视技术的发展，产业进入高速发展期，竞争也日趋白
热化，产品同质化严重，利润过低，机顶盒厂家之间的营销手法雷同，加之作为
机顶盒厂家服务对象的广电运营商向用户提供不断升级的机顶盒产品的同时，还
迫切寻求新的数字电视商业化盈利模式。在这种情况下，公司如何针对行业发展
特点和客户需求，制定出一套以消费者需求为导向的营销策略，突破现有格局、
扩大市场占有率、打造企业核心竞争力、获取更多利润并寻求与广电运营商共同
的发展，成为一个具有重大现实意义的研究课题。
针对上述问题，论文借鉴国内外已有的管理理论和实践经验，对营销管理理
论、公司竞争战略理论、服务营销理论、差异化营销理论及 STP 理论进行了认真
的研究，并针对浪潮机顶盒产业的具体情况提出了差异化的营销策略。
本文首先分析数字电视及机顶盒产业的行业背景，随后分析浪潮机顶盒产业
所处的外部环境和内部环境，探寻公司的优劣势、行业特点及发展趋势，分析市
场需求，论证差异化营销的客观必要性。接着本文通过市场细分，确定目标市场，
进行了差异化营销模式的设计。论文体现了以客户需求为导向的营销理念，并紧
紧围绕客户需求特点从四个方面展开设计，其中服务差异化是差异化营销的核心，
要重视以客户为关注焦点的企业文化建设，树立服务营销理念，全方位提高服务
质量，完善售后服务体系，建立服务盈利模式,建立客户关系管理系统，提高客户
满意度；产品差异化是服务差异化的载体和具体展现方式，从产品质量、产品设
计、产品定制及产品线等方面实施差异化；品牌差异化是服务差异化的标志，也
是服务差异化和产品差异化实现的捷径，通过品牌形象和品牌定位的差异化来实
现；渠道差异化是服务差异化的支撑体系和实施体系，除加强公司自身的销售团
队建设外，还要扩展营销渠道、发展代理商，组建战略联盟，营建公司的价值网
络，整合营销渠道，实现多渠道联动配合，通过渠道将服务理念和产品实体输送
给用户，而用户的需求则通过渠道反映给企业，从而更好的为用户服务。
本文通过以上内容的组织，构建了以客户需求为关注点的、对公司具有实际
可操作性的、完整的差异化营销体系，实现了公司增强核心竞争力，取得竞争优
势的目的，对同行业厂家有一定的参考价值。
关键词：数字电视 机顶盒 差异化 营销策略
ABSTRACT
Nowadays, the industry of digital television develops very fast in the worldwide.
Under this trend, digital and networking become the primary tasks with significant
social values and strategic meanings for broadcasting television suppliers in China,
which not only affect the development of national industry structure, but also provide a
good opportunity of increasing national needs and updating industries. Technologies of
digital television has caused a deep renovation of the whole broadcasting television
industry。
Industry of Set-top Box (STB) as important component in the whole industry chain
appears huge marketing opportunity. The STB industry has achieved quite great
development along with the faster and faster developed digital television industry. More
and more factories of STB become the main parties in the marketing competition.
Inspur digital media department, which belongs to Inspur Group, Ltd, had engaged in
the manufacturing of STB for digital television, and thus participated in the marketing
competition as one of the most important STB suppliers in China. STB Industry has
entry into rapid development stage with cut-throat competition, similar product, low
profit, and similar marketing strategy along with changing of consumers’ conceptions
and developing of digital television technologies. Moreover, broadcasting and television
suppliers as served by STB manufacturers provide updated STB products and continue
looking for profit model via digital television business. Under this situation, how to set
up a series of marketing strategy driven by consumers’ needs in order to break current
situation, rise market occupation, build up core competition ability, make more profits
and seek corporate development with broadcasting and television suppliers, become a
significant study topic.
To solve the above challenges, this dissertation uses both national and overseas
management concepts and practical experiences, studies marketing management
theories, competitive strategy theories, marketing service theories, difference theories
and STP theories, and provides marketing difference tactic with the case study of Inspur.
This dissertation analyses the industry background of digital television and STB
firstly, and then lists both internal and external environments of Inspur STB, analyses
strengths and weaknesses, industry features and development trends, and proves the
necessary of Differentiated marketing via marketing needs analysis. Then, this
dissertation lays out Differentiated marketing through marketing segmentation and
target market analysis. This dissertation mainly expresses the Differentiated marketing
concept driven by customers needs, lays out model around customer needs, make
service differentiation as core component, emphases on enterprise culture establishment,
sets up service marketing concept, rises overall service quality, improves after-sales
services, build up service payoff model, establishes customer relationship management,
increases customer satisfaction; product differentiation is the carrier and the
development way of service differentiation makes product differentiation as the
representation in terms of product quality, product design, product setup and different
product lines; branding differentiation is the sign of service differentiation and also the
shortcut of service differentiation and product differentiation makes branding
differentiation as impression in terms of different branding impression and branding
orientation; channel differentiation is the support and actualize system uses distribution
channel differentiation as methods, not only enhances internal sales team development,
but also expands marketing channels, develops agents, founds strategic alliance,
establishes value networks, combines distribution channel, fulfills multi-channel
cooperation.
This dissertation completes exercisable marketing differentiation strategy driven by
customer needs, realizes the purposes of enhance core competitive ability and achieve
competitive advantages, and thus this dissertation has certain reference value for
participants of the same industry.
Key words:Digital Television,Set-top Box,Differentiation,
Marketing Strategy,
目 录
中文摘要
ABSTRACT
第一章 绪 论 ....................................................... 1
§1.1 论文的研究背景及研究意义 ................................... 1
§1.1.1 研究背景 ............................................. 1
§1.1.2 研究意义 ............................................. 2
§1.2 研究方法和思路 ............................................. 2
§1.2.1 研究方法 ............................................. 2
§1.2.2 研究思路及框架 ....................................... 3
§1.3 差异化营销的国内外研究现状 ................................. 5
§1.3.1 国外差异化营销理论的发展 ............................. 5
§1.3.2 国内差异化营销的内容及应用研究 ....................... 6
第二章 相关理论概述 ................................................. 8
§2.1 营销理论 ................................................... 8
§2.2 竞争战略理论 ............................................... 9
§2.3 S.T.P 理论 ................................................ 10
§2.4 差异化营销理论 ............................................ 10
§2.4.1 服务差异化营销策略 .................................. 11
§2.4.2 产品差异化营销策略 .................................. 11
§2.4.3 品牌差异化营销策略 .................................. 12
§2.4.4 渠道差异化营销策略 .................................. 12
第三章 数字电视机顶盒的产业背景分析 ................................ 13
§3.1 数字电视及机顶盒的内涵和外延 .............................. 13
§3.1.1 数字电视的含义 ...................................... 13
§3.1.2 机顶盒的含义 ........................................ 15
§3.2 国外数字电视的运营情况及发展趋势 .......................... 15
§3.3 国内数字电视产业环境及发展现状 ............................ 18
§3.4 国内机顶盒产业发展现状及前景分析 .......................... 21
§3.4.1 客户与市场需求分析 .................................. 21
§3.4.2 行业发展现状及发展前景分析 .......................... 23
第四章 浪潮数字机顶盒市场环境及存在的问题分析 ...................... 27
§4.1 外部环境分析 .............................................. 27
§4.1.1 外部宏观环境分析（PEST 分析） ....................... 27
§4.1.2 外部竞争环境分析 .................................... 29
§4.2 浪潮数字机顶盒市场的内部环境 .............................. 34
§4.2.1 企业简介 ............................................ 34
§4.2.2 企业的资源状况分析 .................................. 34
§4.3 浪潮数字机顶盒市场的 SWOT 分析 ............................. 37
§4.3.1 优势分析（Strengths） ............................... 37
§4.3.2 劣势分析（Weaknesses） .............................. 38
§4.3.3 机会分析（Opportunities） ........................... 38
§4.3.4 威胁分析（Threats） ................................. 39
§4.3.5 策略对比分析 ........................................ 40
§4.4 公司发展过程中存在的问题 .................................. 41
§4.4.1 成本过高、利润率低 .................................. 41
§4.4.2 技术标准不统一带来的一系列问题 ...................... 42
§4.4.3 产品单一，同质化严重 ................................ 42
§4.4.4 市场区域小，开拓力量不足 ............................ 42
§4.4.5 服务能力面临考验 .................................... 43
§4.5 机顶盒市场营销的特点及需求变化趋势 ........................ 43
§4.6 浪潮机顶盒市场细分、目标市场选择及市场定位（S.T.P 理论） .. 45
§4.6.1 机顶盒市场细分的变量分析 ............................ 45
§4.6.2 浪潮机顶盒目标市场的选择和定位 ...................... 46
第五章 浪潮机顶盒差异化营销策略设计 ................................ 48
§5.1 服务差异化 ................................................ 49
§5.1.1 重视企业文化建设，树立服务营销理念 .................. 49
§5.1.2 全方位提高服务质量 .................................. 51
§5.1.3 完善售后服务体系，建立服务盈利模式 .................. 52
§5.1.4 建立客户关系管理系统，提高客户满意度 ................ 55
§5.2 产品差异化 ................................................ 55
§5.2.1 产品质量的差异化 .................................... 56
§5.2.2 产品设计的差异化 .................................... 57
§5.2.3 产品定制化的差异化 .................................. 58
摘要：
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摘要在全球数字电视产业大发展的今天，国内广播电视数字化、网络化成为广电运营商的首要任务，它不但影响着国家产业结构的升级与发展，还提供了我国扩大内需和产业升级的良好契机，具有极为重大社会价值和战略意义。经过近10年的探索，数字电视技术的发展诱发了整个广播电视产业链的深刻变革。机顶盒产业作为产业链的重要组成部分浮现出巨大的市场商机并随着数字电视产业发展步伐的加快而获得到了长足的发展。众多的机顶盒厂家成为市场竞争的主体。隶属于浪潮集团有限公司的浪潮数字媒体事业部，自2000年开始从事数字电视机顶盒的研制工作，作为国内重要的机顶盒厂商参与市场竞争。伴随着人们消费观念的变化和数字电视技术的发展，产业进入...
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作者：牛悦
分类：高等教育资料
价格：15积分
属性：79 页
大小：1.53MB
格式：PDF
时间：2024-11-19
