【正文】 根據(jù) 尼爾森公司 2020 年 1 月發(fā)布的 2020年度 中 國軟飲料市場銷量數(shù)據(jù)，碳酸飲料 年度總銷售量 占到 了 軟飲料整體銷售量的 35%，比排名第二的瓶裝水高出 10 個百分點，更遠遠領(lǐng)先于其它品類。 在對激浪的品牌溝通策略及框 16 架進行總體描述后，本文 以案例分析的方式詳細闡述了 激浪 與穿越火線網(wǎng)絡(luò)游戲合作 開展的 植入式網(wǎng)游活動，同時也介紹了 以 互聯(lián)網(wǎng) 為陣地 開展 “激浪團隊 ”網(wǎng)絡(luò)集結(jié) 的新潮 溝通方式。 論文結(jié)構(gòu)安排大致如下： 第一章主要是緒論，包括研究背景和 意義，以及以激浪為例進行研究的理由 。 下面以百事公司各碳酸品牌為例，簡要說明 各自目標(biāo)消費群 ： 表 1 1 百事公司碳酸品牌目標(biāo)消費群 品牌 商標(biāo)圖案 目標(biāo)消費群 百事可樂 主要目標(biāo)群： 1825 歲年輕人 次要目標(biāo)群：家庭主婦 七喜 主要目標(biāo)群： 1624 歲年輕人 次要目標(biāo)群：家庭主婦 美年達 主要目標(biāo)群： 1219 歲年輕人 次要目標(biāo)群：家庭主婦 激浪 唯一目標(biāo)群： 1624 歲年輕男性 極度 唯一目標(biāo)群： 2026 歲關(guān)注健康和身材的年輕人，偏男性 第四， 激浪的市場營銷 具有特色，對其它小眾品牌有參考價值 。 選 擇百事公司的激浪品牌為案例，研究小眾品牌的市場營銷策略，有以下幾 點理由： 第一， 百事公司是食品行業(yè)的領(lǐng)先者 。 在南方一些地區(qū)的宴席上，茅臺酒、中華煙、王老吉已成為不可缺少的 幾小件，打麻將熬夜、運動、看球賽后喝 上 一罐王老吉更是成為一種時尚，這與其在非典和世界杯期間線上線下高度結(jié)合的營銷策略是密不可分的，王老吉 可以說 是市場營銷劃成功的典范，有著極強的轟動效果。 on the other hand, the design of the implantable online encourages consumers drink more and stimulates the growth in sales. While for Cross Fire game, it 7 develops from originally way of online and inter to a new promotion channel of joint promotion that you can nearly find the related information any places where you can find the drinks, besides, this implantable online game increases the access frequency of players. In addition, from consumers’ perspective, they can get the promotion gifts that are worth a few dozen or hundred Chinese Yuan, even some articles of limited edition that not for sale, which greatly reduces the cost in playing online games and help them enjoy their favorite products, no matter the drinks or CF game, and have much more fun. Another factor for Dew’ s success is its highly personalized, that is, the unique street culture of positive, vibrant and challenging the limits. As it is shown in “ Index Searching List of Baidu” released in Sep, 2020(for the past 30 days), street dance has bee the most popular form of street culture. It has two characteristics: easy to grasp and representative counterculture, making it outstanding among other street culture forms. Therefore, street dance has bee the first choice. In order to get all the confidential and optimistic young people involved in it and present themselves, Dew Street Dance Competition build a vertical and horizontal social working. Vertically, as a minority of the people who can participate the petition, the whole petition consists of district petition, training camps for district dance winners, the national finals (jointly launched the Mountain Dew TV arena contest with Travel Channel) and the ultimate station, shooting of Dew Street Dance 2`. While horizontally, from street culture enthusiasts’ points of view, the activities also include ground road shows, online vote for the best dancer and final site support for participants, etc. Generally speaking, the marketing strategy for Mountain Dew is successful. Since relaunched in Chinese market in March of 2020, its sale scale has been continuing to grow in trend. And EBES shows that the heavy drinkers are exactly the target consumers. It greatly manifests the personality, the performance of avantgarde and the unique brand attitude. And surely it also has the deficiencies in marketing strategies. For example, it pays too much attention to the gathering place of young people but neglect of traditional marking channels, and it prefers the firsttier cities to the second/third tier cities, which are necessary to be corrected in future. 8 目 錄 第 1 章 緒論 ................................................................................................................. 12 選題背景 ............................................................ 12 以 激浪 為例進行研究的理由 ............................................ 13 研究方法與論文結(jié)構(gòu)安排 .............................................. 15 第 2 章 激浪 品牌營銷案例背景 .................................................................................... 17 碳酸飲料概述 ........................................................ 17 碳酸飲料的現(xiàn)狀 ........................................................................................... 17 碳酸飲料的分類 ........................................................................................... 18 碳酸飲料的主要生產(chǎn)廠商和品牌 .................................................................. 19 激浪品牌的誕生及產(chǎn)品定位 ............................................ 20 激浪品牌的誕生 ........................................................................................... 20 激浪的品牌定位 ........................................................................................... 21 激浪在國內(nèi)外市場的發(fā)展 .............................................. 24 激浪在國外市場的業(yè)績 ................................................................................ 24 激浪 在中國市場的發(fā)展概況 ........................................................................ 25 第 3 章 激浪 品牌的產(chǎn)品差異化策略 ............................................................................. 26 重新上市的背景 ..................................................... 26 重新上市的外因 ........................................................................................... 26 通過上市測試 .............................................................................................. 26 產(chǎn)品口味創(chuàng)新策略 .................................................... 29 市場概述 ...................................................................................................... 29 激浪的獨特口味 ........................................................................................... 29 介于碳酸飲料和運動飲料之間的定位策略 .................................................. 30 激浪的包裝策略 ...................................................... 34 產(chǎn)品包裝的重要性 ........................................................................................ 34 激浪獨特的包裝策略 ................................................................................... 34 包裝升級 .................................................................