【正文】 顧。 (6)為了適應(yīng)競爭和市場擴(kuò)張的需要，企業(yè)的促銷費(fèi)用水平基本穩(wěn)定或略有提高，但占銷售額的比率下降。緩慢滲透策略即企業(yè)以低價(jià)格和低促銷費(fèi)用推出新產(chǎn)品。國內(nèi)外汽車公司在推出富有特色的中高級轎車時(shí)常采用這一策略。 (3)為了向市場介紹產(chǎn)品，廣告及其他推銷費(fèi)用的支出也很高。在這 個(gè)階段，銷售量雖有增長，但增長速度減慢，開始呈下降趨勢，大部分銷售額屬于替換性購買，競爭激烈，在增長速度逐步下降的時(shí)候推銷費(fèi)用呈上升趨勢，利潤相對下降。鄭州日產(chǎn)公司從帕拉丁一個(gè)產(chǎn)品線出發(fā)，加深汽車產(chǎn)品的組合深度，使產(chǎn)品不但在個(gè)人消費(fèi)領(lǐng)域得到追捧，同時(shí)占領(lǐng)了工程車、搶險(xiǎn)車、警務(wù)車以及軍用指揮車市場。絕大多數(shù)生 產(chǎn)廠家，尤其是由皮卡生產(chǎn)廠家過渡的生產(chǎn)商，產(chǎn)品結(jié)構(gòu)單一。國內(nèi)的中高檔 SUV 產(chǎn)品基本上具備了萬臺 以上的生產(chǎn)能力，產(chǎn)品質(zhì)量可靠，具有一定的品牌知名度。市場內(nèi)的 SUV 產(chǎn)品按照行業(yè)內(nèi)通常的分類原則可分為經(jīng)濟(jì)型 SUV、中高檔SVU 和豪華型三類。事業(yè)上取得階段性的成功并不能使他們滿足，還需要進(jìn)一步的開拓進(jìn)取， SUV 的產(chǎn)品文化內(nèi)涵與之相吻合。 商務(wù)應(yīng)用型的消費(fèi)者，在對汽車本身具有較高要求外，對所購車輛能否適用于商務(wù)用途更為關(guān)注。 從年齡來看，上下班代步是各年齡層購車的首要原因。如剛剛宣布進(jìn)軍整車制造的空調(diào)巨頭奧克斯、汽車銷售商恒通華泰和汽車零部件制造商萬豐奧特。 圖 21： 199420xx 年汽車市場總體需求增長率 （資料來源：慧聰國際資訊） 圖 22 近年國內(nèi) SUV 需求總量變化 %%%%%%%%%%%1994年 1995年 1996年 1997年 1998年 1999年 20xx年 20xx年 20xx年 20xx年472275947267000986001340004825866210336321794425999年 00年 01年 02年 03年國產(chǎn)SU V 進(jìn)口SU V （資料來源：中國汽車工業(yè)協(xié)會） 多品牌并存的競爭市場 國內(nèi)的 SUV 市場品牌較多，共有 40 多個(gè)廠家投入 SUV 生產(chǎn)，而總產(chǎn)量不足14 萬輛。他們并不真正地需要這種車的越野能力。這是因?yàn)?SUV 的前懸掛是轎車車型的獨(dú)立螺旋彈簧懸架，后懸掛則是越野車車型的非獨(dú)立鋼板彈簧懸架，車內(nèi)的空間較大，載人載貨同樣游刃有余。 and can provide enjoyment of not only fort like a car but excitement from the crosscountry driving. SUV has been the continuously flourishing on the world market in the recent years. About 2,000,000 sports utility vehicles were sold in the whole world in 1992, 4,200,000 ones in 1998, over 5,000,000 ones in 20xx, and 6,300,000 ones are estimated in 20xx, with an average annual growth rate of %, which is far more than the whole growth level of the world automobile. In the second part, the paper makes the market orientation of SUV and determines the object customer group on the basis of the subdivision of the ride utility vehicle market. The paper subdivides the ride utility vehicle market with three main indexes as the variables of subdivision, including age, sex and bearing capability of price of the vehicle. Through analysis, the customers of the ride utility vehicle are divided into the following four types: performanceleading type, businessapplying type, fortexperiencing type and safetyoriented type. The orientation of the SUV product mainly lies on its multifunction, because it can bine the performance and safety with fort from its concept, and it can satisfy the customers with the ride utility vehicle in many respects. At the same time, SUV gives a strong sportive feeling and shows a cultural connotation of pioneering and risking spirit. Following market orientation, the paper determines the following two kinds as the object customer group of SUV: the buyer for the second vehicle, the buyer for the first vehicle. Most of the formers are successors on career of 30~39 years old. They require emphatically that their second vehicle must have different function with that of the first one. They have higher requirement for the life quality and seek after the fashion, and they think the travel by driving their own vehicle as a good way of relaxation. They don’t satisfy with the staged success on their career, and they will do further pioneering work and fe ahead, which coincide with the cultural connotation of SUV product. However, the latter mainly ranges at 18~29 years old. They have much more requirements for automobile besides ride instead ranges at walk. The good steering ability and unique driving and control performance of SUV can meet their requirements. Breaking through the concept that “SUV is only the customer’s second vehicle”, this article presents that the marketing stress of the domestic SUV product should be attached to the second kind of customer, ie how to pete with the car for the young customer to make SUV their first vehicle. In the third part, this paper researches the marketing strategy for SUV from the aspects of product, price, channel and sales promotion. In product strategy, the paper gives a full analysis of the product structure for current domestic SUV market and regards that the existing product structure can not meet the consumer’s requirements for it. The paper analyzes the product strategy from two aspects, . product group and product cycle theory application. The domestic SUV manufacturers generally have single product line, among which only Beijing Jeep Co. Ltd., ChangFeng Leopard Co. Ltd., and Zhengzhou Nissan Co. Ltd. have more than two product lines. Most manufacturers, especially the manufacturers previously making pickups have single product structure. Expanding and deepening the product group is the marketing strategy of the leading enterprises in the SUV market to further meet the de mand of the consumer and improve the market sharing, and also the driving force of speeding up integration of the SUV market. In price strategy, on the basis of analyzing the factors affecting the price of automobile, the paper holds that the petitionguided pricing method should be worked out under the environment of the whole automobile market changing from seller market to buyer market, and puts forward the strategies on the product group pricing, pricing as per customer’s mind, discount pricing as well as raising price and reducing price. In channel construction, the paper accounts that the marketing channel of the SUV should be established according to its own features instead of pursing the construction trend of 4S store. The channel construction of SUV should follow the principles such as lowest customer cost, moderate quantity, shortest channel distance as well as equal attention to sale and repair. Considering its small market capacity, but service requirements from customer, it is more suitable to adopt a “one support more ” mode for the construction of the sale channel. That is, to establish speciality stores with the service businessman a