【導(dǎo)讀】隨著我國經(jīng)濟(jì)的穩(wěn)步發(fā)展，中國的港口建設(shè)和航運(yùn)業(yè)務(wù)都得要了快速發(fā)展。對各種多用途的船舶都有較大的需求。東南造船廠作為福建地區(qū)的船廠領(lǐng)頭人，主要是根據(jù)本人在東南造船廠實習(xí)半年來的工。作經(jīng)驗和所收集的資料進(jìn)行研究。同時還運(yùn)用五力競爭分析模型分析了行業(yè)的競。在外部環(huán)境分析和內(nèi)部資源分析的基礎(chǔ)上得到了東南造船廠的優(yōu)劣勢和。市場營銷策略中的一些問題，并針對問題。過對市場進(jìn)行細(xì)分和評價，確定公司。目標(biāo)市場，對造船廠營銷策略中存在的問題提出改進(jìn)建議。

　　

【正文】 淺析東南造船廠市場營銷策略 22 參考文獻(xiàn) [1] 李 文國，王秀娥編著 .《 市場營銷學(xué) 》 .第一版 .上海交通 大學(xué)出版社 .2020 年 2 月 [2] 王緝慈 .《關(guān)于用產(chǎn)業(yè)群戰(zhàn)略發(fā)展我國造船業(yè)的政策建議》北京大學(xué) 出版社 2020 年 [3] 劉立新 .《 長江“百年工程”船舶選型研究 》 .人民長江 出版社 . 1999 年第 8 期 [4] 邁克爾波特 .《 競爭戰(zhàn)略 》 華夏出版社 .1997 年版 [5] 李業(yè) .《 營銷學(xué)原理 》 .廣東高等教育出版社 . 2020 版 [6] 吳長順 . 《 工業(yè)品營銷管理 》 .廣東省高等教育出版社 . 2020 年 7 月 [7] 劉豐 . 《 工業(yè)品營銷中的關(guān)系學(xué) 》 . 企業(yè)改革與管理 . 2020 年第 10 期 [8] 賈昌榮 . 《 工業(yè)品渠道營銷模式辨析 》 . 中國機(jī)電工業(yè) . 2020 年第 10 期 [9] 丁寧， 《 企業(yè)戰(zhàn)略管理 》 . 北京 :清華大學(xué)出版社 .2020 [10] 《 我國市場營銷的現(xiàn)狀和發(fā)展趨勢 》 . 商業(yè)經(jīng)濟(jì)管理 2020. [11] 《 Marketing strategy》 , The United States Purdue University press，Inc2020 淺析東南造船廠市場營銷策略 23 附錄 《 Marketing strategy》 , The United States Purdue University press， Inc2020 Marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable petitive advantage. Developing a marketing strategy Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objectives. Plans and objectives are generally tested for measurable results. Commonly, marketing strategies are developed as multiyear plans, with a tactical plan detailing specific actions to be acplished in the current year. Time horizons covered by the marketing plan vary by pany, by industry, and by nation, however, time horizons are being shorter as the speed of change in the environment increases. Marketing strategies are dynamic and interactive. They are partially planned and partially unplanned. Marketing strategy involves careful scanning of the internal and external environments. Internal environmental factors include the marketing mix, plus performance analysis and strategic constraints. External environmental factors include customer analysis, petitor analysis, target market analysis, as well as evaluation of any elements of the technological, economic, cultural or political/legal environment likely to impact success. A key ponent of marketing strategy is often to keep marketing in line with a pany39。s overarching mission statement. Once a thorough environmental scan is plete, a strategic plan can be constructed to identify business alternatives, establish challenging goals, determine the optimal marketing mix to attain these goals, and detail implementation. A final step in developing a marketing strategy is to create a plan to monitor progress and a set of contingencies if problems arise in the implementation of the plan. Types of strategies Marketing strategies may differ depending on the unique situation of the individual business. However there are a number of ways of categorizing some generic strategies. A brief description of the most mon categorizing schemes is presented below: 淺析東南造船廠市場營銷策略 24 Strategies based on market dominance In this scheme, firms are classified based on their market share or dominance of an industry. Typically there are four types of market dominance strategies: * Leader * Challenger * Follower * Nicher * Product differentiation (broad) * Cost leadership (broad) * Market segmentation (narrow) * Innovation strategies — This deals with the firm39。s rate of the new product development and business model innovation. It asks whether the pany is on the cutting edge of technology and business innovation. There are three types: * Pioneers * Close followers * Late followers * Growth strategies — In this scheme we ask the question, “How should the firm grow?”. There are a number of different ways of answering that question, but the most mon gives four answers: * Horizontal integration Strategic models There are many panies especially those in the Consumer Package Goods (CPG) market that adopt the theory of running their business centered around Consumer, Shopper amp。 Retailer needs. Their Marketing departments spend quality time looking for Growth Opportunities in their categories by identifying relevant insights (both mindsets and behaviors) on their target Consumers, Shoppers and retail partners. These Growth Opportunities emerge from changes in market trends, segment dynamics changing and also internal brand or operational business challenges. The Marketing team can then prioritize these Growth Opportunities and begin to develop strategies to exploit the opportunities that could include new or adapted products. Reallife marketing 淺析東南造船廠市場營銷策略 25 Reallife marketing primarily revolves around the application of a great deal of monsense。 dealing with a limited number of factors, in an environment of imperfect information and limited resources plicated by uncertainty and tight timescales. Use of classical marketing techniques, in these circumstances, is inevitably partial and uneven. Thus, for example, many new products will emerge from irrational processes and the rational development process may be used (if at all) to screen out the worst nonrunners. The design of the advertising, and the packaging, will be the output of the creative minds employed。 which management will then screen, often by 39。gutreaction39。, to ensure that it is reasonable. For most of their time, marketing managers use intuition and experience to analyze and handle the plex, and unique, situations being faced。 without easy reference to theory. This will often be 39。flying by the seat of the pants39。, or 39。gutreaction39。 where