【正文】 受空間的限制；不易表達復雜內容；不能動態(tài)化；網絡廣告?zhèn)鞑V泛；形式新穎，互動性強；費用低；承載信息量大；目標群體針對性不強；受網絡覆蓋情況限制；信息發(fā)雜，難辨真?zhèn)?；廣告對于產品服務形象的提高有著重大的幫助，可以說每一次的廣告投放都對提高產品在顧客心中的形象有著巨大的影響力。首先，采用電視廣告，繼續(xù)聘用孫儷作為代言人，同時，與時俱進，利用新的女星來代言。其次，可以采用廣播宣傳，特別是商場內的廣播，最直接的接近消費者，潛移默化。公共關系策略是指企業(yè)為獲得公眾信賴、加深顧客印象而用非付費方式進行的一系列促銷活動的總稱，簡稱“公關”策略。超能，作為一個民族品牌，可以多做一些公益廣告，樹立品牌形象。再者，多贊助一些公益活動，提高品牌的影響力。人員推廣主要指的和終端密切相關的促銷人員所做的推廣活動。超能洗衣液屬于日用消費品，它的銷售在很大程度上都受到終端的影響。采用底薪加提成的方式，并采用階梯形工資制度，既銷量越高提成點也越高。（2）企業(yè)或者商家招聘和培訓專業(yè)人員派遣到終端，通過為消費者介紹產品、提供咨詢等服務，激發(fā)消費者對產品的興趣和消費欲望。因為現在許多單位給員工發(fā)福利都會選擇日用品，而且還要上檔次的，超能洗衣液公眾形象非常好，而且本身質量也很好，受到大眾的喜愛，所以會有很多單位選擇團購超能洗衣液來為員工發(fā)放福利，這也是不可忽視的一種銷售方式。同時，也利用廣播和戶外廣告等方法擴大品牌的影響力。 營銷計劃的制定必須要科學合理，而且要盡可能的詳盡，保證活動中的每個步驟都在計劃之中。我們會提前做好宣傳安全教育的工作，嚴格按照公司規(guī)定開展活動，科學合理的規(guī)避與處理活動實施中所產生的風險。要有專門人員聯(lián)系電視臺、各大雜志報紙，并與他們談判；還需要負責后勤和各個環(huán)節(jié)準備工作的人員，包括安保在內。（3）實現責權統(tǒng)一。（4）根據現場及活動情況隨時調整人員，從而保證活動的各個環(huán)節(jié)能夠順利的實施，促使活動的圓滿成功。企業(yè)要想在競爭中謀求生存和發(fā)展，必須對企業(yè)進行相應的調整，把握好市場。對于超能洗衣液來說，想要在鄭州市場上長期立于不敗之地，制定正確的營銷策略是必不可少的。本次策劃案利用書本所學的理論知識去指導實踐。通過本次策劃，希望能給公司提供切實可行的的操作方案，使企業(yè)獲得更大的收益。在市場經濟不斷發(fā)展的同時，市場經濟環(huán)境也變得越來越豐富繁蕪，錯綜復雜，越來越多的利益交織著，大量的商機與機遇挑戰(zhàn)并存。致 謝行文至此，我的這篇論文已接近尾聲，同時也意味著我的大學生活即將結束。這篇論文為我的大學學習劃上了一個句號，同時也是我人生又一個新的開始。在此，我要將自己滿懷的感激獻給在這段歷程中推動和輔助我前行的每一位師長和親朋。畢業(yè)在即，謹向尊敬的孔老師致以最真摯的感謝和永久的祝福。所有教導過我的老師，我也會銘記在心，你們教給我的不只是書本上的知識，更是做人的道理，使我這大學四年能夠健康快樂的成長。參考文獻[1][J].日用化學品科學，2010,33（5）：3234[2]納愛斯集團官網[3]劉云, 張軍, 孫玉娥. 21世紀洗滌劑的發(fā)展趨勢和面臨的挑戰(zhàn)[ J] . , 23(1): 149.[4]鄭州市統(tǒng)計信息網[EB][5]百度文庫 鄭州市第六次人口普查[6]鄭翔龍，[J].日用化學品科學,2010,33 （5）:3[7] 中國網庫[8] 2010年洗滌用品市場運行情況分析及發(fā)展趨勢預測（下）【J】中國洗滌用品工業(yè)，2011,2011（1）[9]谷俊. 洗衣液市場發(fā)展及分析[J]. 日用化學品科學，2011，34（5）：3739[10]李雙雙. 中國洗滌用品行業(yè) 2010 年經濟運行分析[J]. 日用化學品科學，2011，34 （3 ） ：1 4.[11]許丹萍，[J]. 日用化學品科學，2010，33 （5 ） ：1 3.[12]朱學芹，[M]. 河南科學技術出版社，2010附 錄附錄1：英文原文Journal of Marketing Management Introduction The literature on market orientation is rich with studies that further explore, readdress, revalidate, and expand the strategy. The implementation of the strategy, however, has not been given the same level of interest. The existing key contributions on the implementation of the strategy concentrate on creating suitable antecedent conditions for the strategy to be instigated, implemented, and maintained. The two major market orientation schools, behavioural and cultural, consider the transformation of an organisation to a marketoriented character through an orderly change process。 Slater, 1990). The main characteristics and distinct cultural values associated with market orientation include: (1) clarity of the value discipline (Treacy amp。 (2) leading customers, not merely following them (Hamel amp。 (3) considering the business as a service business (Webster, 1994)。 Sasser, 1990). While the need for and effective application of market orientation is conditional, the marketing planning technique may provide a facility to translate the concept of market orientation to action, and tailor its framework into a proper implementation program. Marketing plans are conceptually prepared in line with specific internal capabilities and external market conditions facing the pany. Additionally, marketing plans are prepared to support the organisational objectives, and are prepared to facilitate systematically the measurement of specific objectives set by management. Market orientation and marketing planning are related but distinct (Pulendran amp。 Widing, 2000, 2003). Market orientation provides focus and purpose to the preparation of marketing plans and improves the quality of planning. Marketing planning is a value neutral tool, and market orientation gives it direction and value (Pulendran et al., 2003). The benefits of the formal marketing planning are expected to be included in the nature of the planning process itself (Smith, 2003)。 Gold, 2006。 Floyd, 1990). Marketing planning can play a key role in identifying the types of environmental intelligence required (intelligence generation), involving all the key contributors to the decisionmaking positions in the organisation. It does this through participation by those key contributors, utilisation of the intelligence gathered (dissemination of intelligence), and use of the insight gained from this to respond effectively to the market dynamics (organisational response). It arguably converts the activities related to the market orientation strategy into a practical, quantifiable, progressoriented, and potentially controllable roadmap. There have also been suggestions that marketing planning provides greater benefits if it is used as an antecedent to a market orientation strategy (Pulendran et al., 2000, 2003). It has been suggested that pany growth and anticipated growth potential may increase the motivation for a pany to formalise its marketing planning, while some smaller panies may be able to conduct business successfully without the need for a formal planning process (Chae amp。 Nedungadi, 1994。 Muhanna, 2004). The key internal intangible resources and the external market conditions may be used as a framework to investigate the development of this unique strategy dimension. The distinctive bination of the resources can provide some assistance in identifying the potential of the organisation to focus on and achieve its objectives (Barney, 2001). The theory suggests that the right mix of resources needs to be developed and managed for the specific category of business performance intended. These resources will be identified as being valuable (providing the ability to conceive and implement strategies that improve the organisation’s effectiveness and efficiency), rare (not possessed by peting firms), imperfectly imitable (relatively unique), and nonsubstitutable (no other equivalent valuable resources ‘mix’ available within the firm). The dynamic capability perspective of resources indicates that capabilities need to be evolved and recreated progressively to allow a firm to stand clear of petition (imitators) over time (Diericks amp。 Teece, Pisano, am