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1、国有大型聚酯企业市场营销战略分析内 容 提 要我国的聚酯行业起步于20世纪60年代中期，初期发展缓慢。到了1976年前后，从国外引进的几套大型装置陆续建成投产，我国才有了真正意义上的聚酯行业。进入90年代后，聚酯行业在全世界范围内高速发展。同期，国内的经济体制发生深刻变革，开始由计划经济向市场经济的过渡。在国家政策引导和行业高额利润的诱导下，国内相继出现了三资、民营等不同所有制形式的聚酯企业。而此时的市场正在由单边的卖方市场向买方市场转变。到了20世纪末期，聚酯生产企业的数量明显增多，市场竞争异常激烈，行业平均利润率直线下降，国有企业举步唯艰。聆听着新世纪的钟声，伴随着我国正式加入WTO，聚酯
2、行业步入了关键性的21世纪，机会与威胁一起走到了行业的面前。一方面，聚酯行业的下游纺织行业出现了显著的上升态势；另一方面，民营资本开始大量进入聚酯行业，市场竞争激烈程度明显加强，竞争的手段策略也从单一的价格竞争步入到全方位的综合竞争。在残酷的竞争环境下，在与三资、民营企业的较量中，国有企业运营中的一些痼疾，尤其是其与市场经济不相适应的地方，如：观念更新、机构组织、人才使用、技术改造、营销组合等的劣势逐渐凸现。国有大型聚酯企业也从国家的支柱型企业演变成国家的亏损“明星”，国有聚酯企业此时面临着非常严重的生存危机。如何在逆境中求生存，如何利用现有的条件加大、加快企业的发展，是摆在国有大型聚酯生产企
3、业面前的一个难题。在生产技术水平平均化、产品质量标准化、生产规模扩大化的今天，合理有序的管理体制和行之有效的市场营销战略的制订就显得尤为重要，前者将关系到企业的长久发展，后者则直接关系到企业目前的生存能力和生存空间。所以，对市场营销战略的研讨，是非常必要的。人类步入了新世纪，全球经济迅猛发展，科技进步日新月异，企业所处的内外部环境也由过去的“静态环境”演变成今天高速发展变化的“动态环境”。而且无论从深度，还是从广度，其变化的内涵都是20世纪所无法比拟的。所以，一个企业对营销战略的制订则首先需要对企业的内外部环境进行周密细致的分析。这其中既包括宏观的外部环境的分析，也包括微观的企业内部条件的优劣
4、势分析和企业外围的五种竞争模型（业内竞争对手、潜在的进入者、替代品、供应商、顾客）的分析。通过精细的分析，合理的总结，附之对行业发展趋势的预测，才使我们能够针对性的制订企业营销战略。国有企业尤其是国有大型聚酯企业的营销战略不仅应该是综合的，而且应该是全面的。我们所研讨的目的不仅仅是对原有战略进行调整、完善，更重要的是提出完整的营销战略组合，这其中应该包括产品战略、品牌战略、定价战略、竞争战略和目标市场聚焦战略（渠道战略）和人才战略。本文将从行业环境、行业现状的分析开始，通过对行业中的典型代表中国石油化工集团下属的天津石油化工公司化纤厂在市场营销方面暴露出的问题进行分析，提出具有可行性的解决方案
5、。并藉此研讨出针对国有大型聚酯企业的营销战略组合，解决目前企业直接面临的生存危机。我们希望这种战略不是短期的，而是可以在一个较长的时期服务于企业经营，目的是突出战略的有效性和长期性，这也是为国有大型聚酯企业在市场经济体制下重振雄风奠定基础。关键词：国有大型聚酯企业、营销战略组合、静态环境、动态环境、竞争和目标市场聚焦战略ABSTRACT The polyester industry of China commenced in 60s last century, it grew slowly at the beginning until 1967 while we imported a few
6、sets of large scale of polyester equipments. China had its own virtual-meaning polyester industry hence. After 90s, polyester industry grew rapidly worldwide. Meanwhile, our economic system is during a profound changing, which was transitioning from planned economy to market economy. Many different
7、forms of polyester enterprises emerged gradually. The market was evolving from selling market to buying market at the same time. At the end of 20 century, competition in this field was becoming white hot, the productiveness of these enterprises dropped by a large extend especially these large SOEs.A
8、s the time going by, we stepped into the new century, China entered into WTO. Opportunities and threatens are faced by these polyester enterprises. First, the subsequent industry-textile industry began to rebound, on the other hand, some privately owned plants entered into this field making the comp
9、etition more severe, they also brought in some new kinds of concepts and measures of competition. In this competition, some original defects of the large SOEs came forth. Such as the concept renovation, organization structure, human resource management, tech progress and marketing mix. They lost the
10、ir proud backbone enterprise status of the country and facing badly situation of existence.How can they struggle out and to be strong again is the biggest problem of the large SOEs. Nowadays, the technology of polyester industry has become open and apparent, the scale of equipments productivity has
11、been enlarged incredibly. So a reasonable management system and an effective marketing strategy are badly needed for them. The discussion of these two questions would be essential.The world economy is developing rapidly and the technology is advancing quickly. The circumstance has turned from static
12、 to dynamic. It also involved extremely new contents than last century. Therefore, a good marketing strategy must be started from the analysis of its environment inside and outside including macro and microanalysis. Then, you can have the basic information to make the reasonable strategy for the ent
13、erprise. Marketing strategy of SOE especially the large SOEs in polyester industry are not only integrate but also comprehensive. So the aim of this paper would try to bring forward an entire marketing mix for these giants, there should be product strategy, brand strategy, price strategy, competitiv
14、e strategy, target market focusing strategy (channel strategy) and human resource strategy.In this paper, the marketing problems of a typical large SOE-Tianjin Petrochemical Corporation polyester plant is discussed and analyzed, and some feasible solutions are put forward with these understanding. F
15、urthermore, some new marketing strategy mixes are brought forward too. We wish these strategies are not short-term, but can be applied for a relatively long period of time and establish a basis for these large SOEs to rebound in the market economic system. Keyword: The large Stated Run Enterprise, M
16、arketing strategy, Static environment, Dynamic environment, Competition and main target market focusing strategy. 目 录内容提要英文提要 目 录绪 论1第一章 聚酯行业的环境、历史和现状2第一节 聚酯行业在中国的发展史2第二节 我国聚酯行业的格局5第三节 我国聚酯工业的生存环境7第四节 聚酯化纤产业的战略分组10第五节 行业竞争结构模型分析11第二章 国有大型聚酯企业典型代表的现状分析18第一节 天津石化化纤厂企业概况18第二节 企业现状和营销战略的评价19第三章 国有大型聚酯企业市场竞争中的
