L公司品牌定位研究毕业论文.docVIP

毕业论文 （2011届） L公司品牌定位研究 摘 要 随着我国改革开放基本国策的实施，OEM模式进入我国，并且迅速地发展起来。但在OEM模式下，我国企业无法参与产品的设计与开发，仅仅是负责按照对方提供的样本进行生产，处于产业价值链的最底层，利润微薄，没有自己的核心技术、自主品牌和营销网络。除了生产之外一切都依赖对方，处处受制于人，出现了很多方面的问题与纠纷。 2008年的金融危机以来，国际市场受到较大的影响，来自境外的订单大量减少。海外市场需求的锐减对于严重依赖外销的国内OEM制造商而言，无异于雪上加霜。很多企业甚至被逼到了倒闭的边缘。龙祥国际贸易有限公司是一家以OEM为运营模式的水果罐头企业，同样的问题也摆在了龙祥的面前。本文通过对龙祥国际贸易有限公司积极应对挑战，以建立自主品牌，开拓国内市场为手段提升自身的竞争力的过程进行研究分析，从实际情况出发，为我国OEM企业提供一些建议。希望能够对我国OEM企业发现并及时的解决自身问题，从而度过当前的危机并进一步增强自己的竞争实力，走上可持续发展的道路有一定的帮助。 关键词：品牌；品牌定位；龙祥公司 Abstract Along with Chinas basic national policy of reform and opening up the implementation, OEM mode to enter our country, and rapidly developed. However, in OEM mode, our companies can not participate in product design and development, is only responsible for providing the samples of the other party to produce, at the bottom of the value chain, margins are thin, not have their own core technology, independent brand and marketing network . In addition to production than to be dependent on each other, always controlled by others. At the same time there have been many problems and disputes. In the 2008 financial crisis, the overseas market impact of the financial bubble burst, resulting from a significant reduction in orders from overseas. The sharp drop in demand in overseas markets heavily dependent on exports for our OEM manufacturers, tantamount to worse. Many companies even pushed to the edge of collapse. Where to go, waiting for a positive or negative response? The reality of this, more and more experts and scholars began to study the problem of the OEM. Long Shong International Trade Co., Ltd. is an OEM business model for the canned fruit business, the same problems are placed in the former Long Shong. Based on the Long Shong International Trade Co., Ltd. actively respond to challenges, to build their own brands, to develop the domestic market as a means to enhance the competitiveness of its research and analysis process, from the actual situation, in order to provide some suggestions o