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上世纪90年代初,中国洗涤用品市场经历了一场翻天覆地的变革,惨淡经营了几十年的本土洗涤用品行业的企业在 P&G 和联合利华等跨国企业攻击下,变得如此脆弱,似乎是深秋之叶,一夜间纷纷霜打落地。到1996年 P&G 和联合利华在中国市场的份额已四分天下有其三。有人说中国人真正认识国际型大跨国企业就是从 P&G 和联合利华开始的。P&G 和联合利华是中国洗涤用品市场上的一对领头羊,也是同行竞争的一对冤家,领略营销中的迎头定位策略,考察 P&G 和联合利华是再好不过的案例。P&G 和联合利华虽然主打电视媒体,但是透过报刊媒体的投放也能窥视双方的媒介策略和营销策略。一、报刊媒介投放总量比较2000年 P&G 的报刊投放量为3435.4万元,是联合利华的1.9倍;2001年 P&G 加大了报刊媒体的投放力度,投
In the early 90s of last century, the Chinese detergent market experienced a drastic change. The companies in the domestic detergents industry, which had been in the doldrums for decades, became so vulnerable under the attack of multinational corporations such as P & G and Unilever that they seemed to be Autumn leaves, one after another cream frost landing. By 1996 P & G and Unilever in the Chinese market share has been divided into three parts. Some people say that people in China really know that international multinationals started from P & G and Unilever. P & G and Unilever are a pair of leaders in China’s detergent market and a competitor to their peers. They are grateful for the head-on marketing strategy in marketing and consider P & G and Unilever as a perfect example. While P & G and Unilever are major players in the television media, media strategy and marketing strategies on both sides can be seen through the launch of the press media. First, compared with the total amount of newspapers and periodicals put in P & G newspaper in 2000 was 34.354 million yuan, 1.9 times that of Unilever; 2001, P & G increased media coverage of the press, investment