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    乐高集团公司品?#21697;?#23637;战略探究

    时间:2019-03-14 10:13作者:曼切
    本文导读这是一篇关于乐高集团公司品?#21697;?#23637;战略探究的文章,随着生产技术和科技水平的提高玩具的功能日益多样在物质形态的基础上具备了更多的文化内涵。基于娱乐性、益智性和教育性的共同属性玩具与文化娱乐产业的融合发展更为密切。

    本篇文章目录导航

    ‐题目/乐高集团公司品?#21697;?#23637;战略探究
    ‐第一章/乐高玩具品牌战略管理研究绪论
    ‐第二章/品牌战略相关概念和理论
    ‐3.1/乐高集团发展现状
    ‐3.2/乐高集团品牌战略在总体发展战略中的地位
    ‐3.3/乐高玩具的品牌联合计划类型
    ‐第四章/乐高玩具品牌联合战略存在的问题和行业借鉴
    ‐第五章/乐高玩具品牌整合战略的优化建议
    ‐参考文献/乐高品牌联合竞争策略探析结论与参考文献

      摘 要

      
      随着生产技术和科技水平的提高玩具的功能日益多样在物质形态的基础上具备了更多的文化内涵。基于娱乐性、益智性和教育性的共同属性玩具与文化娱乐产业的融合发展更为密切。?#20013;?#24615;畅销玩具产品往往都具备人物性、故事性等文化元素以此来提高玩具的品牌价值而潮流性玩具更是与当时的文化娱乐产品如影视、动漫、游戏等作品息息相关文化娱乐作品的热播能有力地拉动相关授权玩具的销售提升品牌的知名度和美誉度。
      
      由于文化娱乐产品已经成为助推玩具畅销的重要因素玩具企业会根据不同的市场潮流去选择契合市场需求的产品。像风靡全球的变形金刚、星球大战等系列玩具的原型大都来源于相关的影视、动漫作品。以乐高、美泰、孩之宝和万代南宫梦为代表的知名国际玩具公司均依托其雄厚的产业实力通过“玩具+文化”的结合均取得?#21496;?#22823;的成功。

    乐高集团公司品?#21697;?#23637;战略探究

      
      本文以全球玩具业巨头乐高集团为例依托企业竞争战略、竞争优势、战略联盟、协同效应等理论在对乐高集团 1932 年至今的发展历程、经营业绩和产品类别的研究基础上展开对企业总体发展战略和品牌战略的研究并围绕?#29260;?#21697;牌矩阵分析了促销/赞助型、价值链型和融合型三种品牌联合战略此后结合对全球玩具产业发展状况和发展趋势的研究分析并进一步通过对比研究美泰和孩之宝等国际玩具公司和代表性品牌产品案例针对乐高玩具基于品牌联合?#26408;?#20105;战略存在的问题提出?#34892;?#30340;优化对策建议从而达到改善企业竞争战略提升企业竞争优势的目的。
      
      关键词乐高集团乐高积木玩具品牌联合战略
      

      Abstract

      
      With the improvement of production technology and the level of science and technology, thefunction of toys is becoming more and more diverse, and it has more cultural connotations on thebasis of material form. Based on the common attributes of entertainment, intelligence andeducation, the integration and development of toys and cultural entertainment industry is closer. Inorder to improve the brand value of toys, the sustainable best-selling toys often have culturalelements such as character and story, and the trendy toys are closely related to the cultural andentertainment products at that time, such as movies, animation, games and so on. The popularity ofcultural and entertainment works can effectively pull the sales of relevant authorized toys andenhance the brand awareness and reputation. As cultural and entertainment products have becomean important factor in promoting the sale of toys, toy enterprises will choose products that meetmarket demand according to different market trends. The prototypes of the series of toys likeTransformers and Star Wars, which are popular all over the world, mostly come from relatedmovies and animation works. The well-known international toy companies represented by Lego,Mattel, Hasbro and Nangong Dream have achieved great success through the combination of "toy+ culture" relying on their strong industrial strength.
      
      Based on the theories of competitive strategy, competitive advantage, strategic alliance andsynergetic effect, this paper takes the global toy giant Lego Group as an example, on the basis ofthe research on the development course, operating achievement and product category of LegoGroup from 1932 to present. This paper studies the overall development strategy and brandstrategy of the enterprise, and analyzes three brand alliance strategies of promotion / sponsorship,value chain and innovation around its brand matrix. Since then, combined with the research andanalysis of the development status and trends of the global toy industry, and further through thecomparative study of Mattel and Hasbro and other international toy companies and representativebrand product cases, In view of the problems existing in Lego toy's competition strategy based onbrand alliance, this paper puts forward some effective countermeasures and suggestions so as toimprove the enterprise's competitive strategy and enhance its competitive advantage.
      
      Keywords: Lego Group; Lego building block toys; brand alliance strategy
      
      目 录
      
      摘要
      
      英文摘要.
      
      1 绪论.

      
      1.1 研究背景.
      1.2 研究目的.
      1.3 研究意义.
      1.4 国内外有关文献综述
      1.4.1 国外有关文献综述.
      1.4.2 国内有关文献综述.
      1.5 本文研究内容及研究方法
      1.5.1 研究内容
      1.5.2 研究方法
      
      2 相关概念和相关理论
      
      2.1 相关概念.
      2.1.1 品牌和品牌战略
      2.1.2 品牌联合战略
      2.1.3 IP.
      2.1.4 故事营销
      2.2 相关理论.
      2.2.1 竞争战略理论
      2.2.2 战略联盟理论
      2.2.3 协同效应理论
      2.3 本章小结.
      
      3 乐高玩具品牌联合战略现状
      
      3.1 乐高集团发展现状 .
      3.1.1 乐高集团简介
      3.1.2 乐高集团的发展历程 .
      3.1.3 乐高集团?#26408;?#33829;业绩 .
      3.1.4 乐高集团的产品类别 .
      3.2 乐高集团品牌战略在总体发展战略中的地位
      3.2.1 乐高集团的总体发展战略 .
      3.2.2 乐高集团的品牌战略 .
      3.2.3 乐高玩具的品牌矩阵 .
      3.3 乐高玩具的品牌联合战略类型
      3.3.1 促销/赞助型品牌联合战略 .
      3.3.2 价值链型品牌联合战略 .
      3.3.3 融合型品牌联合战略 .
      3.4 本章小结.
      
      4 乐高玩具品牌联合战略存在的问题和行业借鉴
      
      4.1 乐高玩具品牌联合战略存在的问题 .
      4.1.1 玩具业务与文化娱乐业务联动少
      4.1.2 自有品牌文化影响力较弱 .
      4.1.3 联合品牌偏经典与新生代产生隔阂
      4.2 美泰和孩之宝品牌的发展启示
      4.2.1 美泰公司及其主要品牌 .
      4.2.2 孩之宝公司及其主要品牌 .
      4.2.3 美泰和孩之宝及其品?#21697;?#23637;的启示
      4.3 本章小结.
      
      5 乐高玩具品牌联合战略的优化建议 .
      
      5.1 乐高玩具品牌联合战略的目的和目标 .
      5.2 乐高玩具品牌联合战略的优化原则和思路 .
      5.3 乐高玩具品牌联合战略的 SWOT 分析
      5.4 乐高玩具品牌联合战略优化?#26408;?#20307;措施 .
      5.4.1 强化与新兴文化品牌的合作 .
      5.4.2 联合孵化做大做强自有 IP 品牌
      5.4.3 在中国等新兴市场注重品牌本土化 .
      5.4.4 营造全产业链生态体系 .
      5.5 本章小结.
      
      6 结论.
      
      致谢
      
      参考文献.
      
      CONTENTS
      
      Abstract in Chinese
      
      Abstract in English
      
      1 Introduction

      
      1.1 Research background .
      1.2 Research purposes
      1.3 Research significance.
      1.4 Literature review at home and abroad.
      1.4.1 Foreign literature review .
      1.4.2 Domestic literature review.
      1.5 Research contents and research methods
      1.5.1 Research contents
      1.5.2 Research methods
      
      2 Related concepts and theories
      
      2.1 Related concepts
      2.1.1 Brand and brand strategy .
      2.1.2 Brand joint strategy .
      2.1.3 IP
      2.1.4 Story marketing.
      2.2 Related theories .
      2.2.1 Competitive strategy theory .
      2.1.2 Strategic alliance theory
      2.1.3 Synergetic theory
      2.3 Summary
      
      3 Study on the joint strategy of Lego brands
      
      3.1 Development of Lego Group
      3.1.1 Introduction to Lego Group .
      3.1.2 Development of Lego Group .
      3.1.3 Operating results of Lego Group .
      3.1.4 Product categories of Lego Group .
      3.2 Position of Lego Group's Brand Strategy in the overall Development Strategy .
      3.2.1 Overall Development Strategy of Lego Group .
      3.2.2 Lego Group's brand strategy
      3.2.3 Brand Matrix for Lego Toys
      3.3 Research on Brand Alliance Strategy of Lego Toys
      3.3.1 Promotion / sponsorship branding strategy
      3.3.2 Value chain Brand Alliance Strategy
      3.3.3 Brand joint strategy based on innovation .
      3.4 Summary
      
      4 Problems of Lego brand alliance strategy and industry reference
      
      4.1 Problems of Lego brand alliance strategy .
      4.1.1 Less interaction between toy business and cultural entertainment business
      4.1.2 Private brand cultural influence is weak
      4.1.3 Joint brands tend to be classic and estranged from the new generation.
      4.2 Development Enlightenment of Mattel and Hasbro
      4.2.1 Mattel and its Major Brands
      4.2.2 Hasbro and its Major Brands .
      4.2.3 Mattel and Hasbro and the Enlightenment of their Brand Development .
      4.3 Summary
      
      5 Optimization suggestion of Lego toy brand alliance strategy .
      
      5.1 The aim and goal of Lego toy brand alliance strategy .
      5.2 Optimization principles and ideas of Lego Toys Brand Alliance Strategy .
      5.3 SWOT Analysis of Lego Toy Brand Joint Strategy .
      5.4 Specific measures for optimization of Lego toy brand alliance strategy
      5.4.1 Enhanced cooperation with emerging cultural brands
      5.4.2 Hatch bigger and stronger IP brand
      5.4.3 Brand Localization in emerging Markets such as China .
      5.4.4 Construction of an ecological system for the whole industrial chain
      5.5 Summary
      
      6 Conclusions .
      
      References

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