关于市场管理的论文

管理学论文3000字范文5篇经营公司引言在当前激烈的市场竞争环境下，有效的经营和管理对于一个公司的成功至关重要。

本文将以五篇范文为例，探讨在经营公司过程中的一些关键问题和策略。

文章一：建立有效的组织结构公司的组织结构对于其经营和管理至关重要。

在建立组织结构时，需要考虑各个部门的职能划分、人员配备、决策权力和沟通机制等因素。

一种有效的组织结构可以提高公司内部的协调和合作效率，从而增强竞争优势。

文章二：合理分配资源资源管理是经营公司过程中的重要一环。

合理分配资源可以最大化资源的利用效率，从而提高公司的绩效。

资源包括人力资源、资金、物资和信息等，而资源的分配需要根据公司的战略目标和市场需求进行有效的规划和调配。

文章三：有效的市场营销策略市场营销策略是经营公司的重要组成部分。

通过市场营销策略，公司可以准确定位目标市场、了解消费者需求、制定产品定价和推广策略，从而增加市场份额和提高销售额。

有效的市场营销策略还包括与供应商和分销渠道的合作，以及建立良好的品牌形象。

文章四：员工激励与绩效管理员工是公司最重要的资产之一，激励与绩效管理是保持员工积极性和工作目标的关键。

通过激励手段如薪酬制度、晋升机制和培训发展计划等，公司可以提高员工的工作动力和效率。

而绩效管理则通过设定明确的绩效目标和评估体系，对员工的工作表现进行量化评估和激励。

文章五：风险管理与企业社会责任在经营公司过程中，风险管理是一项重要任务。

企业可能面临的风险包括市场风险、财务风险、法律风险和环境风险等。

通过建立适当的风险管理机制，公司可以降低风险发生的可能性，并做好应对措施，以保护公司的利益。

此外，企业还需要承担社会责任，关注环境保护和社会福利等方面的问题。

结论以上五篇范文分别从建立有效的组织结构、合理分配资源、有效的市场营销策略、员工激励与绩效管理以及风险管理与企业社会责任等方面，探讨了在经营公司过程中的关键问题和策略。

这些范文为管理学研究者和管理者提供了有益的参考，有助于提高公司的经营和管理水平，取得更好的业绩。

市场管理毕业论文市场管理是企业管理的重要内容,在当前企业竞争进一步加剧的背景下,企业竞争成败的关键在于市场管理水平的高低。

下文是店铺为大家搜集整理的关于市场管理毕业论文的内容，欢迎大家阅读参考!市场管理毕业论文篇1试论企业市场营销管理的对策在现代市场营销观念指导下，企业的营销活动要与复杂多变的营销环境相适应，全方位地满足顾客的意愿，并通过满足需要来实现企业的营销目标。

因此，要正确分析市场机会，选择目标市场，设计相适应的营销策略，制定切实可行的营销计划，建立合理、高效的营销组织，对营销计划的执行实施有效控制。

由于我国企业的市场营销管理存在很多问题，严重地制约着企业的进一步发展。

所以，应该对企业的市场营销管理所存在的问题提供解决方法。

一、树立正确的市场营销观念市场营销观念是营销的一种基本思想，一种企业思维方式，是企业家经营依据的经营原则，它是随着市场营销的变迁而不断演变的。

市场营销观念的演变大致经历了生产观念，推销观念，市场营销观念，营销战略观念等四个阶段。

1.生产观念生产观念是指“企业生产什么，就卖什么”的“以产定销”的观念，它是社会产品供不应求即短缺经济条件下的一种营销观念。

由于产品供不应求，销售不成问题，企业获利的唯一途径是增加产量，提高质量和降低，以物美价廉的商品供应市场。

2.推销观念推销观念是指企业在集中一部分精力于生产的同时，加强力量进行产品推销的一种观念。

加强推销的方法是建立大量分销系统，进行广告宣传，来适应生产的不断发展和市场的日益扩大。

3.市场营销观念市场营销观念是“消费者需要什么，就生产什么”的“以销定产”的观念，是社会产品进一步供过于求，社会由短缺经济转为过剩经济，整个市场由卖方市场转变为买方市场条件下的一种营销理论。

4.营销战略观念企业在注重市场调研工作的基础上，采取两手抓：一抓人才培训，提高员工综合素质，建立员工使用、培训的综合机制。

二抓产品开发，提高市场占有率。

把“以顾客需求为中心”转变为“着眼于潜在市场的需求”。

市场管理专业本科毕业论文选题随着市场经济的发展，市场管理已成为各个行业中不可或缺的一环。

作为市场管理专业的学生，毕业论文选题对于我们的学术研究和职业发展至关重要。

本文将探讨一些适合市场管理专业本科毕业论文选题的方向，并提供一些建议，希望对同学们有所帮助。

1. 市场营销策略与实施市场营销策略是公司获取竞争优势和提高销售额的重要手段。

在本科毕业论文中，我们可以选择探讨不同类型企业，如传统企业和新兴企业，其市场营销策略的异同点。

通过深入研究市场调研、产品定位、促销策略等方面，我们可以分析不同策略在实施过程中的优劣势，为企业提供决策参考。

2. 品牌管理与品牌价值评估品牌管理对于企业的长期发展起着至关重要的作用。

在本科毕业论文中，我们可以选择研究某个知名品牌的成功案例，并分析其品牌管理战略。

同时，可以运用品牌评估模型，如品牌资产评价模型和品牌溢价模型，来评估企业品牌的价值。

这可以帮助企业确定品牌定位和品牌推广策略，增强企业竞争力。

3. 市场调研与消费者行为研究市场调研是企业了解市场需求和消费者行为的重要工具。

在本科毕业论文中，我们可以选择研究市场调研方法的选择和使用，以及消费者购买决策过程中的心理和经济因素。

通过实地调研和数据分析，我们可以了解市场的潜在需求和消费者的购买习惯，为企业提供目标市场和营销活动的指导。

4. 电子商务与在线营销电子商务的兴起已经改变了传统市场营销的格局。

在本科毕业论文中，我们可以选择研究电子商务对传统商业模式的影响和挑战，以及在线营销的最佳实践。

我们可以探讨在线购物体验对消费者忠诚度和购买意愿的影响，同时也可以分析电子商务平台的设计和用户体验对企业销售额的影响。

5. 国际市场拓展与跨文化营销随着全球化的进展，企业越来越重视国际市场的拓展和跨文化营销的挑战。

在本科毕业论文中，我们可以选择研究某个企业在国际市场的进入策略和推广策略。

我们可以分析不同国家市场的文化差异对企业的影响，以及企业在跨文化营销中的策略和实施效果。

毕业论文论文题目：浅析工商行政管理部门市场监管所学专业：工商企业管理学生学号:姓名:写作日期:二0一五年三月至五月目录一、整顿和规范市场秩序是构建社会主义和谐社会的必然要求....... 错误!未定义书签。

（一)市场秩序 ......................................................................................... 错误!未定义书签。

（二）整顿和规范市场秩序是构建社会主义和谐社会的必然要求 ... 错误!未定义书签。

二、当前市场秩序混乱的表现及其产生的主要原因ﻩ错误!未定义书签。

(一）当前市场秩序混乱的表现 (1)（二）当前市场秩序混乱的主要原因ﻩ1三、建立和完善工商行政管理部门和谐市场监管的管理体制ﻩ错误!未定义书签。

(一）和谐市场监管体制的确立与完善 .................................................. 错误!未定义书签。

(二)建立和完善工商行政管理部门和谐市场监管的管理体制策略 .... 错误!未定义书签。

参考文献: ................................................................................................. 错误!未定义书签。

[内容摘要]我国市场经济体制从计划经济体制转型而来，一方面，市场秩序失序现象非常严重；另一方面，政府监管也受着许多指令式市场监管制度安排的影响，对市场监管不力，从而严重影响着我国社会主义市场经济的健康发展。

工商行政管理部门作为政府监管市场的主要力量，国务院赋予的“市场监管、行政执法”的职能，决定了其监管范围涉及市场的方方面面.研究政府对市场的监管就不可能不谈及工商行政管理对市场的监管.在对政府监管市场进行研究的基础上分析、研究工商行政管理市场监管制度的主要问题并加以解决，对于进一步明确工商行政管理职能并认真履行好这一职能,从而建立和维护良好的市场秩序具有重要的现实意义。

管理学企业管理论文(通用4篇)在现代化进程迅速发展下，较大的不变就是变化，企业管理也不例外的随时在发生着变化，多种多样的现代化企业管理模式也就给现代企业管理带来了很多的启示与指导。

该页是美丽的编辑帮助大家收集整理的管理学企业管理论文【通用4篇】，希望对大家有一些参考价值。

管理学企业管理论文范文篇一【论文摘要】本文阐述了现代企业人本管理的内涵及特征、企业实行人本管理的必要性及人本管理的实现途径。

【论文关键词】现代企业人本管理实现途径我国市场经济改革在不断深入，人本管理越来越受到理论界和实际部门的重视。

人本管理能否实施决定着现代企业管理的成败，这也是D的执政理念建立科学发现观，以人为本和促进人的全面自由发展观在企业管理方面的具体体现。

一、人本管理的内涵及特征人本管理就是坚持以人为本，以人为中心的管理。

人本管理是指把人视作管理的主要对象和企业较重要的资源。

人本管理较核心的任务之一，就是充分调动员工的积极性和创造性以达到个人的自我价值的实现和企业的经营目标的实现。

现代企业人本管理的特点表现在：以人为核心的管理模式，把人置于管理中较重要的地位；尊重人，关心人，以激发全体员工的创造性和能动性；追求企业目标和个人目标的共同实现。

二、现代企业实现人本管理的必要性1.实现人本管理是人在企业中的核心地位所决定的现代企业资源主要是人、财、物、信息四种要素，但起决定性作用的是人的因素。

因此，现代企业只有重视人才的培训，才能掌握现代化的科学技术，有了人才，企业才能实现效益、增产、增收，做到企业和人才的双赢。

杰克韦尔奇说：我们始终信奉以人为本的思想，始终相信：人是我们较重要的资产。

2.实现人本管理是经济发展的需要在当今知识经济社会里，原来的经济要素发生了重大变化，知识代替资本、资源，在生产中过程中起决定因素，人才成为21世纪较宝贵的财富，并成为决定企业成败的关键。

现代企业要想在行业中稳步前进，须在拥有资金、设备的提前下，具有高素质新型人才并留住人才。

企业管理3000字论文篇一：现代企业管理论文现代企院系：班级：姓名：学号：业管理结业论文加强企业管理，提高市场竞争能力无论旧时亦或当代，管理都是企业永恒的主题，而在当今大市场的氛围中提高市场竞争能力又尤为重要。

企业管理水平的高低，直接决定一个企业发展的快慢、好坏和持续性。

随着国家宏观调控政策的深入实施和市场竞争的加剧，企业面临的发展环境和市场形势发生了深刻变化。

只有加强内部管理、着力进行管理创新，才能适应新形势和新要求，在激烈的市场竞争中求得生存和发展。

为提高中国企业的管理水平，大量的非管理专业的工程技术人员也需要掌握和了解企业管理的相关理论和方法，企业管理犹如基石，唯有加强企业管理才能进一步提升企业的市场竞争能力。

一、企业管理的创新可持续发展可以代替利润最大化，新的时代，企业将以可持续发展作为企业最主要的战略目标。

由于战略目标的改变，企业亦将更多地注重对员工、对社会、对用户及其他相关利益者的责任。

美国《幸福》杂志评选世界最优秀企业的9项指标，可以作为经营目标导向的一个例证。

这9项指标是：创新精神；总体管理质量；长期投资价值；对社区和环境的责任；吸引和保留有才华人员的能力；产品和服务的质量；财务的合理性程序；巧妙使用公司财产的效率；公司做全球业务的效率。

以公司市场价值代替市场份额。

传统的经营目标都是集中力量扩大公司的市场份额，争做本行业的老大或老二，似乎其他问题均可迎刃而解。

而忽略争取最大的市场价值份额。

例如：国际商用机器公司1980年在信息技术行业价值中占50%。

国际商用机器公司自行开发所有的硬件、软件，在自己的工厂中生产所有的产品并通过自行的销售机构销售。

10年后，1996年尽管仍占有很大的市场份额，但在信息技术行业的市场价值只有15%。

数字设备公司、布尔公司、西门子公司和国际商用机器公司走同样的路，但微软，英特尔，托普公司却走完全相反的路，他们占有了很高的市场价值份额。

公司得到了迅速的增长。

市场营销管理论文（精选3篇）市场营销管理论文（精选3篇）在学习、工作中，大家都不可避免地要接触到论文吧，论文是描述学术研究成果进行学术交流的一种工具。

你写论文时总是无从下笔？下面是小编为大家收集的市场营销管理论文，仅供参考，希望能够帮助到大家。

市场营销管理论文11天然气的市场形势近年来，全球天然气经济一体化的发展态势愈演愈烈。

国内天然气正逐步呈现全国联网的一体化市场生产经营新格局。

同时，由于国内天然气资源的不足，大量引进国外气源，保障国内供应，平衡供需等补充和调峰气源也呈现快速建设与成长。

但从天然气总资源量和总市场需求量看，仍与我国政治、经济和社会发展极不相适应，“气贫、气紧、气短、气荒”现象频发。

天然气供应和调峰能力的不足，已成为影响我国经济和社会发展的瓶颈问题之一。

当前，国内天然气企业如何有效应对资源与市场形势的变化、如何在全国大联网下保持快速发展势头？如何利用现有的企业管理资源和经验来提升企业的整体效益与管理水平？这些问题是我国天然气企业在市场营销管理方面必须面对和解决的。

2国内天然气企业存在的主要问题当前，国内天然气市场虽然有着广阔的前景和发展潜力，但天然气企业在生产经营过程中也存在一些问题和弊端，影响和制约了天然气经济的快速发展。

2.1天然气资源有限性日趋突出天然气企业上产和增产难度增大。

在现有的地质理论认识范围内，国内常规天然气资源逐渐萎缩，高含硫、页岩气等非常规气资源从勘探、开发、生产、净化等难度与成本增大，且目前仍未形成规模上产和增产，难以满足国内市场的旺盛需求。

2.2存在不符合市场规律的主观经营理念首先存在两个方面的不当认识；一是天然气企业是国有和相对垄断生产经营的企业，不需要建立市场营销业务和管理体系；二是天然气营销管理是无专业的泛泛之谈，任何人都可以干或不干。

其次，缺乏清晰明确的营销战略目标。

企业长期以来一直靠政府的宏观调控与扶持，生产经营活动听从和依赖国家、地方政府的安排与指挥，自己没能站在适应市场需求与平衡角度制定出明确的企业发展战略目标，企业领导还是沿用行政事业单位的管理方式经营与管理企业。

成人大专工商管理毕业论文范文工商管理专业毕业论文：试论信息社会企业管理创新随着互联网时代的到来和信息技术、通信技术的迅速发展，信息高速公路将遍及世界的每一个角落，人类已经进入了信息社会。

在这个信息社会中，各种新事物、新观念、新思路、新理论层出不穷，使人们感到应接不暇。

在经济环境瞬息万变、管理技术日新月异的今天，全世界的企业都面临着前所未有的挑战。

因此，企业必须寻找对策，适时进行管理创新。

企业管理观念创新是企业从事经营管理活动的指导思想，体现为企业的思维方式，是企业进行管理创新的灵魂。

要更新观念，管理者必须打破现有的心智模式的束缚，有针对性地进行系统思维、逆向思维、开放式和发散式思维的训练，并通过综合现有的知识、管理技术等，改进和突破原有的管理理论和方法。

在激烈的市场竞争中，企业必须树立“信息至上”的观念，以开放的头脑及时地把握各种不断变化的企业内外信息，才能有针对性地进行企业管理创新。

同时，信息时代的到来，迫使企业具备“以快应变”的能力，以最快速的反应适应外部环境的变化。

因此，企业必须具备“能本管理”的观念，以快速反应和灵活的管理方式来适应市场的变化。

总之，信息社会企业管理创新是企业生存和发展的关键，只有不断创新管理观念、制度创新、核心竞争力的提升，才能在激烈的市场竞争中立于不败之地。

在当今信息时代，企业竞争力的核心资源是员工的创造性和主动精神的智力资本。

企业的管理方式也在不断演变，从物本管理过度到人本管理，再深化为以人的能力为核心的能本管理。

知识、信息、智力成为企业竞争力的核心因素，人作为知识的创造者和技术的运用者，其智力资本的贡献率是人力资本贡献率的主导成分，并远远高于非人力资本的贡献率。

因此，企业间竞争的实质就是高素质、高创新能力的人才的竞争。

企业的管理核心也应该演化为培养人的研究能力、发挥人才的创造性，侧重于人的智力和创新能力开发的管理，走向人本管理的高级阶段。

在工业经济社会，企业的唯一目标是追求利润的最大化，许多企业对社会财富贪得无厌地攫取，不惜损害社会公众利益，破坏生态环境，竭泽而渔地掠夺自然资源，甚至为了一己私利，损害所有者、生产者或消费者的权益。

⼯商管理市场营销论⽂范⽂3篇⼯商管理论⽂-三维市场营销（摘要：当代市场营销出现了许多新情况，新情况产⽣新思想。

在过去，市场经营者往往是通过能够为顾客提供质优的产品以及其他⼀些特⾊的功能利益⽽获得成功的。

⽽如今，仅仅这些是远远不够的，原因是这种功能利益⾮常容易被效仿。

因此，当今的市场营销⼈员急需寻求新的途径，使⾃⼰的产品与服务与众不同。

麦肯锡咨询公司的专家们分析并指出：功能利益，流程利定以及关系利差是当代市场营销的三⼤诀窍。

要取得成功，就必须遵循这三条规则。

）要解决市场营销问题的答案在于要强调流程利益（这种利益使得买卖双⽅的交易更加简单、快捷、省钱更令⼈愉快）以及关系利益（对那些愿意透露⾃⾝情况、显⽰他们购买⾏为的顾客给予他们回报）换⾔之，创建成功营销战略的基础已经从⼀维变成了三维。

麦肯锡专家在四个⾏业中展开了市场营销的课题研究，它们分别为汽车⼯业，化妆品，信⽤卡以及长途电信服务。

研究表明：跟只注重功能利益相⽐，当今的消费者对这两种新型利益给予同等的，甚⾄更多的重视。

这意味着，如果你的公司不能满⾜这三种利益的要求，那么将⾯临着同⾏们的冲击。

我们的调查研究同时还表明，根据这三种不同的利益取向来划分顾客类型，可以建⽴⼀个更多元化，更直观的消费者偏好取向分布图。

在我们所调查的四个⾏业当中，主要消费者群的容量和特性均有着很⼤的区别。

只有在汽车⾏业，才能找到真正意义上的“都需要”的消费者群，这或许反应了这么⼀个事实：汽车⼯业是⼀种⾼价值的买卖。

要不然，在其他的许多⾏业，不同的顾客群体对这三种利益有着不同的取向组合，我们认为，这是⼀种各⾏业普遍存在的市场模式。

替损：“过程利益”“流程利益”。

很显然，流程利益以及关系利益对顾客转变购买经验的影响越来越明显。

在流程利益⽅⾯，让我们看看STREAMLINE，⼀家家庭⾷品递送服务公司，⾄今，他们的业务已经从发源地波⼠顿扩展到了华盛顿。

该公司的业务代表挨家挨户到客户家中查看⾷品室⾥的产品情况，制定购物清单，主要包括每星期需要⾃动补充的⾷品。

市场营销管理_英语论文及译文Multi-dimension Benefits Lead to Brand ExtensionThe traditional view of marketing is that marketers used to succeed by providing superior products and other distinctive functional benefits. But today for such benefits can readily be imitated. Marketers must therefore find new ways of differentiating their products and services by identifying new customer benefits from the customer’s view. Basing on this background, some companies emphasize process benefits and relationship benefits or integrate them with functional benefits to reshape the three benefits combination to attract the consumers who value these new types of benefits as highly as functional ones. The basis for creating successful marketing strategies has expanded to three dimensions and consequently leads to brand extension.This essay aims at make a brief discussion on these issues. Process benefits and relationship benefits are critically analyzed firstly. Then maximizing value creation by identifying new customer benefits from the customer’s cognitive space will be evaluated. Additionally, relevant brand differentiation and brand extension, the key to competitive advantage, will be assessed. In general, brand benefits deriving from adding dimensions to single functional benefits and resulting in strong brand ripple effect, are running through the whole article as a main clue.Today’s marketplace is fundamentally different as a result of major societal forces that have resulted in many new consumer and company capabilities (Kotler and Kevin, 2009). Consumers now tend to pursuit more convenience, pleasantness in consumption process except for high quality products and service. Their needs and wants, also says the consumers value, have expanded and updated to multi-dimensions including process benefits which make transactions between buyers and sellers easier, quicker, cheaper, and more pleasant and relationship benefits which reward the willingness of consumers to identifyopportunities and challenges, and marketing management has change significantly in recent years as companies seek new way to achieve marketing excellence (Kotler and Keller, 2009). Because a buyer’s satisfaction is a function of the product’s perceived performance and the buyer’s ex pectations. Swanson and Kelley (2002) pointed out that high consumer satisfaction has many benefits for the firm, such as increased consumer loyalty, enhanced firm reputation, reduced price elasticities, lower costs of future transactions, and higher employee efficiency.Under this circumstance, in order to occupy market and achieve maximum profits, many companies began to rethink their strategies for future growth. In response to consumers’ multi-dimensions needs, it is important for companies to gain a thorough indepth consumer understanding which helps to make sure that the right products are marketed to the right consumers in the right way. To do this, the first step is market segmentation according to the consumer extending needs. A market segment consists of a group of customers who share a similar set of needs and wants (Kotler and Keller, 2009). The core is to format corresponding branding extension to attract the consumers’ multi-dimensions needs.One research shows that consumers can be segmented by all three dimensions of benefit (functional, process, and relationship benefits) to create more complex and powerful maps of preferences. The size and nature of the important clusters vary substantially (Court et al.). So it is necessary and beneficial that a company needs to identify which market segments it can serve effectively. The most savvy marketers have fashioned hundreds of functional, process, and relationship combinations and identified a similar number of distinct consumer segments that might be attracted to them. A cell phone manufacturer looking for promising offerings in several profitable markets, for example, established cross-functionalcustomer segment panels. With this information in hand, it was truly meeting the needs of target customer segments in critical markets (John et al., 2006). Such decisions require a keen understanding of consumer behavior and careful strategic thinking. The identification of customer needs in order to serve and build the value of customer segments is a major challenge that marketers encounter (Johnson and Schultz, 2004).Rather than creating the segments, the marketer’s task is to establish and delive r the distinctive benefits of the companies’ market offering to the exact segmentation. The choice of corresponding benefits to communicate and emphasize would seem to be especially important in situations where consumers may vary widely in the benefits sought and evaluate brands rather than products (Orth et al., 2004).In addition, the competitive advantage of successful products and service providers is often explained with a logic wherein offering contributes to customer value, resulting in increased satisfaction and behavioral intentions, eventually creating loyalty that manifests itself in enhanced profitability (Cronin et al., 2000; Slater and Narver, 1994; Wang et al., 2004). For example, Starbucks offers added cultural value to attract customers; BMW, Audi, and any other automobile companies, locate four ‘s’ stores in China to offer a comprehensive after-sale service and strengthen the brand image (Fisk, 2006).In another words, the more important thing for companies is put forth a customers value proposition, a set of distinctive benefits or benefits combinations they offer to customers to satisfy their cognitive needs. From the company's perspective, these buying motives should be captured in a customer value proposition (CVP), making it a strategic priority issue in areas such as segmentation, service development, and marketing communications (Rintamäki et al., 2007).According to the view of Anderson (et al., 2006), in order to differentiate itself from its competition, the company needs to have points of difference in its value proposition. In general, identifying customer value propositions begins with understanding the key dimensions of customer value that motivate the targeted customers, and development of customer value propositions benefits from hierarchical evaluation and combining of economic, functional, emotional, and symbolic customer value dimensions (Rintamäki et al., 2007). Foe example, creating functional value is often associated with products that meet the target customers' needs, and processes that increase convenience at different stages of the shopping experience (Seiders et al., 2000). Tesco is a British retailer that has gained competitive advantage by creating superior value for its customers. Tesco's customer-focused commitment to provide customers value is summarized in the company's value proposition “Every little helps,” which is successfully communicated to customers as well as the employees.It is commonly acknowledged that effective marketing communications must recognize the relationship between a product/a brand and the consumption values or benefits consumers seek (Sheth et al., 1991). Because consumers can vary greatly in their value composition, they may seek a range of different benefits from products and brands and hence will react differently to marketing communications emphasizing selected brand benefits (Orth et al., 2004). So from a managerial point of view, extensions are more powerful when they are connected to the customer relationship and brand positioning (Davis and Halligan, 2002).It is clear that that every organization needs to develop strong brands as an essential part of their business strategy (Kay, 2006). It has been accepted that strong brand is a very important factor for a company to win the competition. Good brands make them win customer loyalty, and loyal customers will cost lessto retain and service (Cheverton, 2000). It is an expression of competitive advantage. A brand is thus a product or service whose dimensions differentiate it in some way from other products and services designed to satisfy the same need (Kotler and Keller, 2009). From the customer's point of view, a brand can be defined as the total accumulation of all his/her experiences, and is built at all points of contact with the customer (Kapferer, 2004).To a successful branding marketer, it is vital to realize that customers must see any competitive advantage as a customer advantage. A strong brand identity that is well understood and experienced by the customers helps in developing trust which, in turn, results in differentiating the brand from competition. A company needs to establish a clear and consistent brand identity by linking brand attributes with the way they are communicated which can be easily understood by the customers (Ghodeswar, 2008). Southwest airlines gave a good example. Southwest airlines distinguished itself as a “fun” airlines and adopted “the first-come, first-served opini ng seating”. Southwest airlines is now the nation’s largest airline in terms of passengers flown and holds the distinction of being the only low-fare airline to achieve long-term financial success.Apart from that, effective brand extensions play a key role in the innovation and it is accepted by more and more companies. The established brand can easily be retrieved from memory and the extended brand can be more accessible than individual brands. Extensions are more powerful when they are connected to the customer relationship and brand positioning (Davis and Halligan, 2002).Meanwhile, McQuiston (2004) pointed out firms endeavor to create some form of brand distinctiveness to avoid their products being viewed as commodities. Coca-Cola and Pepsi-Cola have managed to maintain their brand differentiation, irrespective of the similarities of their physical product. In other words, differentiated brands can be based on a feature, service, program or ingredient (Aaker, 2003).In conclusion, consumers become much more dynamic than ever before, because of the constantly changing conditions and environments. Similarly, consumer behavior has made a tremendous changes compared with the past one. Mowen and Mino (2000) describe consumer behavior is defined as the study of the buying units and the exchange processes involved in acquiring, consuming, and disposing of goods, services, experiences and ideas. Incremental income and knowledge makes consumers’ consumption concepts and self-concepts become mature.Consequently, these changes profoundly impact on the consumer attitudes and behaviors to the traditional marketing. How to keep the consumer loyalty in these conditions is one of the challenges faced to the marketers. The traditional view of marketers being used to succeed by providing superior products and other distinctive functional benefits doesn’t work. As a result, the traditional commercial criteria and principles are facing with new challenges. This circumstance have driven more and more marketers to treat brand benefits deriving from adding dimensions to single functional benefits as their core of marketing programs. Firms often try to exploit their existing well-established brands by extending them into new product categories (Wu and Yen, 2007). Brand benefits integrate both functional benefit and process and relationship benefit i.e. emotional benefits that are relevant to the consumer, build on concrete and abstract attributes, are sufficiently known, and are perceived to be different from competition. Just as CEO of BP Browne said: in a global marketplace, branding is crucial in attracting customers and business. It is not just a matter of a few gas stations or the underpin everything that you do and every relationship that you have (Wheeler, 2003).Through launching new products under the parent brand, brand managers may gain several advantages: Not only are new products launched effectively andcost-efficiently, but the extended brand product may also help revitalize the parent brand or flagship products (Supphellen et al., 2004). From this point of view, marketing in three dimensions also means branding in three dimensions, which represents an opportunity to extend what a brand represents beyond narrow functional lines—and to gain leverage by doing so. This expansion of the branding space derived from adding dimensions to single functional benefits represents an enormous opportunity and may lead to marketing success. Therefore, any companies who want to survive and develop in this high competition marketing world should always keep consecutive efforts in establishing brand benefits and implementing brand extension.Words count: 2158REFERENCES:Aaker, D.A. (2003) The power of the branded differentiator. MIT Sloan Management Review, 45 (1), pp.83-7.Anderson, J.C., Narus, J.A., and Van, R. W. (2006) Customer value propositions in business markets. Harvard Business Review, 84 (3), pp.91-97.Chailan,C. (2008) Brands portfolios and competitive advantage: an empirical study. Product & Brand Management, 17 (4), pp. 254-264./Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/0960170405.htmlCheverton, P. (2000) Key Marketing Skills: A Complete Action Kit of Strategies, Tools & Models, Kogan Page, 2000,292.Cronin, J.J., Brady, M.K., Hult, G.T.M. (2000) Assessing the effects of quality, value, and customer satisfaction on consumer behavioral intentions in service environments. Journal of Retailing, 76 (2), pp.193-218.Davis, S., Halligan, C. (2002) Extending your brand by optimizing your customer relationship. Consumer Marketing, 19(1), pp.7-11.Ghodeswar, B. M. (2008) Building brand identity in competitive markets: a conceptual model. Journal of Product & Brand Management, 17(1), pp.4-12. /Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/0960170101.htmlJohnson, C.R., Schultz, D.E. (2004) A focus on customers. Marketing Management, 13 (5), pp.20-72.Kapferer, J.N. (2004) Brand NEW world, brand equity. The Economic Times, 30.Keller, K. (2003) Brand Synthesis: The Multidimensionality of Brand Knowledge. Journal of Consumer Reserch, 29(3).Keller, K.L. (2003b) Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 2nd ed., Pearson Education, Harlow, pp.351.Kotler, P. and Keller, K. L. (2009) Marketing management. In Ledward, R. and Moran, F. Economics and Marketing, Edinburgh Gate: Pearson Education Limited, P154.Kotler, P., Keller, K. L. (2008)Marketing Management. Pearson Custom Publication.p.360.Mark, J. K. (2006), Strong brands and corporate brands. European Journal of Marketing, 40(7/8), pp.742-760./Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/0070400702.htmlMcQuiston, D.H. (2004) Successful branding of a commodity product: the case of RAEX LASER steel. Industrial Marketing Management, 33(4), pp.345-54.Mowen, J., Minor, M.S. (2000) Consumer Behavior: A Framework. New Jerse: Prentice—Hall, Inc.,Orth, U. R., M, Mina., Shellhammer, T., and Lopetcharat, K. (2004) Promoting brand benefits: the role of consumer psychographics and lifestyle. Journal of Consumer Marketing, 21 (2), pp. 97-108./Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/0770210202.htmlReid, M. (2008) Contemporary marketing in professional services. Services Marketing, 22 (5), pp. 374-384.Rintamäki, T., Kuusela,H., and Mitronen, L. (2007) Identifying competitive customer value propositions in retailing. Managing Service Quality, 17(6), pp. 621-634./Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/1080170602.htmlSeiders, K., Berry, L.L., and Gresham, L.G. (2000), Attention, retailers! How convenient is your convenience strategy?. Sloan Management Review, 41(3), pp.79-90.Sherrington, M. (2003) Added Value: The Alchemy of Brand-Led Growth, Palgrave Macmillan, Basingstoke, pp. 21-49 .Supphellen, M., Eismann, Ø., Hem, L. (2004) Can advertisements for brand extensions revitalize flagship products? An experiment., International Journal of Advertising, 23 (2), pp.173-96.Swanson, S.R. and Kelley, S.W. (2001) Service recovery attributions and word-of-mouth intentions. Marketing, 35 (1/2), pp.194–211.Vargo, S.L., Lusch, R.F. (2004), Evolving to a new dominant logic for marketing. Journal of Marketing, 68 (1), pp.1-17.Wheeler, A (2003) Designing Brand Identity. John Wiley & Sons, Inc.Wu, C. and Yen, Y. (2007), How the strength of parent brand associations influence the interaction effects of brand breadth and product similarity with brand extension evaluations. Product & Brand Management，16(5),pp.334-341.Bibliography:Dibb, S., Simkin, L., Pride, W. M., and Ferrell, O. C. (2001) Marketing:concept and strategies. 4th ed.,New York: Houghton Mifflin.Anderson, J. C., Narus, J. A., and Narayandas, D. (2008) Business market management. 3rd ed., Pearson Education Ltd..Kotler, P., Keller, K. L. (2008)Marketing Management. Pearson Custom Publication.译文：多维利益引起品牌延伸传统的营销观念是卖主通过提供优质的产品或者其他特殊的功能性利益来成功进行营销。

电大工商管理毕业论文电大工商管理本科毕业论文范例工商管理工作跟企业的发展息息相关。

在企业的实际发展中,随着工商管理方法的变化,工商管理所研究的热点问题基本不变。

下文是WTT为大家整理的关于电大工商管理本科毕业论文范例的内容，欢迎大家阅读参考!电大工商管理本科毕业论文范例篇1浅析工商行政管理市场服务【摘要】伴随我国服务型政府建立的总体趋势,作为主要承担市场监管职能任务的工商行政管理活动也在发生着历史的变化。

工商行政管理凭借自身特有的行政资源,通过向社会提供核心公共产品从事着从宏观到微观的市场服务,并将随着社会的发展而不断实现市场服务的战略转型。

【关键词】工商行政管理市场服务公共产品工商行政管理市场服务是政府趋向现代化的产物,是政府公共服务职能在工商行政管理这一活动领域发挥作用过程的具体体现。

随着市场经济体制的不断巩固和完善,新型社会结构所要求的我国服务型政府正在建立。

工商行政管理市场服务的职能职责即是这一背景条下获得新生命力的职能增长点。

工商行政管理市场服务的内涵根据公共服务理论,工商行政管理市场服务在性质上基本属于广义公共服务范畴,而不是针对公民个人所提供的带有一般性特征的为满足其生活、生存与发展直接需要的服务。

工商行政管理只是在是否与市场产生联系这一范围内向社会提供服务。

工商行政管理所从事活动的职能性质与职责内容决定了它必然也只能在这一领域发挥作用。

因此,才把工商行政管理向社会提供的公共服务称之为“市场服务”。

工商行政管理市场服务是指工商行政管理通过自身作为政府机构的职能活动向社会提供公共服务这一公共产品的过程。

显然,工商行政管理市场服务的提供主体当然是工商行政管理部门;工商行政管理市场服务的对象十分广泛,涵盖全社会:既包括政府机构也包括各类经济组织,既包括各类非营利组织、其他社会团体也包括作为自然人的消费者;工商行政管理市场服务的客体也非常丰富,既有从宏观层面向社会公众提供的公共产品,也有从微观层面向社会个体所提供的各类直接服务等。

【管理学论文】论创新是现代管理的灵魂创新是现代管理的灵魂，因为它是企业发展和成功的关键。

创新是指为了解决问题或满足市场需求，不断开发出新产品、新服务、新技术、新管理方式等，从而提高企业的竞争力和市场地位。

本文将从创新的定义、现代管理的特点和创新与现代企业发展的关系三个方面阐述创新是现代管理的灵魂的观点。

一、创新的定义创新是一种在现有知识和技术基础上，开创性地应用新思维、新方法、新材料、新设备、新技术等，以实现某种具有独特价值的成果。

创新是知识和技术的转化，是将学习和经验应用于实践的过程，是为了创造更好的生活、提高企业竞争力而进行的一种持续不断的活动。

二、现代管理的特点现代管理具有社会化、科技化、知识化、信息化的特点。

社会化是指现代企业不仅是经济组织，同时还是社会组织，它承担着社会责任和义务。

科技化是指现代企业在管理和生产方面，越来越依赖先进的技术设备和自动化技术。

知识化是指现代企业的主要生产要素转变为人类知识、技能和创新能力。

信息化是指现代企业通过信息技术的运用，提高管理效率和生产效益，使企业更具竞争力。

三、创新与现代企业发展的关系创新是现代企业发展的必备条件之一。

现代企业要想保持竞争优势和继续发展，需要不断地创新。

创新可以对现有产品和服务进行改进，可以开发新的市场和新的客户，可以提高生产效率和降低成本，可以增加利润和企业价值。

创新还可以激发员工的创造力和创新意识，可以增强企业创新文化和品牌形象。

总之，创新是现代管理的灵魂，它是企业发展、壮大和成功的必备因素。

现代企业必须认识到创新的重要性，从而不断地开拓新的市场和新的业务领域，以提高自身竞争力和市场地位。

只有持续不断地进行创新，才能实现企业的长期发展和稳步增长。

现代企业管理论文现代企业管理论文现代企业管理论文【1】在现代企业的生产活动中，科学的现代化企业管理显得越来越重要。

随着我国市场经济体制的不断完善，越来越多的企业不断加大对企业的管理力度，并通过引进管理人才和先进管理方法来提升企业的管理水平。

由于我国企业发展起步比较缓慢，相对于外国的企业，管理水平依然存在许多不足。

尤其是许多企业由于各种原因，管理水平还停留在最初级的管理阶段，无法跟上时代的步伐，难以做到与时俱进。

当前我国的企业管理仍然存在许多问题，本文对现行机制下企业的管理现状进行了分析和探讨，并结合优秀企业经验和国外的许多先进管理方法，提出一系列的改革措施。

1、企业管理的重要性现代企业管理是一个企业在生产经营过程当中最重要的环节，企业通过有效的进行管理，可以提升自身在市场中的核心竞争力。

质量、成本、时间周期是企业的核心运作内容，也是企业管理进行监控的三个重要内容。

通过科学化的企业管理，可以提升企业的工作效率，最大限度地提升产品的质量。

只有生产出适销对路的产品，企业才能够提升客户满意度和忠诚度，而这就需要企业加强质量管理。

通过对成本进行控制和管理，可以节约企业的资源和节省其他各个管理活动和生产活动中不必要的劳动成本，成本管理是企业管理当中非常重要的一个环节，通过成本管理还可以帮助企业生产出高质量低成本的产品，这在提升企业竞争力的过程当中是一个非常重要的环节。

时间周期的管理可以帮助企业缩短方案实施的时间，帮助企业提升劳动生产效率。

企业的生存与发展离不开这三个方面的有效管理。

2、财务管理探究当前社会，一个企业的兴衰成败，与当今社会主义市场经济体制大背景下的企业内部控制体系的建立有着直接的联系。

因此，企业建立一套行之有效的财务管理体系刻不容缓。

但从目前的整体情况而言，现代企业制度下的企业财务管理体系存在着很大的局限性，必须予以改善，这样才能确保企业在当前的经济社会中不被淘汰。

2.1 企业财务管理体系的构建框架一个企业在生产和经营过程中，首先就要把企业经济资源的各项要素有机地整合起来，从而组成一个健康有序、良性循环的体系，而这个体系中的每一个环节的运作都需要资金作为经济后盾。

Multi-dimension Benefits Lead to Brand ExtensionThe traditional view of marketing is that marketers used to succeed by providing superior products and other distinctive functional benefits. But today for such benefits can readily be imitated. Marketers must therefore find new ways of differentiating their products and services by identifying new customer benefits from the customer’s view. Basing on this background, some companies emphasize process benefits and relationship benefits or integrate them with functional benefits to reshape the three benefits combination to attract the consumers who value these new types of benefits as highly as functional ones. The basis for creating successful marketing strategies has expanded to three dimensions and consequently leads to brand extension.This essay aims at make a brief discussion on these issues. Process benefits and relationship benefits are critically analyzed firstly. Then maximizing value creation by identifying new customer benefits from the customer’s c ognitive space will be evaluated. Additionally, relevant brand differentiation and brand extension, the key to competitive advantage, will be assessed. In general, brand benefits deriving from adding dimensions to single functional benefits and resulting in strong brand ripple effect, are running through the whole article as a main clue.Today’s marketplace is fundamentally different as a result of major societal forces that have resulted in many new consumer and company capabilities (Kotler and Kevin, 2009). Consumers now tend to pursuit more convenience, pleasantness in consumption process except for high quality products and service. Their needs and wants, also says the consumers value, have expanded and updated to multi-dimensions including process benefits which make transactions between buyers and sellers easier, quicker, cheaper, and more pleasant and relationship benefits which reward the willingness of consumers to identify themselves and to reveal their purchasing behavior.Meanwhile, companies are finding the market environment increasingly complex and competitive (Reid, 2008). They struggle to market more distinctive offerings to satisfy consumer needs. Delivering multi-dimension benefits to customers is the key, realistic and feasible step. The ability of process and relationship benefits to transform the customer’s shopping experience is becoming more and more apparent (Court et al., 1999). IBM and AT&T, which are both significantly stronger in such elements than their competitors, illustrate the point well. The two companies communicate confidence: consumers feel that if they buy these brands, they will not go wrong; as the saying goes, "Nobody ever got fired for buying IBM." (Leiter et al., 2002).On the relationship benefit side，British Airways redesigned its cabins to offer the first flat beds in business class when other airlines merely increased the pitch or width of their seats. Virgin Atlantic Airways reinforced its famous "doing things differently" brand personality with a restyled "Upper Class" service that features "designer-styled" cabins, a sit-down bar, an in-flight massage service, and flat-bed seats (Aufreiter et al., 2003). British Airways has found that building relationships with its "premium customers" increased the amount of business generated by these customers by nine percent (Kristy, 2003).Just as the cases mentioned above indicated that, with the rapid development of the economy and modern industry, more and more excellent products are available. Consumers are more powerful, active and intelligent than ever before and are becoming more and more benefits sensitive to select the products and service between the different benefits.It is sure that customers are value maximizers and estimate which offer will deliver the most perceived value and act on it. These forces have created new opportunities and challenges, and marketing management has change significantly in recent years as companies seek new way to achieve marketing excellence (Kotler and Keller, 2009). Because a buyer’s satisfaction is a function of the product’s perceived performanceand the buyer’s ex pectations. Swanson and Kelley (2002) pointed out that high consumer satisfaction has many benefits for the firm, such as increased consumer loyalty, enhanced firm reputation, reduced price elasticities, lower costs of future transactions, and higher employee efficiency.Under this circumstance, in order to occupy market and achieve maximum profits, many companies began to rethink their strategies for future growth. In response to consumers’ multi-dimensions needs, it is important for companies to gain a thorough indepth consumer understanding which helps to make sure that the right products are marketed to the right consumers in the right way. To do this, the first step is market segmentation according to the consumer extending needs. A market segment consists of a group of customers who share a similar set of needs and wants (Kotler and Keller, 2009). The core is to format corresponding branding extension to attract the consumers’ multi-dimensions needs.One research shows that consumers can be segmented by all three dimensions of benefit (functional, process, and relationship benefits) to create more complex and powerful maps of preferences. The size and nature of the important clusters vary substantially (Court et al.). So it is necessary and beneficial that a company needs to identify which market segments it can serve effectively. The most savvy marketers have fashioned hundreds of functional, process, and relationship combinations and identified a similar number of distinct consumer segments that might be attracted to them. A cell phone manufacturer looking for promising offerings in several profitable markets, for example, established cross-functional customer segment panels. With this information in hand, it was truly meeting the needs of target customer segments in critical markets (John et al., 2006). Such decisions require a keen understanding of consumer behavior and careful strategic thinking. The identification of customer needs in order to serve and build the value of customer segments is a major challenge that marketers encounter (Johnson and Schultz, 2004).Rather than creating the segments, the marketer’s task is to establish and deliver the distinctiv e benefits of the companies’ market offering to the exact segmentation. The choice of corresponding benefits to communicate and emphasize would seem to be especially important in situations where consumers may vary widely in the benefits sought and evaluate brands rather than products (Orth et al., 2004).In addition, the competitive advantage of successful products and service providers is often explained with a logic wherein offering contributes to customer value, resulting in increased satisfaction and behavioral intentions, eventually creating loyalty that manifests itself in enhanced profitability (Cronin et al., 2000; Slater and Narver, 1994; Wang et al., 2004). For example, Starbucks offers added cultural value to attract customers; BMW, Audi, and any other automobile companies, locate four ‘s’ stores in China to offer a comprehensive after-sale service and strengthen the brand image (Fisk, 2006).In another words, the more important thing for companies is put forth a customers value proposition, a set of distinctive benefits or benefits combinations they offer to customers to satisfy their cognitive needs. From the company's perspective, these buying motives should be captured in a customer value proposition (CVP), making it a strategic priority issue in areas such as segmentation, service development, and marketing communications (Rintamäki et al., 2007).According to the view of Anderson (et al., 2006), in order to differentiate itself from its competition, the company needs to have points of difference in its value proposition. In general, identifying customer value propositions begins with understanding the key dimensions of customer value that motivate the targeted customers, and development of customer value propositions benefits from hierarchical evaluation and combining of economic, functional, emotional, and symbolic customer value dimensions (Rintamäki et al., 2007). Foe example, creating functional value is often associated with products that meet the target customers' needs, and processesthat increase convenience at different stages of the shopping experience (Seiders et al., 2000). Tesco is a British retailer that has gained competitive advantage by creating superior value for its customers. Tesco's customer-focused commitment to provide customers value is summarized in the company's value proposition “Every little helps,” which is successfully communicated to customers as well as the employees.It is commonly acknowledged that effective marketing communications must recognize the relationship between a product/a brand and the consumption values or benefits consumers seek (Sheth et al., 1991). Because consumers can vary greatly in their value composition, they may seek a range of different benefits from products and brands and hence will react differently to marketing communications emphasizing selected brand benefits (Orth et al., 2004). So from a managerial point of view, extensions are more powerful when they are connected to the customer relationship and brand positioning (Davis and Halligan, 2002).It is clear that that every organization needs to develop strong brands as an essential part of their business strategy (Kay, 2006). It has been accepted that strong brand is a very important factor for a company to win the competition. Good brands make them win customer loyalty, and loyal customers will cost less to retain and service (Cheverton, 2000). It is an expression of competitive advantage. A brand is thus a product or service whose dimensions differentiate it in some way from other products and services designed to satisfy the same need (Kotler and Keller, 2009). From the customer's point of view, a brand can be defined as the total accumulation of all his/her experiences, and is built at all points of contact with the customer (Kapferer, 2004).To a successful branding marketer, it is vital to realize that customers must see any competitive advantage as a customer advantage. A strong brand identity that is well understood and experienced by the customers helps in developing trust which, in turn, results in differentiating the brand from competition. A company needs to establish aclear and consistent brand identity by linking brand attributes with the way they are communicated which can be easily understood by the customers (Ghodeswar, 2008). Southwest airlines gave a good example. Southwest airlines distinguished itself as a “fun” airlines and adopted “the first-come, first-served opini ng seating”. Southwest airlines is now the nation’s largest airline in terms of passengers flown a nd holds the distinction of being the only low-fare airline to achieve long-term financial success.Apart from that, effective brand extensions play a key role in the innovation and it is accepted by more and more companies. The established brand can easily be retrieved from memory and the extended brand can be more accessible than individual brands. Extensions are more powerful when they are connected to the customer relationship and brand positioning (Davis and Halligan, 2002).Meanwhile, McQuiston (2004) pointed out firms endeavor to create some form of brand distinctiveness to avoid their products being viewed as commodities. Coca-Cola and Pepsi-Cola have managed to maintain their brand differentiation, irrespective of the similarities of their physical product. In other words, differentiated brands can be based on a feature, service, program or ingredient (Aaker, 2003).In conclusion, consumers become much more dynamic than ever before, because of the constantly changing conditions and environments. Similarly, consumer behavior has made a tremendous changes compared with the past one. Mowen and Mino (2000) describe consumer behavior is defined as the study of the buying units and the exchange processes involved in acquiring, consuming, and disposing of goods, services, experiences and ideas. Incremental income and knowledge makes consumers’ consumption concepts and self-concepts become mature.Consequently, these changes profoundly impact on the consumer attitudes and behaviors to the traditional marketing. How to keep the consumer loyalty in these conditions is one of the challenges faced to the marketers. The traditional view of marketers being used to succeed by providing superior products and other distinctivefunctional benefits doesn’t work. As a result, the traditional commercial criteria and principles are facing with new challenges. This circumstance have driven more and more marketers to treat brand benefits deriving from adding dimensions to single functional benefits as their core of marketing programs. Firms often try to exploit their existing well-established brands by extending them into new product categories (Wu and Yen, 2007). Brand benefits integrate both functional benefit and process and relationship benefit i.e. emotional benefits that are relevant to the consumer, build on concrete and abstract attributes, are sufficiently known, and are perceived to be different from competition. Just as CEO of BP Browne said: in a global marketplace, branding is crucial in attracting customers and business. It is not just a matter of a few gas stations or the underpin everything that you do and every relationship that you have (Wheeler, 2003).Through launching new products under the parent brand, brand managers may gain several advantages: Not only are new products launched effectively and cost-efficiently, but the extended brand product may also help revitalize the parent brand or flagship products (Supphellen et al.,2004). From this point of view, marketing in three dimensions also means branding in three dimensions, which represents an opportunity to extend what a brand represents beyond narrow functional lines—and to gain leverage by doing so. This expansion of the branding space derived from adding dimensions to single functional benefits represents an enormous opportunity and may lead to marketing success. Therefore, any companies who want to survive and develop in this high competition marketing world should always keep consecutive efforts in establishing brand benefits and implementing brand extension.Words count: 2158REFERENCES:Aaker, D.A. (2003) The power of the branded differentiator. MIT Sloan Management Review,45 (1), pp.83-7.Anderson, J.C., Narus, J.A., and Van, R. W. (2006) Customer value propositions in business markets. Harvard Business Review, 84 (3), pp.91-97.Chailan,C. (2008) Brands portfolios and competitive advantage: an empirical study. Product & Brand Management, 17 (4), pp. 254-264./Insight/ViewContentServlet?contentType=Article&Fi lename=Published/EmeraldFullTextArticle/Articles/0960170405.htmlCheverton, P. (2000) Key Marketing Skills: A Complete Action Kit of Strategies, Tools & Models, Kogan Page, 2000,292.Cronin, J.J., Brady, M.K., Hult, G.T.M. (2000) Assessing the effects of quality, value, and customer satisfaction on consumer behavioral intentions in service environments. Journal of Retailing, 76 (2), pp.193-218.Davis, S., Halligan, C. (2002) Extending your brand by optimizing your customer relationship. Consumer Marketing,19(1), pp.7-11.Ghodeswar, B. M. (2008) Building brand identity in competitive markets: a conceptual model. Journal of Product & Brand Management,17(1), pp.4-12./Insight/ViewContentServlet?contentType=Article&Fi lename=Published/EmeraldFullTextArticle/Articles/0960170101.htmlJohnson, C.R., Schultz, D.E. (2004) A focus on customers. Marketing Management, 13 (5), pp.20-72.Kapferer, J.N. (2004) Brand NEW world, brand equity. The Economic Times, 30.Keller, K. (2003) Brand Synthesis: The Multidimensionality of Brand Knowledge. Journal of Consumer Reserch, 29(3).Keller, K.L. (2003b) Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 2nd ed., Pearson Education, Harlow, pp.351.Kotler, P. and Keller, K. L. (2009) Marketing management. In Ledward, R. and Moran, F. Economics and Marketing, Edinburgh Gate: Pearson Education Limited, P154.Kotler, P., Keller, K. L. (2008)Marketing Management. Pearson Custom Publication.p.360.Mark, J. K. (2006), Strong brands and corporate brands. European Journal of Marketing, 40(7/8), pp.742-760./Insight/ViewContentServlet?contentType=Article&Fi lename=Published/EmeraldFullTextArticle/Articles/0070400702.htmlMcQuiston, D.H. (2004) Successful branding of a commodity product: the case of RAEX LASER steel. Industrial Marketing Management, 33(4), pp.345-54.Mowen, J., Minor, M.S. (2000) Consumer Behavior: A Framework. New Jerse: Prentice—Hall, Inc.,Orth, U. R., M, Mina., Shellhammer, T., and Lopetcharat, K. (2004) Promoting brand benefits: the role of consumer psychographics and lifestyle. Journal of Consumer Marketing,21 (2), pp. 97-108./Insight/ViewContentServlet?contentType=Article&Fi lename=Published/EmeraldFullTextArticle/Articles/0770210202.htmlReid, M. (2008) Contemporary marketing in professional services. Services Marketing,22 (5), pp. 374-384.Rintamäki, T., Kuusela,H., and Mitronen, L. (2007) Identifying competitive customer value propositions in retailing. Managing Service Quality, 17(6), pp. 621-634./Insight/ViewContentServlet?contentType=Article&Fi lename=Published/EmeraldFullTextArticle/Articles/1080170602.htmlSeiders, K., Berry, L.L., and Gresham, L.G. (2000), Attention, retailers! How convenient is your convenience strategy?. Sloan Management Review, 41(3), pp.79-90.Sherrington, M. (2003) Added Value: The Alchemy of Brand-Led Growth, Palgrave Macmillan, Basingstoke, pp. 21-49 .Supphellen, M., Eismann, Ø., Hem, L. (2004) Can advertisements for brand extensions revitalize flagship products? An experiment., International Journal of Advertising, 23 (2), pp.173-96.Swanson, S.R. and Kelley, S.W. (2001) Service recovery attributions and word-of-mouth intentions. Marketing, 35 (1/2), pp.194–211.Vargo, S.L., Lusch, R.F. (2004), Evolving to a new dominant logic for marketing. Journal of Marketing, 68 (1), pp.1-17.Wheeler, A (2003) Designing Brand Identity. John Wiley & Sons, Inc.Wu, C. and Yen, Y. (2007), How the strength of parent brand associations influence the interaction effects of brand breadth and product similarity with brand extensionevaluations. Product & Brand Management，16(5),pp.334-341.Bibliography:Dibb, S., Simkin, L., Pride, W. M., and Ferrell, O. C. (2001) Marketing:concept and strategies. 4th ed.,New York: Houghton Mifflin.Anderson, J. C., Narus, J. A., and Narayandas, D. (2008) Business market management. 3rd ed., Pearson Education Ltd..Kotler, P., Keller, K. L. (2008) Marketing Management. Pearson Custom Publication.译文：多维利益引起品牌延伸传统的营销观念是卖主通过提供优质的产品或者其他特殊的功能性利益来成功进行营销。

现代市场经济下的企业管理浅析摘要：在现代市场经济发展客观规律下，企业如何加强管理，提高企业综合实力，本文重点从资本经营、循环经济、共赢竞合、品牌创新等方面对现代企业管理过程中的问题进行了全面论述。

关键词：品牌创新循环经济资本经营共赢竞合随着我国新型工业化道路的不断推进，提别是加入wto以来，经济的发展以信息化带动工业化，以工业化促进信息化，从而加速了全球经济贸易的一体化。

根据新型工业化道路的基本要求，本文就现代市场经济一体化下的企业管理谈几点看法。

一、品牌创新唱主角伴随着经济全球化、网络化趋势的日益明显和市场竞争的日益激烈，品牌对企业在提升其企业形象，提高市场竞争力等方面的作用已显露无遗。

企业间的竞争、产品的竞争，已越发明显的表现为品牌的竞争。

谁拥有社会所公认的强势品牌，谁就不会在市场“大浪淘沙”的过程中被淘汰。

品牌是企业和产品的“身份证”。

反映了市场的认可和保护，它蕴涵着一笔看不见、摸不着的巨大财富。

所以，创新品牌，就是创造财富。

新经济时代是一个品牌竞争的时代，企业由原来的以产品经营为核心逐渐上升到以品牌经营为核心。

新经济时代是一个知识创新的时代，企业的品牌管理与发展要符合适应这个时代就必须创新。

虽然，企业品牌建设是一种风险，它可能给企业带来巨额损失，但是，一个企业要想作长久，还是应该不断追求品牌建设。

我们可以肯定的说，品牌建设正是为了降低企业的竞争风险，不走品牌建设之路才是最大的风险。

抓好品牌建设，企业品牌创新管理是关键。

谨慎定位新品牌和分析市场。

可以避免企业品牌创新过程中不必要的风险。

企业可以选择在目标市场上靠近于现有竞争者的市场位置定位，直接同另一品牌竞争；也可将其位置定位于当前市场上没有的特色产品，开拓新的市场领域，迅速占据该新市场领域的领头羊地位。

严格管理，加强品牌自我管理是企业品牌创新风险管理的关键所在。

创品牌不易，保品牌更难。

只有在不断的品牌创新同时，加强品牌自我保护，才能使企业有足够的资金和热情投入品牌创新中，从而立于不败之地。

电大工商管理毕业论文电大工商管理毕业论文范文精选电大工商管理毕业论文范文精选论文题目：市场营销观念研究在现代市场营销活动中，越来越多的商家运用广告的营销手段，但是在今日铺天盖地的广告中，顾客是否任然相信广告，或者这些个名人效应，是否同样只是中小型企业发展的方式呢?为此，这些企业的发展前途，需要一套系统的管理与营销方案。

中小型企业管理的现状及其瓶颈当前我国中小型企业的管理现状分为三种：一是没有管理的管理 ;二是有管理，但表现形式较为粗放;三是有管理，但不是自己企业自然发展的结晶，而是泊来品，基本上属照抄照搬型。

现分别予以简析。

没有管理的管理，即企业没有固定的管理模式，全靠命令和指挥行事。

这在刚刚建立或建立不久的私营家族式企业中体现得尤为明显。

在这种企业里，没有组织架构，没有明确分工，往往一个员工要身兼多种职务，人治的成分贯穿其中，企业的管理全靠亲情关系的自觉性来维持，命令或指挥充斥企业管理全过程，通常有一个核心的领导人物来掌管着企业的上上下下，掌控着企业的发展命脉，一旦这个精神支柱倒塌，企业便面临多种危机，由于这种管理完全靠亲情来驾驭企业，因此，具有诸多不稳定性和不确定性，发展到一定程度，会严重阻碍企业的发展。

有管理但较粗放。

这在刚刚渡过生存危险期的中小型企业里占据多数，这种企业处在发展的不规范期，是典型的企业转型过程的产物。

这类企业比较鲜明的特点就是，有管理体系，有组织架构，有规章制度，但却没有执行。

在这种企业里，管理制度的制定者与执行者，往往同为一个部门，这样做的结果是，制度与管理流于形式，严重存在有法不依，执法不严，违法不纠，纠而不彻底等等现象。

在这种企业里，一些领导的一句话，可能就会使管理制度失去效力，或免于处罚，或立等受奖，完全不按章法办事，人治凌驾于法治，使企业上上下下，无章可循，只能靠看领导的脸色或猜领导的心思行事，最终往往使企业倍受蒙蔽，人人敢怒不敢言，直到企业四面楚歌，企业领导才能幡然醒悟。