PORCELA’BOBO陶瓷薄板在英国召开新品发布会
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202卫浴行业年中盘点202*卫浴行业年中盘点年中盘点:陶卫行业多重“门”开关都需要智慧来源:搜狐家居作者:周雅玢202*年07月28日12:08我来说两句【背景】:7月即将远去,202*年即将正式进入下半年。
今年夏天似乎暴风雨特别多,多个城市都可以看到“海景”,国内国外的宏观经济形势也风雨交加,一些专家表示,今年很多中小企业所遭遇的困境与危机甚至比202*年更为严重。
显然,202*年是很多中小企业面临严峻考验的一年,部分区域除了招工难、资源紧张以外,更面临前所未有的融资困难,资金链随时可能断裂,如履薄冰,虽然有这样异常艰难的企业,但也有企业日子相对比较好过,几家欢乐几家愁。
在这样复杂而微妙的时刻,尤其需要保持头脑清醒,认清现实。
为此,搜狐家居对于202*年上半年的陶瓷卫浴行业发展进行了盘点与总结,希望借由每次的回顾,都能够给我们留下一些思考与回味。
英国前首相劳合〃乔治有随手关门的习惯,对此他的解释是:“我这一生都在关我身后的门。
你知道,这是必须做的事。
当你关门时,也将过去的一切留在后面,不管是美好的成就,还是让人懊恼的失误,然后,你才可以重新开始。
”随手关上身后的门,学会将过去的错误、失误通通忘记,不要沉湎于懊恼、后悔之中,一直往前看,我们才能在每一天里重新诞生,每一天都是我们新生命的开始。
回顾和总结这半年的热点话题和热点事件,希望每个盘点都是一次“关门”,期待每一扇门关闭之后,都会有一扇新的门打开,行业精英能够开启新的未来。
国内篇:重重“门”背后的热点事件一、“互掐门”谁动了我的专利?【沸点】:陶企高管“互掐”折射行业标准缺失202*年6月21日,东鹏、鹰牌的“洞石”之争以和解落下帷幕;紧接着6月24日,一封题为《BOBO公然剽窃意欲何为?》的公开信,又拉开了蒙娜丽莎与BOBO陶瓷关于薄板技术专利的争夺战。
一周之内,四大品牌、两大“口水战”,让业内人士、专家媒体和万千网友把目光聚焦到陶瓷行业知识产权问题上。
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景德镇陶瓷进入英国市场营销策划书专业班级国贸1502学号姓名指导教师组员2017年10月内容提要千年窑火的神韵铸就景德镇历史的辉煌,作为代表中国陶瓷文化的"瓷都",景德镇出口瓷在世界各国均享有极高的声誉。
景德镇作为古代陆上丝绸之路和海上丝绸之路的重要起点之一,宋代开始瓷器远销欧洲市场,元代景德镇青花瓷海内皆知,明清时期陶瓷出口达到鼎盛,然而近代以来,随着机械化和市场经济发展等诸多因素,景德镇陶瓷对欧洲的出口量远不如前,但随着"一带一路"战略的推动,景德镇迎来了战略发展的新契机.本次国际市场营销策划方案以英国为目标市场,旨在进一步宣传推广景德镇陶瓷,提高景德镇红叶茶具陶瓷的知名度,树立景德镇红叶陶瓷股份有限公司的企业形象,提高中国陶瓷品牌的国际市场影响力。
为开拓并占领英国陶瓷茶具市场奠定基础。
通过对景德镇红叶陶瓷股份有限公司介绍、红叶陶瓷茶具优势的分析、陶瓷茶具市场营销环境分析和SWOT分析,有针对性的对红叶陶瓷茶具进行市场目标定位和制定有效地国际市场营销推广策划方案.通过对整个营销策划策划方案制定了详细的行动过程和细节控制,并加上具体合理的市场推广费用预算,使得本营销策划方案更具有可行性、操作性和可控性.第一部分企业及目标国介绍一、企业简介景德镇红叶陶瓷股份有限公司一厂-中国景德镇瓷厂是以创世界一流产品为目标发展起来的一家生产高档日用瓷的外向型企业,全国陶瓷技改样板厂。
九十年代初从德国全套引进世界一流的制瓷设备和技术,一次投产成功并连续多年实现人均劳动生产率、产值、利润名列国内同行业第一.公司下属四个分厂、一个子公司和若干定点生产企业:中国景德镇瓷厂、公司二厂、公司三厂、公司高档窑具厂和景德镇金品陶礼品瓷有限公司。
通过资源整合,公司形成了完整的高档日用细瓷、宾馆、酒店系列用瓷、传统日用陶瓷,高档礼品瓷和艺术陶瓷等的设计、开发、生产和营销体系。
公司拥有红叶、家好、金品陶三大品牌.其中红叶品牌属中国名牌,用于高档日用瓷产品。
托福听力tpo67全套对话讲座原文+题目+答案+译文Section 1 (1)Conversation1 (2)原文 (2)题目 (4)答案 (6)译文 (6)Lecture1 (8)原文 (8)题目 (10)答案 (12)译文 (13)Lecture2 (14)原文 (14)题目 (16)答案 (18)译文 (19)Section 2 (20)Conversation2 (20)原文 (20)题目 (23)答案 (25)译文 (25)Lecture3 (27)原文 (27)题目 (29)答案 (31)译文 (32)Section 1Conversation1原文Student: Hi. I know it's Friday afternoon and all, but this is kind of an emergency.Supervisor: Oh, what kind of emergency? Exactly?Student: Well, I mean, there's no danger or anything. It's like a personal emergency. It's about my apartment.Supervisor: Well, I really only deal with dormitories. The apartment facilities, supervisors, offices, next door room, 208 ask for Jim.Student: I just came from there. They sent me to you. It's a problem with my stove.Supervisor: And they sent you here. All right. Now, what's the problem?Student: My stove isn't working at all. It won't even turn on.Supervisor: It's electric?Student: Yes.Supervisor: Okay, our electrician is out today, his daughter is getting married tomorrow. So realistically he probably won't get to it until Monday afternoon. Perhaps Tuesday.Student: Really, we have to go without a stove for a whole weekend, possibly more?Supervisor: Yes, as you pointed out, this is not a dire emergency, so it's going to be handled under the normal maintenance schedule, which is Monday through Friday.And I know for a fact that Monday is already pretty tight, the electrician will have a lot to catch up on. So when I say possibly Tuesday, I'm just trying to be realistic.Student: But I really rely on that stove. I don't have any kind of on campus dining arrangement or contract.Supervisor: Well, I understand, but …Student: And it's not even the whole problem. I'm expecting a bunch of people to show up tomorrow night. I'm going to be hosting a meeting of the editorial staff of the school paper. And a dinner was scheduled.Supervisor: Now I see which you meant by a personal emergency, but all I can really do is put in a work request. I'm sorry.Student: I just got finished shopping for all the food for the meeting. Ah. I guess, I'll just have to call it off.Supervisor: Why would you cancel the meeting?Student: Well, I mean, I could do it next week.Supervisor: Couldn't you like use a neighbour or something?Student: I don't think so. I mean, the only neighbors I really know, well enough to ask the guys next door, if you saw the state of that kitchen, you'd understand. I'm not sure I could find the stove under all the mess.Supervisor: I see. Well, we could try to set you up in one of our conference rooms in the Johnson building.Student: Really? I thought that student groups couldn't book the rooms in Johnson.Supervisor: Well, normally they can't. However, given your situation, I can try to putin a word with some people and see if we can make an exception here. There is also a full kitchen in the Johnson building, so you'd be covered there.Student: Okay. Yes. That definitely would work. Um. Do you have any idea when you know if you can make this happen or not? Because I'll need to let people know.Supervisor: Yeah, I understand people need to know what's going on. Um. Let me get back to you in an hour or so on this. Can you leave me your phone number?Student: Sure. Thanks.题目1.Why does the woman go to see the facilities supervisor?A. To find out where there is a stove that she can useB. To complain about her treatment in another facilities officeC. To ask if a meeting can be moved to another locationD. To schedule repairs for a broken appliance2.Why does the woman believe that her problem is a serious one?[Click on 2 answers.]A. She does not have an on-campus option for meals.B. She is concerned that the stove could be dangerous.C. She knows that other students have had similar problems.D. She was relying on using the stove for an upcoming event.3.What will the woman probably do next?A. Request an emergency repair for her stoveB. Prepare a meal that does not need to be cookedC. Move her event to a different locationD. Reschedule her event to the following week4.What does the woman imply about her next-door neighbors?A. Their kitchen is too dirty for her to use.B. Their stove is not functioning properly.C. They do not let other people use their stove.D. They will be using their kitchen this weekend.5.What can be inferred about the supervisor when he says this:Student: I just got finished shopping for all the food for the meeting. Ah. I guess, I'll just have to call it off.Supervisor: Why would you cancel the meeting?Student: Well, I mean, I could do it next week.A. He feels sorry for the woman.B. He believes that the woman's plan of action is not necessary.C. He wants to know the reason for the woman's decision.D. He wants the woman to confirm her plan.答案D AD C A B译文1.学生:嗨。
ZARA的节奏:ZARA的供应链管理(一) 个手指触摸工厂的生产,同时另五个手指感知消费者的需求,ZARA凭借独特的供应链管理模式来到了世界服装舞台中央作者:高蓓26岁的伊萨贝尔小姐意识到,又一次重磅出击的时机到了。
伊萨贝尔是西班牙著名时装品牌ZARA女装部产品市场专家,上午她接到(公司总部所在地)一家专卖店的经理奥尔加小姐打来的专线电话,说今天刚上架的黄卡其布衬衣在几个小时内全部卖光,而且还有很多人想买却没货了。
这正是伊萨贝尔等待的结果。
前一天晚上,她决定将一批共2800件黄卡其布衬衣分送到经过挑选的ZARA在国内外的507家店铺中,进行“市场试水”。
她拨通了公司在西班牙南部塞维利亚的几家分店的电话,得到的回答是相同的:那批衬衣被抢购一空。
伊萨贝尔放下电话,抬头瞥见一位同事身上赫然穿着今天刚投向市场的黄卡其布衬衣。
“这是个非常好的信号,因为这里的职员对时装的要求都异常苛刻。
”伊萨贝尔说。
接踵而来的各地专卖店的电话报告都显示出市场积极的反应。
伊萨贝尔马上启动程序,让车间开始大批量生产,几天之内ZARA在欧、亚、美三大洲的连锁店里都将出现这种黄卡其布衬衣。
对消费者需求快速而准确的反应能力使得ZARA能够在纽约、巴黎、伦敦、东京等国际大都市的最繁华、最高档的商业区里以相对较低的价格出售全球最新流行的服饰。
这个总部设在西班牙西北部一个不知名的小城市、很少打广告的企业,却创造了服装业的一个辉煌奇迹。
它的创始人奥尔特加在20世纪60年代以5000比塞塔(西班牙货币,相当于30欧元)开了一家服装小店,这就是今天ZARA的母公司Inditex集团的原型,该集团公司2001年市值达到120亿欧元,超过了Benetton,The Limited和Next。
2003年的销售额为45.99亿欧元,纯利润为4.46亿欧元,利润率为9.7%。
到2003年底,在48个国家和地区共拥有1922家连锁店,有39760名雇员。
而老板奥尔特加也一跃成了西班牙的首富。
《二十年博弈:工程机械市场的巨变》阅读记录目录一、内容概览 (2)1.1 背景介绍 (2)1.2 研究意义 (3)二、第一阶段 (4)2.1 国际市场的发展 (5)2.1.1 欧美市场的成熟 (6)2.1.2 亚洲市场的崛起 (7)2.2 国内市场的发展 (8)2.2.1 技术引进与国产化 (9)2.2.2 市场规模的扩大 (11)三、第二阶段 (12)3.1 全球化趋势 (13)3.1.1 跨国并购与资源整合 (14)3.1.2 全球供应链的形成 (14)3.2 竞争格局的变化 (15)3.2.1 国际品牌的市场份额 (17)3.2.2 国内品牌的崛起 (17)四、第三阶段 (18)4.1 智能化发展 (20)4.1.1 人工智能与大数据的应用 (21)4.1.2 新型施工方式的兴起 (22)4.2 绿色化转型 (23)4.2.1 环保政策的推动 (24)4.2.2 可持续发展理念的实践 (25)五、结论 (27)5.1 市场巨变的总结 (28)5.2 对未来的展望 (29)一、内容概览市场背景和发展趋势:简要介绍了中国工程机械市场的起源、发展过程以及当前的市场规模和竞争格局。
政策影响:分析了政府在工程机械市场发展过程中所扮演的角色,包括产业政策、税收政策等对市场的影响。
市场竞争格局:梳理了中国工程机械市场的竞争主体,包括国内外知名企业及其在中国市场的表现。
产品创新与技术进步:重点关注了工程机械行业的技术创新和产品升级,以及这些创新如何推动市场的发展。
行业风险与挑战:分析了工程机械市场面临的主要风险因素,如市场需求波动、原材料价格波动等,以及应对这些风险的策略。
未来发展趋势与展望:基于对过去20年市场数据的回顾,对未来工程机械市场的发展趋势进行了预测,并提出了一些建议。
1.1 背景介绍在过去的二十年中,全球工程机械市场经历了前所未有的变革和发展。
随着科技进步、经济全球化的推动以及行业内部竞争的加剧,这个行业经历了从简单的工具和设备向高度智能化的现代化设备的巨大转变。
十大营销创新经典案例目录1. 案例概述 (3)1.1 营销创新的定义 (4)1.2 营销创新的重要性 (4)2. 十大营销创新案例 (5)2.1 苹果的产品发布会营销 (7)2.2 Uber的共享经济模式 (8)2.3 Patagonia的环保营销策略 (9)3. 营销创新的要素 (10)3.1 创意激发 (13)3.2 客户洞察 (14)3.3 技术融合 (15)3.4 合作共赢 (17)3.5 持续改进 (19)4. 营销创新的成功因素 (20)4.1 独特性 (22)4.2 适应性 (23)4.3 执行力 (24)4.4 影响力 (25)4.5 可持续性 (26)5. 案例分析方法 (28)5.1 定性分析 (29)5.2 定量分析 (31)5.3 数据分析 (32)5.4 效果评估 (33)5.5 案例选择标准 (34)6. 十大营销创新案例详解 (35)6.1 苹果产品发布会营销详解 (37)6.2 Uber的共享经济模式详解 (38)6.3 Patagonia的环保营销策略详解 (40)7. 营销创新趋势预测 (41)7.1 人工智能与大数据 (42)7.2 增强现实与虚拟现实 (44)7.3 社交媒体趋势 (45)7.4 移动营销与个性化 (46)7.5 可持续营销与社会责任 (48)8. 营销创新的社会影响 (49)8.1 经济影响 (50)8.2 环境影响 (52)8.3 文化影响 (53)8.4 消费者行为影响 (55)8.5 对竞争和新市场的创建 (56)9. 案例实施建议与策略 (57)9.1 创新思维的培养 (58)9.2 内部资源整合 (59)9.3 外部合作与联盟 (61)9.4 风险管理与防范 (63)9.5 持续监控与反馈完善 (64)1. 案例概述在这个数字化和竞争激烈的商业时代,营销策略的革新对于企业持续增长至关重要。
我们的第一个案例,将探讨“触点营销”的创新实践,如何帮助一家全球性消费电子品牌,通过小众内容的精准传播,超越了传统广告的局限性,成功进入并塑造了年轻消费者的市场认知,并最终引领了产品竞品的购买趋势。