沃尔玛和家乐福在华市场定位的比较研究  

A Comparative Study on the Positioning of Wal-Mart and Carrefour in Chinese Market

作　　者：李飞[1] 刘明葳[1] 吴俊杰[1] 

机构地区：[1]清华大学经济管理学院

出　　处：《南开管理评论》2005年第3期60-66,共7页Nankai Business Review

摘　　要：本文首先构建了零售公司市场定位策略的钻石模型,完善了零售公司消费者关联分析的工具,并运用这两个工具对沃尔玛和家乐福在中国市场的定位策略进行了实证分析,得出以下结论:(1)沃尔玛和家乐福选择的定位点都是低价,但是低价的内容不同;(2)沃尔玛和家乐福定位都有属性定位、利益定位和价值定位;(3)到位的实现需要一个过程,这个过程取决于定位点之外的营销要素的合理组合程度,其标志是零售营销六个要素中,一个最为出色,一或两个优秀,其它达到行业平均水平,不能有低于行业平均水平的要素。This paper considers the Diamond Model for positioning strategy of retail enterprise and Consumer Relevancy Tool. Based on the Empirical research on the positioning strategy of Wal-Mart and Carrefour in Chinese market, three contributions were made: first, both enterprises choose “low price” as the positioning point, but with distinct signification; second, attribute positioning, benefit position- ing and value positioning can be found in the strategy of both enter- prises; thirdly, Positioning Strategy Implementation is effected by the combination rationality of the six retail marketing elements, with the criterion that one is preeminent as the positioning point, one or two excellent, others average, and none below industrial level.

关 键 词：家乐福 沃尔玛 市场定位策略 零售公司 平均水平 钻石模型 关联分析 实证分析 中国市场 属性定位 价值定位 利益定位 合理组合 营销要素 零售营销 定位点 消费者 工具 低价 行业 到位 

分 类 号：F721.7[经济管理—产业经济]