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1、-Thirdly,withSWOTanalysis,itmakesaparticularlyanalysistothefollowingpoint:howtomaximizeadvantage,weakendisadvantage,makeuseofexternalopportunityandavoidexistingandpotentialrisk,dictatingtaketheexternalopportunityofSOstrategybyinternaladvantage.Itshouldrapid
2、lyincreasemarketsharing,speeduptheprocessofthelocalization,providetheproductsmeettothedemandsofHVAVmarketinChina,continuouslystrengthenthebuildingofbrand,reinforcetheconstructionofabilityinsalesteam,keeptoperfectandencouragethesystemofexam,andimprovetheeffi
3、ciencyofinternalcommunicationandcooperation.Fourthly,itpointoutthatcompany’sbusinessshouldbreakawayfromthe‘BlueOcean’strategyof‘RedOcean’ofcompetition;realizetheleapofself-valuebothforbuyersandenterprise,andinitiateamarketfreeofcompetition.Anewvaluecurveofc
4、ompany’sbusinessshapedby4actionsframedemonstratethetargetforcompany’slongandshorttermbusinessdevelopment.WithSWOTanalysisandBlueOceanstrategy,tosetdownlocalizedmarketingstrategyforcompany’sbusinessdevelopment.Inthelastpart,itmainlydiscusseshowtoimplementthi
5、smarketingstrategyeffectively.Firstly,byexistingDanfossbusinesssystem,toimprove3aspectsinprocessofproduction,sales,commoditysourcing,especiallysalessystem,toimprovetheefficiencyofvaluepropositionanddelivery,graduallytochangethetraditional4Pmarketingmodehead
6、edbyproductsto4Cand5Rmarketingmodewithcustomerandcompetitionconsidered.Meanwhile,itputforwardtosetupanintegratedmarketingstrategy,whichtakesthecustomerascore,marketingaswholefunction,acquisitionofcustomers’satisfactoryasawaytodevelopbusiness,soastochangethe
7、situationoflowefficientcommunicationbetweendepartments,andalsobymeansoftransferringtheenterprise’smissionandstrategytotangibletargetandestimatingmethodwithbalancedscorecardfromuptodown,toactualizethestrategythateachdepartmentandeachemployeemaketheireffortst
8、osatisfythecustomers’needsandultimatelythecompany’smission.Intheend,itemphasizetheimportanceofexecutiveforceandleadershipduring
------theimplementationofstrategy,itneeds360degreecompletetoolstoimprovea
