【作者】 蒋荣庆；

【导师】 刘人怀；

【作者基本信息】 暨南大学 ， 工商管理， 2003， 硕士

【摘要】 本文由“案例正文”和“案例分析”两部分组成，正文部分叙述了一家小型医疗器械公司如何进行产品研发，创新市场，成长为一家颇具实力的跨国公司。在开发中国市场过程中这家美资医疗器械公司战略思路与营销体制发生的巨大变化。从早期的直销制转为分销制，又因为家庭治疗产品分销权的调整引发了一系列内外危机及面临的新选择。 “案例分析”对案例所涉及的外部环境、行业背景、市场机会、市场的五种竞争力一一阐述，对如何细分市场、选择目标市场及市场定位进行了分析，过程中运用了“GE矩阵”“SWOT”及“4P”“4V”等工具。其中结合RSEP(中国)公司的内部资源的优劣势，确定了RSEP(中国)公司未来的营销策略。最后针对公司未来的市场拓展、营销策略的调整提出建议及可行方案，并就论文尚未解决的问题作了初步探讨。更多还原

【Abstract】 This paper consists of two parts: Case and Analysis of the case. In the case we know the Rsep Inc. how to research and develop new product and innovate new segment market. In the last years Rsep Inc. has became a multinational medical equipment corporation. Since Rsep Inc. entered into china it has experienced the success and fault. It is worth investigating the market-decision and marketing system of foreign company. The case introduced the channel confusion and lots of inner and external crisis because of changing homecare dealership.In the analysis of the case the writer researched the external environment and trade background. According to the company resources and technical advantages it carried marketing segment, target and position , and chose its own market strategy. The writer analyzes the market opportunity in this field, six powers of competition by the tools of GE,SWOT, 4P,4V. In the last section the writer puts forward some proposals on the strategies of products and marketing can be referenced in the future .更多还原