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| 浅析无锡原动力轮滑俱乐部的市场拓展策略 摘要：无锡原动力轮滑俱乐部目前是无锡市的领导品牌,7年多的经营经验和良好的品牌形象让它正在高速发展中，但是面对无锡现在不太规范的轮滑市场和其他轮滑培训机构的冲击下,前进的步伐肯定会有所受阻,这就要求原动力俱乐部在分析好自己内部和外部的坏境下，不断发扬自己的竞争优势，改进自己的竞争劣势，改进营销策略。 本文针对原动力轮滑俱乐部现在的发展状况，通过自己在俱乐部快2年的工作经验和对无锡市轮滑市场的调查考验，进一步分析原动力轮滑俱乐部的竞争优劣势、机会、威胁还有现有的营销策略、销售渠道、开拓新的营销策略和销售渠道，旨在找到能够增加无锡原动力轮滑俱乐部轮滑器材销售量提高无锡轮滑俱乐部竞争力和不断扩大俱乐部的品牌影响力，希望可以为无锡原动力俱乐部未来的发展起到一定借鉴作用。 关键词：无锡轮滑销售；轮滑市场拓展；销售策略和渠道 目 录 摘要、关键词···················································································1 一、无锡市场轮滑市场行业分析······························································1 二、原动力俱乐部简介········································································2 三、无锡原动力轮滑发展历程································································2 四、原动力轮滑俱乐部无锡市场发展现状···················································3 1.俱乐部结构················································································3 2.俱乐部在无锡轮滑市场的营销策略······················································3 3.对原动力轮滑俱乐部的swot分析·······················································6 4.竞争对手分析··············································································9 原动力轮滑在无锡市场拓展中存在的问题············································10 1.店面销售点太少··········································································10 2.人员销售不专业··········································································10 3.拓展方式单一············································································10 4.营销宣传方式太少·······································································11 5.老客户维护没做好·······································································11 6.没有组织保障············································································11 7.代理式拓展不到位·······································································11 8.销售渠道过少············································································11 解决原动力轮滑在无锡轮滑市场拓展中问题的方案··································12 七、总结·······················································································15 八、参考文献··················································································16 |
