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Introducing Strategy of Disposable Dusting Mop in Consumer Market-The Case of D Company
Dry dust removal goods
household rental mode
Abstract In a highly developed society, the dry dust removal commodity industry will be welcomed by customers as long as it has professional technology and satisfactory service. In recent years, Company D has been committed to bringing the successful experience of Japanese environmental dry dust removal products to Taiwan. However, the Taiwan market is full of cheap sell-off cleaning tools, and it is difficult for customers in the home market to distinguish their differences, so that the home rental model ended in failure. A few years later, Company D applied the leasing model to the B2B market and achieved great success and was well received by customers. Therefore, Company D's original plan to enter the home market in the form of B2C has not been successful. This study analyzes the new household commodity leasing model of D company dry dust removal, and further proposes the best market strategy model from B2B to B2C. First of all, through the consolidation of the literature, D company's home market strategy and environment. And review the family rental model and analysis of failure cases. Leading D company dry dust removal new home market leasing strategy. In the era of corporate social responsibility, the growth strategy of the family market was laid out. And explain its meaning. Second, using in-depth interviews to collect research data, conducted in semi-structured interviews. Then, a series of structural problems were proposed for the D company's dry dust removal commodity household leasing model. Third, summarize the interview results.Organize consumer perceptions of D's dry dust-removing merchandise willingness, market segmentation, home rental model imagination, cognitive dry dust-removing commodity household leasing consumption patterns, 7-11 pathway views and challenges. Finally, this study combines the literature perspective with the interviewer's true ideas to propose management implications for Company D, as follows: 1. Environmental awareness drives new trends in dust removal products. 2. Need to enter the metropolitan single market. 3. Main use of 7-11 as a special household rental strategy4. Encourage Taiwanese businessmen to return to Taiwan
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