中国的铁合金生产从新中国成立开始大力发展，从改革开放初期逐渐进
入国际市场，大致可以归为二个阶段。第一阶段为粗犷式扩量阶段，此阶段
从 1945 年约至 2007 年，该阶段持续周期较长，铁合金项目在此期间，国内
总产量，一直保持高速的增长。而出口总量上，除了 1995 年至 2002 年期间
略有起伏，在该阶段的其余年份中也同样是大比例增长状态。第二阶段为调
整发展阶段，从 2008 年至今，铁合金行业一直在调整，国家开始重视起铁合
金粗犷式的发展所带来的环境问题，以及单单靠数量的发展，并不能真正使
得中国的铁合金产品在国际上具有优势。相反，大量无目的的扩张造成的品
质良莠不齐、供大于求，反而使得中国铁铁合金企业在国际市场上处处掣肘

本文所研究的 GA 公司作为一个从事铁合金出口的企业随着在中国从一
个铁合金大国到铁合金强国转型阶段，也需要明确如何在这个转型过程中寻
找到自己的产品定位、目标市场、以及营销策略制定

首先，本文对国内主要铁合金产品发展的宏观环境进行分析，分别从政
治、经济、社会和技术环境分别进行了阐述。接着对目标市场国印度的营销
环境也进行了分析

然后围绕 GA 公司发展的现状，主要包括现有客户、产品销售情况，研
究其所利弊，以及当下的营销的瓶颈。并且对产品销量和客户需求进行调查
并做出相应的分析

接着，使用波特五力模型对 GA 公司在印度铁合金市场的竞争力进行分
析，围绕供应商议价能力、购买者商议价能力、潜在竞争者、替代品威胁和
行业内竞争者五个方面。使用 STP 理论，对印度市场进行细分、选择及市场
定位分析后。笔者发现虽然铁合金在整体的量上是处于下滑调整阶段，然而
在印度这样一个基础建议高速发展的国家，对于锰矿、铬铁、金属镁等铁合
金的需求仍然巨大，并有发展空间

在对 GA 公司发展现状和对其市场竞争能力进行分析后，笔者认为尽管摘要
II
GA 公司的资源优势较小，并没有深厚的背景或者特殊的市场资源，然而在
铁合金出口这个领域，仍然可以选择一些大公司没有注意到的小类产品进行
重点开拓，再小的铁合金项目在钢铁需求这个行业仍然有极大的发展空间

最后，通过 4PS 分析 GA 公司的铁合金产品营销策略的合理性、可行性

并且结合公司人员状况以及发展的方向，提供其营销策略应实施的相应保障
措施，其中包括对 GA 公司人员管理水平提高和提升公司形象，以及应注意
的风险管理

简而言之，本文所研究的目的即是通过对整体铁合金宏观环境的分析，
并且对目前铁合金发展潜力最大的印度市场的调研，分析出 GA 公司在印度
市场上具有发展潜力的铁合金产品。通过对该产品在印度市场进行分析与定
位，以及其营销组合策略的确定，最终实现企业的发展目标和长期规划

关键词 铁合金 印度市场 营销策略 市场定位Abstract
- III -
Abstract
China is a major country of steel production, and also a primary ferroalloy
producer. China&39;s ferroalloy production accounts for about 40 percent of world
output. Ferroalloy is one of the essential materials for steelmaking, and its
consumption accounts for about four percent of steel production. China&39;s
infrastructure development can’t separable from ferroalloy.
China&39;s ferroalloy production vigorously develop from the founding of new
China, and gradually enter into the international market from the early reform and
opening up period. Can be roughly classified into two stages. The first stage is
the rough expansion stage, this stage is from 1945 to 2007, which has maintained
high growth. The total amount of exporting, in addition to the period from 1995
to 2002 has a slight ups and downs, in the rest of the period is also a large
proportion of growth. The second is to adjust the development stage, from 2008
to the present, the ferroalloy industry has been adjusted, the state began to pay
attention to the rough development of iron alloy to the environmental problems,
just rely on the increasing of production volume cannot really make China&39;s
ferroalloy products owns the advantage in the international arena. On the contrary,
a large number of non-purpose expansion caused by the good and bad quality
intermingled, oversupply, but makes the Chinese ferroalloy enterprises move
arduously in the international market.
In this paper, GA as a company engaged into ferroalloy export enterprises
stands in a transformation stage of China which transfer from a ferroalloy big
country to a ferroalloy powerful country, but also need to clear how to find their
own product positioning, target market, and marketing strategy in the transition
process.
First of all, this paper analyzes the macroscopic environment of the
development of major ferroalloy products in China, respectively, from the
political, economic, social and technological environment. Then the marketing
environment of the target market in India was also analyzed.
And then around the status of the development of GA companies, including
existing customers, product sales, to study the pros and cons, and the current
marketing bottlenecks. And the product sales and customer needs to investigateAbstract
- IV -
and make the appropriate analysis.
Then, the competitiveness of GA&39;s ferroalloy market in India was analyzed
using the Porter&39;s five-force model, which focused on supplier bargaining power,
buyer bargaining power, potential competitors, alternatives and industry
competitors. Using STP theory, the Indian market segmentation, selection and
market positioning analysis. I found that although the amount of ferroalloy is in
the overall decline in the adjustment phase, but in India such a basic proposal for
rapid development of the country, for manganese ore, ferrochromium, magnesium
and other ferroalloy demand is still huge, and there is room for development.
After analyzing the status quo of GA and analyzing its market
competitiveness, the author thinks that although GA&39;s resource advantages are
small and there is no deep background or special market resources. However, in
the field of ferroalloy export, we can still choose some large The company did not
pay attention to the small category of products to focus on development, and then
a small ferroalloy project in the steel demand this industry is still a great
development space.
Finally, through 4PS analysis of GA&39;s ferroalloy product marketing strategy
is reasonable and feasible. And the combination of the status of the company&39;s
personnel and the direction of development, to provide its marketing strategy
should implement the corresponding safeguards, including the GA company to
improve the management level and enhance the company&39;s image, and should pay
attention to risk management.
In short, the purpose of this paper is to analyze the macroscopic environment
of the whole ferroalloy and analyze the Indian market with the greatest potential
for the development of ferroalloy, and analyze the ferrous alloy products with
GA&39;s potential in the Indian market. Through the analysis and positioning of the
product in the Indian market, as well as its marketing strategy to determine the
final implementation of the enterprise&39;s development goals and long-term
planning.
Keywords Ferroalloy, The Indian Market, Marketing Strategy, Market
Positioning
Ying Wang (Business Administration)
Supervised by: Zengrui Tian目录
- V -
目录
摘要 ...... I
Abstract...........III
目录 .....V
第一章 绪论 ....1
1.1 选题的背景 ........1
1.2 研究目的与意义 ...........2
1.3 论文研究方法 ...3
1.4 论研究思路与技术路线 ...........3
第二章 相关基础理论综述 ....5
2.1 公司和营销战略 5
2.2 相关营销理论 ...6
2.2.1 PEST 分析法 ...........6
2.2.2 波特五力模型 ........7
2.2.3 STP 理论 .....8
2.2.4 4P 理论 ....
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