Marketing Report代写展示：MG奶粉进入中国市场的国际营销方案（2012年作品样本）

对于第一次接触Marketing Report的留学生来说，真正难的通常不是写满字数，而是把市场数据、理论模型和商业建议组织成一份逻辑完整的报告。本文展示的是优客网UKThesis于2012年创作的Marketing Report作品样本节选，研究主题为澳大利亚MG奶粉进入中国市场的国际营销计划。原文围绕China market展开，从宏观经济与文化环境、竞争者分析、目标市场信息，到SWOT Analysis、品牌定位和Marketing Mix，呈现了一份International Marketing Report的基本写作框架。

这份历史样本适合正在搜索Marketing Report代写、marketing作业辅导、report代写、Essay写作指导及International Marketing Plan范文的同学参考。需要说明的是，文中的人口政策、市场数据和企业情况以2012年前后的资料为基础，不能直接作为当前商业结论使用。大家可以重点学习它的章节安排、分析方法和论证思路，并在正式写作时使用最新资料重新验证数据。优客网UKThesis创立于1999年，主要提供论文结构讲解、选题分析、英文润色、文献格式及留学生作业写作辅导。

Marketing Report代写展示：MG奶粉进入中国市场的国际营销方案

以下内容选自本站2012年创作的Marketing Report作品样本。为方便网页阅读，我们保留了原文的章节结构和主要观点，仅对英文语法、拼写、乱码及排版问题进行了必要修正。

1.0 Executive Summary

The purpose of this international marketing plan is to introduce MG milk powder to the target market of China. The report first presents background information about MG Company and provides a broad overview of the economic, political and cultural environment of the target market. It then evaluates the proposed marketing strategies, promotion methods, product distribution and other relevant factors.

To enter the Chinese market and launch its products successfully, MG Company needs to design appropriate marketing strategies and manage their implementation carefully.

This report mainly consists of two parts: critical analysis and an implementation plan. The critical analysis examines the existing market environment and product information. It defines the company’s mission and marketing objectives and places particular emphasis on SWOT analysis.

The implementation plan provides a more detailed discussion of market conditions, promotion, distribution, pricing and product-related decisions involved in launching the new business. Finally, the report offers recommendations concerning MG’s marketing strategy. As this marketing plan is preliminary, adjustments would be required during implementation.

Table of Contents

1.0 Executive Summary
2.0 Introduction
3.0 International Marketing and Business Overview
3.1 China’s Economic Data
3.2 Cultural Elements
3.3 Expected Competitors
4.0 Information Gathering
4.1 Company and Product Description
4.2 Target Market Description
4.2.1 Geography
4.2.2 History
4.2.3 Climate
4.2.4 Population
4.2.5 Regions
5.0 Critical Analysis and Strategic Development
5.1 SWOT Analysis
5.2 Positioning
5.3 Preliminary Marketing Plan
5.4 Major Marketing Problems
6.0 Recommendations and Implementation
6.1 Trends in the Industry
6.2 Segmentation
6.2.1 Target Market
6.2.2 Size of the Segments
6.2.3 Description of the Segments
6.3 Marketing Mix
6.4 The Four Ps
6.4.1 Product
6.4.2 Price
6.4.3 Place
6.4.4 Promotion
6.5 Product Life Cycle
6.6 Recommendations
7.0 Conclusion
Appendix
References

2.0 Introduction

As globalisation has become increasingly influential, trade and commercial exchanges between countries and companies have become more common. International marketing can be understood as the application of marketing principles across more than one country.

However, there is some overlap between international marketing and global marketing. At its simplest level, international marketing requires a company to make one or more marketing-mix decisions across national boundaries. At its most complex level, it may involve establishing manufacturing facilities overseas and coordinating marketing strategies across the world (Doole and Lowe, 2001).

This report proposes introducing Australian dairy products to the growing Chinese market. The following sections analyse the target market’s background, economic conditions, cultural characteristics and other criteria affecting MG’s proposed market-entry strategy.

3.0 International Marketing and Business Overview

Global business has been expanding rapidly, and modern corporations increasingly participate in international marketing and trade. To succeed in global markets and remain competitive, companies must develop, implement and supervise effective marketing strategies.

Australia has long participated in international business. In 2005, Australian exports were valued at approximately $176 billion, while imports reached around $194 billion. For historical reasons, Australia maintained close relationships with the United States and European countries. As Asia developed into one of the world’s major markets, Australia also strengthened its commercial relationships with Asian countries, particularly China.

To launch Murray Goulburn’s dairy products successfully in China, the company needs a broad understanding of the target market. This section examines the historical economic conditions and business environment affecting the proposed strategy.

3.1 China’s Economic Data

China’s economy developed rapidly during the decades preceding this report. Its GDP reached approximately RMB30.067 trillion in 2008, compared with RMB67.9 billion in 1952. Per-capita gross national income was approximately US$2,770 in 2008.

Food output reached 528.71 million tonnes in 2008, representing a substantial increase compared with 1949. The output of several major industrial products also grew significantly. China gradually opened its market to foreign-invested enterprises, while the total value of foreign trade increased from approximately US$1.13 billion in 1956 to US$2.5616 trillion in 2008.

Between 1979 and 2008, China received approximately US$852.6 billion in foreign investment. China and India were therefore widely viewed as two of the world’s most important emerging economies. Although their per-capita incomes remained relatively low at the time, both markets offered valuable opportunities for examining the social and commercial implications of market-oriented economic development (Korukonda, 2007, p.772).

说明：以上数据属于原报告引用的历史数据。重新撰写Marketing Report时，应通过世界银行、中国国家统计局或行业数据库更新相关资料。

3.2 Cultural Elements

China is a multi-ethnic country in which Buddhism, Taoism, Islam, Catholicism, Christianity and other belief systems coexist. Religious freedom provides companies and consumers with a generally diverse social environment. For MG’s marketing plan, however, family attitudes towards children and food safety were more directly relevant than religious differences.

At the time covered by this report, China’s one-child policy had significantly influenced family consumption. In many households, parents and grandparents were prepared to devote a relatively large proportion of their disposable income to products associated with a child’s health and development.

Concerns about the quality of some domestic products also encouraged certain Chinese consumers to consider imported consumer goods. According to McEwen (2006, p.68), preferences for domestic products had declined among some affluent, urban and younger consumers. This tendency created a possible opportunity for an Australian dairy brand positioned around safety, quality and nutritional value.

3.3 Expected Competitors

MG’s expected competitors included Chinese dairy companies and established international dairy brands. Major domestic competitors included Guang Ming, Meng Niu and Yi Li. These companies possessed several advantages, including strong local recognition, extensive distribution networks and detailed knowledge of Chinese consumer behaviour.

Guang Ming, for example, had a long operating history and a particularly strong presence in Shanghai and other eastern coastal markets. Long-term exposure to the brand meant that many consumers were already familiar with its dairy products.

International companies also occupied part of the Chinese dairy market. These included Nestlé, Abbott and Nutrilon. Such brands used television, newspapers and other media channels to introduce their products to Chinese consumers.

Among the foreign competitors, Nestlé presented a significant threat because it had entered China relatively early and already sold a broad range of products, including coffee and chocolate. Positive experience with one Nestlé product could influence consumers to consider other products carrying the same brand name. Its brand awareness and acceptable pricing in major cities therefore strengthened its competitive position.

4.0 Information Gathering

4.1 Company and Product Description

Murray Goulburn Cooperative was established in 1950. At the time of the original report, it operated eight production plants in Victoria and was described as one of Australia’s largest dairy companies.

The company possessed advanced dairy-production facilities and research and development capabilities. Its food-safety and quality systems were subject to Australian regulatory requirements, including those associated with the Australian Quarantine and Inspection Service.

MG offered numerous product ranges and had experience in protein and nutritional research. Its dairy products were distributed in several international markets. These capabilities provided a foundation for considering entry into China’s milk-powder market.

4.2 Target Market Description

The proposed target country was China, which had the world’s largest population and represented an important market for processed-food companies.

At the time, China’s annual per-capita dairy consumption was substantially lower than the global average. However, improvements in living standards, urbanisation and growing awareness of nutrition suggested that the dairy and milk-powder market had room for further development.

A complete target-market assessment would normally examine:

Geography and regional differences;

Historical and institutional factors;

Climate and transportation conditions;

Population structure;

Household income;

Consumer age groups;

Urban and rural markets;

Retail and digital distribution channels.

These factors would help MG decide which market segments and regions should be prioritised during the first stage of entry.

5.0 Critical Analysis and Strategic Development

5.1 SWOT Analysis

Strengths

MG was an Australian dairy company. Among some Chinese consumers, Australia was associated with a clean natural environment and comparatively strict food-quality controls. This perception could support the positioning of MG’s dairy products.

MG operated several production plants. Difficulties at one facility would therefore be less likely to interrupt the company’s entire operation.

MG had already established business operations in Qingdao, giving the company some previous experience of the Chinese market.

Weaknesses

MG entered the Chinese market relatively late. The market already contained many domestic and international competitors, while several established brands occupied a strong position in consumers’ minds.

The Chinese pronunciation of MG’s proposed brand name, “Mai Gao”, might not communicate a clear or memorable brand meaning. Local competitors such as Guang Ming benefited from Chinese names with positive associations.

Milk products did not appeal equally to every demographic group. Infants, children and adolescents were likely to be more important target consumers than some adult segments.

Opportunities

China’s large population and growing consumer market offered considerable potential for dairy businesses.

Food-safety incidents involving melamine-contaminated dairy products damaged consumer confidence in parts of the domestic dairy industry. Enderwick (2009, p.220) discussed the serious quality problems created by the addition of melamine to milk powder. This situation created an opportunity for foreign dairy companies able to demonstrate transparent quality control and product safety.

Threats

Political relations between China and Australia could influence consumer attitudes towards Australian products.

Competitors might reduce their prices, placing pressure on MG’s margins.

Liquid-milk products could compete with milk powder for consumer spending.

Local distributors might demand lower wholesale prices to increase their own margins.

Established brands possessed stronger distribution channels and higher levels of consumer recognition.

5.2 Positioning

Positioning is the process through which marketers establish a recognisable place for a brand or product in the target market. Effective positioning gives consumers a clear understanding of what the company offers and why its product differs from competing alternatives.

For MG’s milk-powder products, this report considers four basic positioning criteria: quality, service, expertise and convenience.

Quality

MG was one of Australia’s major dairy businesses and possessed experience in dairy manufacturing, ingredient processing and nutritional products. Its quality-control systems and Australian regulatory background could be used to communicate a reliable product image to Chinese consumers.

However, broad claims such as “best quality” should be supported by verifiable certifications, testing results and transparent product information. Trust is especially important when marketing food intended for infants or children.

Service

When entering the Chinese market, MG would need to manage both product quality and after-sales service carefully. Compared with established domestic producers, it might initially operate fewer customer-service centres.

The company could address this disadvantage by creating Chinese-language customer support, complaint-handling procedures, product-traceability services and clear online information.

Expertise

Research and development represented an important part of MG’s business. The company worked with universities, research organisations and biotechnology businesses to test and improve dairy products.

Its technical knowledge could support a positioning strategy based on nutrition, production standards and product safety. Marketing communications should translate this technical expertise into information that ordinary consumers can understand.

Convenience

MG could use supermarkets and hypermarkets as its principal distribution channels. These outlets would allow consumers in larger Chinese cities to purchase its products relatively easily.

Nevertheless, reliance on traditional retail channels could place MG at a disadvantage compared with local businesses offering direct delivery or broader regional coverage. Future distribution planning should therefore consider e-commerce platforms, specialised maternal-and-infant stores and authorised online retailers.

结语

这份Marketing Report样本展示了国际市场营销报告常见的写作路径：先说明企业与目标市场背景，再分析经济、文化和竞争环境，随后使用SWOT、Positioning和Marketing Mix等模型提出市场进入建议。它的价值主要在于结构参考，而不是直接复制其中的历史数据或商业结论。

留学生在完成Marketing Report、International Marketing Plan或Business Report时，应根据课程要求选择理论模型，并使用最新、可核实的行业资料支撑判断。优客网UKThesis创立于1999年，可围绕marketing作业提供选题分析、报告结构讲解、英文润色、引用格式检查和一对一写作辅导。所有样本仅供学习与研究参考，提交内容应遵守学校的学术诚信规定。