华北水利水电学院毕业论文 - 桂林全州县吉利米厂区域品牌营销策(10)

9 请问您购买的大米价格通常是多少（元/斤）（ A 1--1.5元 B 1.5--2元 C 2—3元 D 3元以上

10 你每次购买大米的包装是多少（ ） A 5kg B 10kg C 15kg D 25kg E 散装

11 您的家庭一般多久购买一次大米？（ ） A 半个月左右 B 一到两个月 C 不确定

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） 华北水利水电学院毕业论文

12 您知道吉利米厂的哪几种产品（可多选）（ ） A 吉利香米 B 山川金优米 C 山川桂99米 D 不清楚

13 吉利米厂的大米在您的印象中是怎么样的（ ） A 很贵

B 价钱一般，但很值 C 自己未尝过 D 凑合着吃吧

14 一旦吃到自己喜欢的大米，一般会（ ） A 一直购买这个品牌，不再改变 B 下次会尝试其他的

15如果您买大米，以下几点因素，您觉得哪个更重要（请按重要程度从左到右排序） A 价格

B 米的质量 （颗粒是否饱满 、有无光泽、米粒有无破损） C口感 （香甜可口，柔滑，不粘不黏） D包装 E营养 F品牌 G其他

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华北水利水电学院毕业论文

附 录2： 英文原文

Levi's Strategic Marketing and Planning

Bavarian immigrant to America, Levi-Strauss, carted a load of heavy fabric to California to make tents during the gold rush. He found that the gold seekers needed trousers more than tents, so he used the fabric to make canvas trousers. His blue jeans are now a worldwide institution. Levi-Strauss&Co. still dominates the jeans industry. From the 1950s to the 1970s, as the baby boom caused an explosion in the number of young people, Levi-Strauss&Co. and other jeans makers experienced heady 10-15 per cent annual sales growth, with little or no strategic or marketing planning effort. Selling jeans was easy - Levi concentrated on simply trying to make enough jeans to satisfy a seemingly insatiable market. However, by the early 1980s, demographics had caught up with the jeans industry. Its best customers, the baby-boomers, were ageing, and their tastes were changing with their waistlines-they bought fewer jeans and wore them longer. Meanwhile, tine IS-to 24-year-old segment, the group traditionally most likely to buy jeans, was shrinking. Thus Levi found itself fighting for share in a lading jeans market. At first, despite the declining market, Levi-Strauss & do. stuck closely to its basic jeans business. It sought growth through mass-marketing strategies,substantially increasing its advertising and selling through mass retailers like Sears and J.C. Penney. When these tactics failed and profits continued to plummet, Levi tried diversification into faster-growing fashion and speciality apparel businesses. It hastily added more than 75 new lines,including Ralph Lauren's Polo line (high fashion); the David Hunter line(classic men's sportswear): the Perry Ellis Collection (men's, women's and children's casual sportswear); Tourage SSE (fashionable men's wear); Frank Shorter Sportswear (athletic wear); and many others. By 1984 Levi had diversified into a muddled array of businesses ranging from its true blue jeans to men's hats, ski-wear and even denim maternity wear. As one analyst reported at the time in Inc. magazine: For years, Levi prospered with one strategy: chase the demand for blue jeans. Then came

die designer jeans craze - and Levi became unstitched. The company diversified into fashion. It slapped its famous name on everything from running suits to women's polyester pants. The results were disastrous: profits collapsed by 79 per cent last year, and the company slashed about 5,000 jobs.

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华北水利水电学院毕业论文

In 1985, in an effort to turn around an ailing Levi-Strauss it Co, new management implemented a bold new strategic plan, beginning with a drastic reorganization. It sold most of the ill-fated fashion and speciality apparel businesses and took the company back to what it had always done best making and selling jeans. For starters, Levi rejuvenated its flagship product,the classic button-fly, shrink-to-fit 501 jeans. It invested $38 million in the now-classic 501 blues' advertising campaign, a series of hip, documentary-style reality ads. Never before had a company spent so much on a single item of clothing. At the time, many analysts questioned this strategy. As one put it: 'That's just too much to spend on one lousy pair of jeans.' However, the 501 blues campaign spoke for all of the company's products. It reminded consumers of Levi's strong tradition and refocused the company on its basic,blue jeans heritage. During the next six years, the campaign would more than double the sales of 501s.

Building on this solid-blue base, Levi began to add new products. For example, it successfully added prewashed, stonewashed and brightly coloured jeans to its basic line. In late 1986, Levi’s introduced Dockers, casual and comfortable cotton trousers targeted at the ageing male baby-boomers.A natural extension of the jeans business, the new line had even broader appeal than anticipated. Not only did adults buy Dockers, so did their children. In the few years since its introduction, the Dockers line has become a Si billion-a-year success, Levi's has continued to develop now products for the ageing boomers. In 1992 it introduced 550 and 560 loose-fitting jeans - 'a loose interpretation of the original' - for men who have outgrown the company's slimmer-cut 501s.

In addition to introducing new products, Levi-Strauss & Co. also stepped up its efforts to develop new markets. In 1991, for example, it developed jeans designed especially for women and launched an innovative five-month, S12 million 'Jeans for Women' advertising campaign, featuring renderings of the female form in blue jeans by four female artists.

But Levi's most dramatic turnaround has been in its international markets. In 1985 Levi almost sold its then stumbling and u …… 此处隐藏：3102字，全部文档内容请下载后查看。喜欢就下载吧 ……