摘要
随着人们生活水平的不断提高，人们对各类生活用品的需求量、以及对产品选择
多样性的要求也越来越大。香气作为能够给与产品文化内涵，令人产生情感联想，协
同塑造产品品牌等重要因素，被人们广泛接受和喜爱。日化香精公司（乙方）就是不
同品类香气的制造者，他们所服务的终端用户日化企业(甲方)，如宝洁、联合利华等
国际性跨国集团，都有一整套严格筛选匹配香精的过程。

香精招标的核心需求，主要有三大方面。首先，招标项目预期实现的目标，是为
了开发新产品或者对老产品更新换代，留住目标消费群同时兼顾吸引非目标消费群，
从而刺激消费实现业务提升，占领更大的市场份额。其次，香型方向及强度需求。配
合概念的香精，与产品概念有高度的契合，而强度比较则通过以目标样作为参照物，
对比体现强弱差异性。最后，价格因素。合理的香精成本控制，才能保证企业的可持
续发展。

日用香精公司最具核心竞争力的是香气对目标消费者的喜好度。作为执行香精招
标项目的负责人评香师，需要准确判断市场的香气趋势，统筹项目的各方各面，创造
出能让客户满意以及消费者青睐的香精，决策管理的作用愈发凸现其重要。

多数领导者的决策模式可分为五大模式：L（纯粹是领导者个人的决策）,LI（领
导者只是选择的听取意见，然后作决策）,LC（领导者带有目的让员工参与讨论然后
决策）,LCT（邀请大多数人参与的脑力激荡，然后决策），和 T（全民参与）决策模
式。而作为日用香精公司的项目决策管理有它的特殊性，在五种模式的基础上衍生出
LT 决策模式，即决策者依据自己对该项目的全面理解，凭其经验与知识做初步决策，
与此同时还需要借助内部核心小组的专家意见以及外部消费者的市场调查研究来做
出综合决策。

本文结合纳爱斯项目实例，比较全面的整理了项目的过程以及如何做最终决策。

正是因为在项目决策中的先进管理，以及借助完善的市场调研手段，使得瑞奇在项目
招标中处于更为有利的位置。通过有效的市场调研比较深入的了解目标消费者的实际
需求，同时由消费者意见反馈来改善香气的喜好度，此外辅助香气属性相关度检验决
定最适合的送样香精。最终可以降低风险，提高项目招标成功率。

关键词：香精招标，项目管理，决策，决策模型
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Abstract
With the continuous improvement of people's living standard，The demand for all
kinds of articles for daily use, and to the requirements of different choices of products are
getting more and more serious. Fragrance can give products as a cultural connotation, is to
have an emotional association and to collaborate product brand, and other important
factors, is widely accepted and loved. Fragrance companies are these who can produce
various fragrances, serve the clients like P&G , Unilever ..etc . These manufactures usually
conduct a professional and systematical process .
The core of fragrance brief focuses on three aspects: First of all , the motivation and
objective of project . Usually it is to develop new products or to the upgrading of products ,
by introducing new concept to keep target consumers meanwhile attract non-target
consumers, so that stimulating consumption to achieve business target , to occupy a greater
share of the market. Secondly the note of fragrance and its strength. With the concept of
fragrance, and the product concept has a high degree of fit; Goals as a benchmark
sample ,through the contrast to reflect differences between them. Lastly pricing issue.
Reasonable cost control. No good cost control, no sustainable business. In general,
international groups invest more fragrance in products than local players, so that fragrance
companies have more space on creation .
The core competencies of the fragrance company is the preference of target consumer .
As a project manager, who need to accurately judge the olfactive trend of the market,
considering all aspects the project , creating customers’ satisfaction . Above all
decision-making and strategic management is getting more and more important .
Most of the leaders, their decision mode can be divided into five models, L ( the leader’s
the individual decision), LI (leader just choose what to listen to, and then made the
decision) . LC (leader with a purpose getting employees involved in the discussions and
then made decision), LCT (the leader invited most participants in the brainstorm, then
made decision), and T (the whole people to participate in a decision model). Because of the
special characteristics of decision-making and management, fragrance company shows its
。。。