市场机会总会不断涌现。 2007 年，成都市提出打造中国女鞋之都的发展规划，要促使成 都鞋业进一步发展壮大。一个产业的发展往往带动其配套支持产业的 兴旺，鞋机欧亿·体育（中国）有限公司正是这样一个配套产业，而四川华英公司的成立正是 为了抓住鞋机欧亿·体育（中国）有限公司发展的机遇。2007 年 8 月，四川华英鞋机贸易有 限公司在成都正式挂牌成立。 对于新成立一家公司而言，严谨的市场分析与竞争分析是基本前 提。成都鞋机欧亿·体育（中国）有限公司市场容量到底有多大？前景到底怎么样？竞争情况 如何？经营模式是怎么样的？对于这些问题的回答，有助于我们做出 明智的决策，而本文，正是基于回答这些问题而展开。 本文的第一部分简单介绍了项目情况及项目的大背景。 本文的第二部分， 我们从鞋机欧亿·体育（中国）有限公司的服务对象——制鞋企业入 手，分析了全球及中国鞋业市场状况及发展趋势，并进一步分析了四 川华英公司的目标市场，即成都地区鞋业市场。结合鞋业市场，我们 分析描述了全国鞋机市场及成都鞋机市场规模。另外，我们也对整个 产业可能产生影响的政治、经济、技术环境进形了扫描分析。最终， 形成了对鞋机市场机会的总体结论。 本文的第三部分，分析鞋机欧亿·体育（中国）有限公司的竞争环境。从全国的鞋机企业 分布，到成都本土的鞋机供应商特点，我们进行了归纳分析。运用竞 争态势矩阵，清楚地说明了四川华英的竞争优势。同时，作为利益相 关者，我们也对客户以及供应商的讨价能力、其他进入壁垒进行了分 析评估。作为结论，四川华英具有良好的市场机会和发展前景。 本文第四部分，是关于四川华英的市场营销策略。内容包括市场 定位、竞争策略、营销组合。将差异化竞争策略具体化为产品差异化、 服务差异化、人事差异化、形象差异化，分别实施落实在产品策略、 定价策略、渠道策略、营销沟通策略上。本文第五部分，讲述了公司的经营架构、岗位职责、管理制度。 制度内容全面涉及销售管理的三大块内容：目标、流程、考核。目标 管理制度与 KPI 考核制度结合运用，确保了对公司经营活动从事前到 事中，再到事后的全面控制。使营销团队工作有目标，做事有计划， 成绩有考核。本部分还列出了主要部分具体的管理制度。 本文第六部分，对华英公司未来 8 年的潜在销售情况进行了预 测，同时编制了未来三年的预计损益表、预计现金流量表、预计资产 负债表。 通过以上各个部分的描述、分析，我们可以看到，成都鞋机市场 潜力巨大，只要抓住机遇，四川华英将迎来辉煌的明天。 关键词：鞋机销售 竞争策略 销售管理Abstract The Federation of market opportunities will continue to emerge. In 2007, Chengdu has built China female shoes capital development planning, getting Chengdu footwear industry to develop and grow. The development of an industry often driven support industries that support the prosperity of shoes industry is such a machine supporting industries, and the establishment of Sichuan Hua-ying's shoes is to seize the opportunities for development of the industry. In August 2007, Sichuan Hua-ying shoes Machine Trading Co. Ltd. was set up in Chengdu official. The newly formed company, a stringent market analysis and competitive analysis is the basic premise. How much is Chengdu shoes machine industry market capacity in the endProspects in the endCompetitionHow is the business model likeThe answer to these questions will help us make wise decisions, while this paper is based on, and begin to answer these questions. In this paper, a brief introduction to the first part of the background of the whole project and project profiles. The second part of this paper, we machine from the shoe industry clients - shoe-making enterprises start with, analysis of the global and China's shoe industry market conditions and development trends, and further analysis of the Sichuan Hua-ying's target market, that is, Chengdu shoes industry market. Combining with Footwear market, we describe the analysis of the shoe market and Chengdu shoes machine size of the market. In addition, we may also have an impact on the entire industry's political, economic, technological environment into shape analysis of the scan. Eventually, formed a pair of shoes for the overall market opportunities conclusions.In this paper, the third part of shoes machine industry competitive environment. From the shoes of enterprises nationwide distribution of the shoes to Chengdu local suppliers characteristics, we were summarized analysis. Use of competitive shape matrix clearly demonstrated by the competitive advantages of Sichuan Hua-ying. At the same time, as stakeholders, we have the customers and suppliers of bargining capacity, other entry barriers were analyzed to assess, as a conclusion, Sichuan Hua-ying has good market opportunities and development prospects. Part four of this paper is on the Sichuan Hua-ying marketing strategy. Contents include market positioning, competitive strategy, marketing mix. Competitive strategy will differentiate into specific product differentiation, service differentiation, personnel differences, differences in the image of, respectively, in the implementation of product strategy, pricing strategy, channel strategy, marketing communication strategy. In this paper, the fifth part, described the company's operating structure, job responsibilities and the management system. A comprehensive system of sales management involving three large elements: goals, processes, assessment. Target management system combined with the use of KPI examination system to ensure that the business activities of companies engaged in before the event, and then to the full control afterwards. The targets of marketing are team work, doing things in a planned, with examination results. This section also identifies the major part of the specific management system. Part six of this article, Hua-ying company the next eight years of potential sales were forecasted at the same time prepared the next three years the projected profit and loss statement, cash flow statement is expected, anticipated balance sheet. This last part is introduction to key team members.Through the above description of seven parts, analysis, we can see that, Chengdu shoes machine market has great potential, as long as seize the opportunity, Sichuan Hua-ying will also usher in a brilliant tomorrow. Keywords: shoes machine sales competitive strategy Sales Management目 录 摘要 Abstract 第一章 项目简介及项目背景....................................................................................1 1、项目简介 ..............................................................................................................1 2、项目背景 ..............................................................................................................1 第二章 市场机会分析................................................................................................5 1、中国女鞋市场容量预测 ......................................................................................5 2、全球与中国制鞋欧亿·体育（中国）有限公司市场状况 ..........................................................................8 3、成都制鞋产业现状及产业集群发展规划 ..........................................................9 4、全国鞋机欧亿·体育（中国）有限公司市场状况 ....................................................................................12 第三章 竞争分析......................................................................................................17 1、全国范围内竞争分析 ........................................................................................17 2、成都地区范围内竞争分析 ................................................................................22 3、其他微观因素分析 ............................................................................................24 第四章 市场营销策略..............................................................................................26 1、发展战略 ............................................................................................................26 2、市场细分 ............................................................................................................29 3、营销组合 ............................................................................................................30 第五章 组织架构与管理制度..................................................................................36 1、组织架构 ............................................................................................................36 2、销售管理制度 .....................................