论文部分内容阅读
艾默生旗下有60多个品牌和公司,多品牌战略在一定程度上有助于公司更好地根据市场需求提供更细化的产品和服务。但这样的品牌结构使我们的客户在理解艾默生的业务时产生一些困惑。通过对所有的品牌和业务重新进行整合,将有助于客户、投资者和员工更整齐划一,更清晰全面了解公司的业务范畴,并使公司的协作和市场项目更具效力。 在艾默生这个统一的品牌之下,业务被重新整合成为8个部门“家电技术和工具”、“过程控制”、“室内空调技术”、“过程管理”、“网络能源”、“工业自动化”、“发动机技术”和“专业工具”。一些在业务上重合、市场定位相似的产品和部门被重组和合并,使得这些原先在市场中处于领导地位的产品,其优势可以集中体现到一个品牌上。这样做可以使公司在市场推广中,资源得到合理应用,节约成本,达到事半功倍的效果。
Emerson's more than 60 brands and companies, multi-brand strategy to a certain extent, help companies to provide better according to market demand for more refined products and services. But such a brand structure gives our clients some confusion as they understand Emerson's business. The reintegration of all brands and businesses will help to bring customers, investors and employees closer together, a clearer picture of the company's business scope and greater synergies and marketing programs. Under Emerson's unified brand, the business was reorganized into eight divisions: Home Appliance Technology and Tools, Process Control, Room Air Conditioning Technology, Process Management, Network Power, Industrial Automation, “Engine Technology” and “Professional Tools.” Some products and departments that are similar in business and similar in market orientation have been reorganized and merged so that those products that were previously in the leading position in the market can have their advantages embodied in one brand. This will enable the company in the marketing, the resources are reasonably applied, cost savings, to achieve a multiplier effect.