拜耳作物科学公司农药营销策略研究 改革开放 40 年来，中国经济取得了丰硕的成果，信息技术被广泛应用到 包括农业的各个行业，网络社交模式改变了包括农民在内所有人的社交方式， 农资也开始通过电子商务渠道进行采购；2019 年跨入了人均 GDP1 万美元俱乐 部，居民生活水平进一步提高，对农产品质量提出了绿色、营养等更高的要求； 国家政策对农业持续重视，不断推出惠农政策，随着土地三权改革，农村土地 经营变得活跃，新型土地经营者成为农药等农资产品的主要购买者。在中国市 场，农药企业生产技术水平不断提升，采用低成本、多种分销渠道等灵活的市 场策略迅速崛起；国际市场，几家农业巨头公司的并购整合，如陶氏杜邦合并、 中国化工收购先正达、拜耳收购孟山都、中化和中国化工农业业务合并等，重 整了世界农业公司竞争格局，这一传统行业正在面临一个新的形势。 论文以拜耳作物科学中国公司作为分析案例，用四个章节完成公司营销策 略的分析和提出改进方案。第一章绪论部分介绍研究农药企业市场营销的背景 和意义，采用案例分析法、文献研究法和访谈方法等研究这一课题。第二章介 绍拜耳作物科学公司的业务发展情况，和产品、渠道、价格和促销 4 个营销组 合策略现状，发现分销渠道管理不够、价格不能满足不同客户需求、产品线深 度不够等问题。第三章详细梳理外部宏观环境、内部微观环境的新情况，对企 业 SWOT 进行了分析。第四章梳理了 STP，从地理、作物和生产规模三个变量 对市场做了细分，将有能力覆盖的、具有发展前景的市场细分作为目标，树立 拜耳作为一家领先的农业公司的良好企业形象，并提出新的消费者为导向的产 品策略、符合客户心理预期的价格策略、多元化渠道便利性策略和用户导向的 沟通与反馈策略。提出开发高效、低毒、绿色的化合物延长产品线和围绕核心 产品开发出“产品家族”，通过家族多成员的形式加深产品线深度的产品策略； 对于不同的细分市场采取不同的定价策略；多元化渠道便利性策略；注重在分II 销渠道展示产品价值，在关键客户渠道注重服务质量的促销策略。对于如何适 应农业新形势，提升企业竞争力具有指导意义，对于农药等农资企业市场营销 策略调整具有借鉴意义。 关键词：农药市场，营销策略，拜耳作物科学III ABSTRACT Research on Pesticide Marketing Strategy for Bayer Over the past 40 years of reform and opening up, China's economy has achieved fruitful results. New information technology has been widely used in all sectors of the economy, including agriculture. In 2019, it joined the club with a GDP per capita of 10,000 us dollars, and the living standard of residents has been further improved. National policies continue to attach importance to agriculture, and continue to introduce preferential agricultural policies. With the reform of the three rights to land, rural land management becomes active, and new land operators become the main buyers of agricultural products such as pesticides. In the Chinese market, the production technology level of pesticide enterprises is constantly improved, and flexible market strategies such as low cost and multiple distribution channels are adopted to rapidly rise. In the international market, the merger and integration of several agricultural giants, such as Dow and Dupont merger, ChemChina acquisition of Syngenta, Bayer acquisition of Monsanto, SinoChem and ChemChina agricultural business merger, has reshaping the competitive landscape of the world's agricultural companies, which is facing a new situation in this traditional industry. Taking Bayer Crop Science China company as the case study, the thesis uses four chapters to complete the analysis of the company's marketing strategy and proposes the improvement plan. The first chapter introduces the background and significance of the research on the marketing of pesticide enterprises, and adopts case analysis method, literature research method and interview method to study this topic. The second chapter introduces the business development of Bayer Crop Science company, and the status quo of the four marketing mix strategies of product, channel, price and promotion. It finds that the distribution channel management is insufficient, the price cannot meet the needs of different customers, and the product line depth is not enough. The third chapter combs the new situation of the external macro environment and the internal micro environment in detail, and analyzes the SWOT ofIV the enterprise. Fourth chapter combed the STP, from geography, crops and production scale of three variables for market segmentation, will be able to cover with development prospects of market segmentation as the goal, set up the company as a good corporate image of a leading agricultural company, and put forward the new consumer oriented product strategy and meet customer expectations price strategy, diversified channels for convenience strategy and communication and feedback of user oriented strategy. The product strategy of developing efficient, low toxicity and green compounds to extend the product line and develop a "product family" around the core products to deepen the product line through the form of multiple family members is proposed. Adopt different pricing strategies for different market segments; Diversified channel convenience strategy; Promotion strategy that focuses on demonstrating product value in distribution channels and service quality in key customer channels. It is of guiding significance to how to adapt to the new agricultural situation and improve the competitiveness of enterprises, and it is of reference significance to the adjustment of marketing strategies of agricultural enterprises such as pesticides.