大连理工大学专业学位硕士学位论文
摘
要
在服装发展史上，定制属于服装行业最高形态。在前期，受批量生产模式冲击，服
装定制业务发展缓慢。但现在，随着人们可支配收入的增加，消费者对优质产品的需求
也在增加，个性化定制重新登上舞台。大杨集团致力于柔性供应链建设，通过工业化信
息化融合，打造了领先全球的快速服务响应能力，不过与此同时忽视了自有品牌的发展。
伴随着国际贸易形势多变和疫情的长期影响，全球供应链面临重新大洗牌，自有定制品
牌建设变得非常重要。
本文运用理论研究法、案例研究法、访谈调研法和经验总结法，对大杨集团面临的
外部环境、SWOT、五力模型分析，总结目前面临的主要问题是由于工厂思维限制导致
进入国内 C端市场能力经验不足、消费者需求洞察不足导致推出新品市场反馈不佳、品
牌营销专业性缺失使企业品牌的营销方式偏向保守不敢投入、CRM 数字化程度低导致
会员体系结构不完整。通过 STP营销定位确定定制品牌的市场细分、细分目标市场选择
以及市场定位，同时采取一系列策略解决公司目前存在的问题，包括产品研发策略、价
格策略、全渠道策略、新媒体推广策略、CRM数字化策略。
本论文涉及的研究，对大杨集团有很大的现实意义，不但可以整合内外部资源提高
竞争壁垒，明确国内市场拓展方向，完善产品研发种类形成差异化，丰富品牌推广渠道
缩短触达消费者路径，搭建数字化运营体系，同时也可以为国内其他传统服装企业的发
展提供借鉴和参考。
关键词：服装定制；品牌营销；营销策略
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大杨集团服装定制业务营销策略研究
Study on Marketing Strategy of Clothing Customization Business of
Dayang Group
Abstract
In the history of clothing development, customization is the highest form of the clothing
industry. In the early stage, affected by the mass production model, the clothing customization
business developed slowly.But now, withthe increase in people'sdisposable income,
consumers' demand for high-quality products is also increasing, and personalized customization
is back on the stage. Dayang Group is committed to the construction of a flexible supply chain.
Through the integration of industrialization and information technology, it has created a world-
leading rapid service response capability, but at the same time ignored the development of its
own brand. With the volatile international trade situation and the long-term impact of the
epidemic, the global supply chain is facing a major reshuffle, and the building of its own
customized brand has become very important.
This article uses theoretical research method, case research method, interview research
method and experience summary method to analyze the external environment, SWOT, and five
forces model faced by Dayang Group, and concludes that the main problem currently facing is
that the limitation of factory thinking leads to the entry of domestic C-end Insufficient
experience in market capabilities and insufficient insights into consumer needs have led to poor
market feedback for the launch of new products, lack of brand marketing expertise, corporate
brand marketing methods tend to be conservative and dare not invest, and the low degree of
CRM digitalization leads to incomplete membership system structure. Determine the market
segmentation, target market selection and market positioning of customized brands through
STP marketing positioning, and adopt a series of strategies to solve the company’s current
problems, including product development strategies, price strategies, omni-channel strategies,
new media promotion strategies, CRM digital strategy.
The research involved in this thesis is of great practical significance to Dayang Group. It
integrates internal and external resources to increase competition barriers, clarifies the direction
of domestic market expansion, improves product research and development types, and forms
differentiation, enrich brand promotion channels and shorten consumer reach. It also provides
reference for the development of other traditional domestic apparel companies.
Key Words： Customization; Brand marketing; Marketing strategy
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大连理工大学专业学位硕士学位论文
目录
摘要....................I
Abstract .................... II
1 绪论..................... 1
1.1 研究背景和意义.................. 1
1.1.1 研究背景............ 1
1.1.2 研究意义............ 2
1.2 研究内容和方法.................. 2
1.2.1 研究内容............ 2
1.2.2 研究方法............ 4
1.3 国内外相关研究.................. 5
1.3.1 国外相关研究........... 5
1.3.2 国内相关研究........... 6
2 理论基础.................... 7
2.1 服装定制品牌概述.............. 7
2.2STP营销理论............... 8
2.3 组合营销理论............... 8
3 大杨集团服装定制业务现状.............. 10
3.1 大杨集团概况............. 10
3.1.1 集团发展历程................ 10
3.1.2 集团定制品牌及业务现状.......... 11
3.2 大杨集团服装定制业务营销环境分析........ 15
3.2.1 宏观环境分析................ 15
3.2.2 竞争环境分析................ 18
4 大杨集团服装定制业务面临问题及原因分析....... 21
4.1 大杨集团服装定制业务面临问题......... 21
4.1.1 服务 C端市场经验能力不足 ............ 21
4.1.2 推出新品的市场反馈不佳.......... 22
4.1.3 品牌营销方式保守............... 22
4.1.4 品牌会员体系结构不完整.......... 24
4.2 大杨集团服装定制业务问题原因分析........ 25
4.2.1OEM模式限制缺乏市场思维........... 25
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