A Study on Marketing Strategies of Catering Enterprises from a Customer centric Perspective-- Taking Ningbo Wurong Famous Kitchen Catering Co., Ltd. as an Example

Authors

  • Hezhen Sun

DOI:

https://doi.org/10.62051/IJGEM.v2n3.15

Keywords:

Customer-oriented, Marketing strategy, Catering enterprises

Abstract

With the increasingly fierce market competition and the diversification of consumer demand, enterprises no longer only focus on the product itself, but also need to put customer needs and satisfaction at the core position, and build a customer-oriented marketing strategy. This article explores the problems in the customer-oriented marketing strategy of Ningbo Wurong Famous Kitchen and Catering Co., Ltd., and proposes targeted measures to optimize marketing strategies, providing reference and inspiration for other catering industries, promoting the entire industry to move towards a customer-oriented marketing concept, improving consumer satisfaction, and promoting sustainable development of the enterprise.

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References

Li Meifei. Exploration of Enterprise Marketing Strategies in the Context of Economic Globalization [J]. Modernization of Shopping Mall, 2023.

Zeng Chi, Song Zhijin, Li Wen. Interactive Marketing in Catering Enterprises: Models, Strategies, and Evaluation [J]. Northern Economic and Trade, 2023.

Li Guoliang. Research on Customer Satisfaction Evaluation and Improvement Strategies for High Contact Service oriented Enterprises [J]. Modern Business, 2023.

Fan Linfang. The Problems and Improvement Strategies of Sensory Marketing in Small and Medium sized Catering Enterprises [J]. China Management Informatization, 2019.

Wang Wenyuan. A Brief Discussion on Ningbo Catering Culture [J]. Ningbo Communication, 2007.

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Published

10-04-2024

Issue

Section

Arcicles

How to Cite

Sun, H. (2024). A Study on Marketing Strategies of Catering Enterprises from a Customer centric Perspective-- Taking Ningbo Wurong Famous Kitchen Catering Co., Ltd. as an Example. International Journal of Global Economics and Management, 2(3), 149-154. https://doi.org/10.62051/IJGEM.v2n3.15