【摘要】：本文從Q美容醫(yī)院的生存困境和發(fā)展瓶頸入手,圍繞如何著眼于長(zhǎng)遠(yuǎn)建立核心競(jìng)爭(zhēng)優(yōu)勢(shì),以及規(guī)避監(jiān)管風(fēng)險(xiǎn)、規(guī)范營(yíng)銷行為、實(shí)現(xiàn)高效推廣等現(xiàn)實(shí)問題展開探討,在對(duì)其營(yíng)銷渠道進(jìn)行SWOT系統(tǒng)分析的基礎(chǔ)上,推導(dǎo)出適合其可持續(xù)發(fā)展需要的渠道創(chuàng)新戰(zhàn)略,并明確戰(zhàn)略實(shí)施的策略支持,詳盡闡述該戰(zhàn)略的施行方案及控制思路。本研究打破了學(xué)界以往對(duì)美容醫(yī)院渠道體系的偏面認(rèn)識(shí)和拘泥于僅從營(yíng)銷層面進(jìn)行分析、設(shè)計(jì)和評(píng)價(jià)的傳統(tǒng)研究路徑,而是在對(duì)傳統(tǒng)模式以及醫(yī)療美容行業(yè)發(fā)展新形勢(shì)進(jìn)行深入分析的基礎(chǔ)上,從醫(yī)院戰(zhàn)略的高度重新審視4P變量中的渠道因素。本文主張渠道作為一項(xiàng)戰(zhàn)略資源,從根本上關(guān)乎Q醫(yī)院的生存與發(fā)展,因而對(duì)于鍛造其核心競(jìng)爭(zhēng)力至關(guān)重要。當(dāng)傳統(tǒng)營(yíng)銷渠道體系不能解決其當(dāng)下面臨的違規(guī)廣告風(fēng)險(xiǎn)、營(yíng)銷效率低下、財(cái)務(wù)壓力增大、業(yè)績(jī)瓶頸凸顯等諸多問題時(shí),對(duì)營(yíng)銷渠道的戰(zhàn)略性創(chuàng)新重建是一項(xiàng)有益的探索�；诖�,文中對(duì)Q醫(yī)院營(yíng)銷渠道的長(zhǎng)度、寬度及廣度結(jié)構(gòu)進(jìn)行了分析,試圖通過引入?yún)^(qū)域獨(dú)家代理商增加渠道長(zhǎng)度,改變渠道寬度,以期降低Q醫(yī)院的渠道開發(fā)與管理成本,實(shí)現(xiàn)渠道資源凈化和風(fēng)險(xiǎn)控制的目的,在化解傳統(tǒng)渠道開發(fā)運(yùn)作的五大難題的同時(shí),可形成排他性和領(lǐng)先優(yōu)勢(shì),對(duì)于目前處于“紅�！敝械腝醫(yī)院而言,具有長(zhǎng)效的理念引導(dǎo)和實(shí)務(wù)操作價(jià)值。
[Abstract]:Starting with the survival dilemma and development bottleneck of Q Beauty Hospital, this paper discusses how to set up the core competitive advantage in the long run, avoid the supervision risk, standardize the marketing behavior, and realize the efficient promotion, and so on. On the basis of the SWOT system analysis of its marketing channel, this paper deduces the channel innovation strategy suitable for its sustainable development needs, and clarifies the strategic support for the implementation of the strategy, and expounds in detail the implementation scheme and control ideas of the strategy. This research has broken the traditional research path that the academic circles used to analyze, design and evaluate the channel system of beauty hospitals only from the marketing level. On the basis of deeply analyzing the traditional mode and the new development situation of medical beauty industry, the channel factors in the 4P variable are re-examined from the height of hospital strategy. This paper argues that as a strategic resource, channel is essential to the survival and development of Q hospital, so it is very important to forge its core competitiveness. When the traditional marketing channel system can not solve the current problems such as illegal advertising risks, low marketing efficiency, increased financial pressure, performance bottlenecks, etc., it is a useful exploration to reconstruct the strategic innovation of marketing channels. Based on this, this paper analyzes the length, width and breadth structure of Q hospital's marketing channel, and tries to increase the channel length and change the channel width by introducing the regional exclusive agent in order to reduce the channel development and management cost of Q hospital. In order to realize the purpose of channel resource purification and risk control, we can solve the five difficult problems in the development and operation of traditional channels, and at the same time form an exclusive and leading advantage. For the Q hospital, which is currently in the "Red Sea", Has the long-term effect idea guidance and the practical operation value.
【學(xué)位授予單位】：蘇州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2011
【分類號(hào)】：R197.3

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