【摘要】： 營(yíng)銷渠道又稱為分銷通路,是產(chǎn)品從生產(chǎn)者傳到消費(fèi)者手中所經(jīng)過(guò)的通道,其最終目的在于讓產(chǎn)品和服務(wù)以最有效的方式被消費(fèi)。 營(yíng)銷渠道是企業(yè)成長(zhǎng)過(guò)程中最關(guān)鍵的外部動(dòng)力。在市場(chǎng)競(jìng)爭(zhēng)日益激烈的今天,產(chǎn)品、價(jià)格、廣告日趨同質(zhì)化,單憑產(chǎn)品的獨(dú)立優(yōu)勢(shì)贏得競(jìng)爭(zhēng)已經(jīng)非常困難。渠道已經(jīng)成為企業(yè)取得競(jìng)爭(zhēng)優(yōu)勢(shì),提高市場(chǎng)占有率的重要工具。渠道策略是整個(gè)營(yíng)銷策略的重要組成部分,渠道的選擇和管理在產(chǎn)品營(yíng)銷中起著至關(guān)重要的作用。如何針對(duì)產(chǎn)品特點(diǎn)設(shè)計(jì)自己獨(dú)具特色的營(yíng)銷渠道,如何利用營(yíng)銷渠道更好地從事產(chǎn)品分銷,已日益成為企業(yè)營(yíng)銷工作的重點(diǎn)問(wèn)題。 A公司生產(chǎn)的B產(chǎn)品2004年4月進(jìn)入市場(chǎng)時(shí),授權(quán)成都一家公司(以下簡(jiǎn)稱“成都公司”)在全國(guó)范圍獨(dú)家銷售。成都公司經(jīng)過(guò)近兩年的市場(chǎng)運(yùn)作,B產(chǎn)品在市場(chǎng)上始終表現(xiàn)平淡,每月銷量?jī)H占產(chǎn)能的5%左右,與A公司的預(yù)期目標(biāo)相距甚遠(yuǎn)。2005年年底,A公司收回成都公司全國(guó)總經(jīng)銷權(quán),由企業(yè)自主銷售。A公司收回全國(guó)總經(jīng)銷權(quán)以后,基本沿用了原成都公司的經(jīng)銷網(wǎng)絡(luò)和營(yíng)銷模式,沒(méi)有制定新的營(yíng)銷戰(zhàn)略,營(yíng)銷渠道效率低下、管理粗放,價(jià)格策略不合理,致使B產(chǎn)品市場(chǎng)得不到拓展,銷量無(wú)法提高,遠(yuǎn)遠(yuǎn)不能滿足A公司的生產(chǎn)能力,削弱了A公司的綜合競(jìng)爭(zhēng)能力,制約了公司的發(fā)展,公司經(jīng)營(yíng)因此陷入困境。 本文從A公司所處內(nèi)外部環(huán)境入手,運(yùn)用SWOT法對(duì)A公司的優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)、威脅進(jìn)行了分析,通過(guò)分析A公司當(dāng)前存在的問(wèn)題,結(jié)合營(yíng)銷渠道理論,對(duì)公司渠道設(shè)計(jì)、渠道成員選擇、渠道管理等方面做了詳細(xì)分析,并對(duì)營(yíng)銷渠道的建立和控制、渠道績(jī)效評(píng)估提出了方案和解決辦法。 本文是針對(duì)A公司營(yíng)銷渠道策略所做的研究,希望能使A公司在營(yíng)銷渠道管理中進(jìn)一步規(guī)范、完善,建立適合自己的渠道管理系統(tǒng),促進(jìn)A公司的銷售工作,提高公司競(jìng)爭(zhēng)力,為A公司的長(zhǎng)遠(yuǎn)發(fā)展做出貢獻(xiàn)。本研究不僅對(duì)A公司的營(yíng)銷渠道建設(shè)與改進(jìn)有較強(qiáng)的現(xiàn)實(shí)意義,而且對(duì)同類企業(yè)如何構(gòu)建企業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì)也有一定的參考價(jià)值。
[Abstract]:Marketing channel, also known as distribution channel, is the channel through which products are passed from producer to consumer, and its ultimate goal is to make products and services consumed in the most effective way. Marketing channel is the most key external motive force in the process of enterprise growth. In the increasingly fierce market competition today, products, prices, advertising is becoming more and more homogeneous, it is very difficult to win the competition only by the independent advantage of the product. Channels have become an important tool for enterprises to gain competitive advantage and improve market share. Channel strategy is an important part of the whole marketing strategy, and channel selection and management play an important role in product marketing. How to design their own unique marketing channels according to the characteristics of products, and how to use marketing channels to better engage in product distribution, has increasingly become the key issue of enterprise marketing work. When the B products produced by Company A entered the market in April 2004, a company in Chengdu (hereinafter referred to as "Chengdu Company") was authorized to sell them exclusively throughout the country. After nearly two years of market operation, Chengdu Company has always performed mediocre in the market, with monthly sales accounting for only about 5% of the production capacity, which is far from the expected target of Company A. at the end of 2005, Company A recovered the total distribution rights of Chengdu Company and sold them independently. After Company A recovered the total distribution rights of the whole country, it basically followed the distribution network and marketing model of the original Chengdu Company, and did not formulate a new marketing strategy. The efficiency of marketing channel is low, the management is extensive, the price strategy is unreasonable, the B product market can not be expanded, the sales volume can not be improved, it is far from meeting the production capacity of A company, weakens the comprehensive competitive ability of A company, restricts the development of the company, and the management of the company is therefore in a predicament. Starting with the internal and external environment of Company A, this paper analyzes the advantages, disadvantages, opportunities and threats of Company A by using SWOT method. By analyzing the existing problems of Company A, combined with the theory of marketing channel, this paper makes a detailed analysis of the channel design, channel member selection, channel management and so on, and puts forward some schemes and solutions for the establishment and control of marketing channel and the evaluation of channel performance. This paper is aimed at the research of A company's marketing channel strategy. It is hoped that A company can further standardize, perfect, establish its own channel management system, promote the sales work of A company, improve the competitiveness of the company, and contribute to the long-term development of A company. This study not only has a strong practical significance for the construction and improvement of marketing channels of A company, but also has certain reference value for how to construct the competitive advantage of the same kind of enterprises.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2007
【分類號(hào)】：F274

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本文編號(hào)：2499220