鹰泰数码集团手机分销渠道研究
摘要
由于国民经济水平的提高,手机产业也得到迅猛的发展,且具有很大的利润空间和市场空间。鹰泰公司因此也将手机产业定位为今后公司利润增长的发展目标。但是目前国内手机厂商众多,竞争无序,而且日趋激烈,单纯的手机生产和销售将很难站稳市场,必须有一个整体的分销渠道网络体系来为公司整体的战略作支撑,从而保障手机产品在市场中的良性畅通,提升销售业绩。
本文以鹰泰数码集团手机事业为研究对象,应用一些市场营销理论,来研究手机市场分销渠道的规则和特点。首先,提出手机分销渠道在厂家竞争中的关键作用地位,技术和营销策略是两把利剑,而分销渠道却是营销策略中的剑锋。其次,本文通过手机产业的环境分析,结合鹰泰在手机分销渠道网络建设上的一些具体情况,对国内手机产业分销渠道建设和维护中的构成要素进行了较深入地分析。
Now the cell phone market, competition is extremely fierce star colorful advertisements omnipresent price war, are hidden behind the fact soon manufacturers strength. Mobile phone sales channels and operational capabilities of the cell phone market competition as the most important in today determine to a large extent the size of the cell phone market competitive edge. So there has long been "the channel offered the world", the channel has become the battle ground manufacturers soon.
Taking the domestic mobile phone market, the current distribution channels broadly divided into four categories : the first category is the traditional sales channels. This channel members usually Acting as agents of factory-level products, such as the buzzer domestic satellite telecommunications and Agricultural Sciences, communications, such as China Post Pu-tai. As familiar with the field of telecommunications, has experience in more mature markets, often the agent for a number of brand products can be said to be a main force in cell phone sales. The second category refers to the traditional IT distributors. Agents often have such a powerful nationwide sales channels, the channel has developed a system, such as Digital China、INGRAM international businesses are in this category. The third category is the recent rise of home [electrical] appliances chain stores, such as GuoMEI and SuNing other. Because of the wide coverage electric appliance supermarkets and wholesale capacity and operating flexibility, can be more directly to end-users, especially the pricing strategy is flexible, mobile phone sales channels into the new army. The fourth category is the operator, several major domestic telecommunications operators with great strength, the direct dialogue with the cell phone manufacturers, a large amount of the procurement in accordance with their needs, operator intervention of the traditional sales channels for mobile phones caused a great impact.
Following the 2001 to become the world's largest mobile phone market, China's mobile phone market growing concern about global manufacturers, has been monopolized by foreign brands in the Chinese market, a growing number of gradually increasing domestic brands. As mobile phone technology develops and matures, the market, the competition would be more and more cell phone manufacturers and the dealers concerned channels, the channels for the development of firms operating results can be decided.
As the mobile phone industry in the copy products, prices and sales have tended to homogenization, can be said to have played the perfection, become an uncompetitive advantage.. In this case, the characteristics of long-term decision-making channels of marketing competition have become the focus of competition among enterprises and the core. Channel strategy is a long-term strategy must be to take some time to establish a real distribution system. Therefore, the channel strategy is hidden from the initial to the final establishment of sight, it is difficult to be perceived competitors. Therefore, the distributor can provide more sustained advantage. It is precisely because of the product, pricing, marketing, increasing homogenization of recent years, enterprises have made great efforts for the marketing channels. Marketing channels to improve operating efficiency, we can make our products more widely and quickly transferred to the hands of the users. Marketing activities in the marketing channel is an important component part of the competitive edge not only in the technical lead, but more importantly is a powerful marketing channel.
Marketing channels in the course of which played an important role in the implementation of enterprise products circulation, serving consumer goods from manufacturers, which make up for the products, services, and the gap between users. Function normally, sale, purchase, transport, storage, financing, standardization, market risk and information processing.
Competition in the channel today, with no channel advantages in the development of noticeable limitations. INTECH has matured as a mobile phone company, in order to better explain the role of. business channels, the author combines the ideas INTECH mobile phone operators in the market, analyzes the domestic mobile phone manufacturers to fully utilize existing resources, do the planning and management of distribution channels. This paper is divided into five chapters to articulate their views. Chapter 1 introduces the domestic mobile phone industry development environment and distribution channels situation and the problems that exist.. Chapter II-IV is the highlight of this chapter, in this chapter the author mainly from mobile distribution channels think some of the features, described how the operation and management of domestic channels, and how to make reasonable arrangements for the layout design environment channel mode, "to a policy of location, channel model is competitive in the future development trend. Analysis of cell phones from channels, expounded on some key marketing channels; Chapter III focuses on the design and structure of the channel members how to- channel selection, evaluation; How cell phone distribution strategy to achieve the desired objectives; In the IV chapter, the author is the main channel management prone to the problem described in detail. Phone data collection and analysis of marketing effectiveness is emphasized that the sales data suggested that enterprises focus on scientific and standardized management. It can be said in the China market, cell phone industry is the fastest growing industry, with intense competition in the household appliance industry has been a few years, manufacturers and dealers are marketing channels constantly innovate and dynamic channel has given full play. Several people have imitated the model it has no advantage at all. Moreover, the market environment for dealers, stores, manufacturers and operators ready to take on such factors as changes in policy, it also brings uncertainty to the channel model variables. To highlight the strength of competition, in the channel, it is necessary to introduce new concepts. Focus on the uncertainty arising from the changes in the market environment, market trend analysis which will bring both opportunities and threats to the enterprise may adjust its own channel characteristics, seize new channel
In short, this paper analyzes the mobile marketing channel some of the management to aim at long-term, sustainable development of enterprises with a practical feasibility and effectiveness of the draw, wants to help the domestic cell phone manufacturers in competition with foreign brands, would use its trumps in the dominant position, the revitalization of the development of national industry.
本文以鹰泰数码集团手机事业为研究对象,应用一些市场营销理论,来研究手机市场分销渠道的规则和特点。首先,提出手机分销渠道在厂家竞争中的关键作用地位,技术和营销策略是两把利剑,而分销渠道却是营销策略中的剑锋。其次,本文通过手机产业的环境分析,结合鹰泰在手机分销渠道网络建设上的一些具体情况,对国内手机产业分销渠道建设和维护中的构成要素进行了较深入地分析。
Now the cell phone market, competition is extremely fierce star colorful advertisements omnipresent price war, are hidden behind the fact soon manufacturers strength. Mobile phone sales channels and operational capabilities of the cell phone market competition as the most important in today determine to a large extent the size of the cell phone market competitive edge. So there has long been "the channel offered the world", the channel has become the battle ground manufacturers soon.
Taking the domestic mobile phone market, the current distribution channels broadly divided into four categories : the first category is the traditional sales channels. This channel members usually Acting as agents of factory-level products, such as the buzzer domestic satellite telecommunications and Agricultural Sciences, communications, such as China Post Pu-tai. As familiar with the field of telecommunications, has experience in more mature markets, often the agent for a number of brand products can be said to be a main force in cell phone sales. The second category refers to the traditional IT distributors. Agents often have such a powerful nationwide sales channels, the channel has developed a system, such as Digital China、INGRAM international businesses are in this category. The third category is the recent rise of home [electrical] appliances chain stores, such as GuoMEI and SuNing other. Because of the wide coverage electric appliance supermarkets and wholesale capacity and operating flexibility, can be more directly to end-users, especially the pricing strategy is flexible, mobile phone sales channels into the new army. The fourth category is the operator, several major domestic telecommunications operators with great strength, the direct dialogue with the cell phone manufacturers, a large amount of the procurement in accordance with their needs, operator intervention of the traditional sales channels for mobile phones caused a great impact.
Following the 2001 to become the world's largest mobile phone market, China's mobile phone market growing concern about global manufacturers, has been monopolized by foreign brands in the Chinese market, a growing number of gradually increasing domestic brands. As mobile phone technology develops and matures, the market, the competition would be more and more cell phone manufacturers and the dealers concerned channels, the channels for the development of firms operating results can be decided.
As the mobile phone industry in the copy products, prices and sales have tended to homogenization, can be said to have played the perfection, become an uncompetitive advantage.. In this case, the characteristics of long-term decision-making channels of marketing competition have become the focus of competition among enterprises and the core. Channel strategy is a long-term strategy must be to take some time to establish a real distribution system. Therefore, the channel strategy is hidden from the initial to the final establishment of sight, it is difficult to be perceived competitors. Therefore, the distributor can provide more sustained advantage. It is precisely because of the product, pricing, marketing, increasing homogenization of recent years, enterprises have made great efforts for the marketing channels. Marketing channels to improve operating efficiency, we can make our products more widely and quickly transferred to the hands of the users. Marketing activities in the marketing channel is an important component part of the competitive edge not only in the technical lead, but more importantly is a powerful marketing channel.
Marketing channels in the course of which played an important role in the implementation of enterprise products circulation, serving consumer goods from manufacturers, which make up for the products, services, and the gap between users. Function normally, sale, purchase, transport, storage, financing, standardization, market risk and information processing.
Competition in the channel today, with no channel advantages in the development of noticeable limitations. INTECH has matured as a mobile phone company, in order to better explain the role of. business channels, the author combines the ideas INTECH mobile phone operators in the market, analyzes the domestic mobile phone manufacturers to fully utilize existing resources, do the planning and management of distribution channels. This paper is divided into five chapters to articulate their views. Chapter 1 introduces the domestic mobile phone industry development environment and distribution channels situation and the problems that exist.. Chapter II-IV is the highlight of this chapter, in this chapter the author mainly from mobile distribution channels think some of the features, described how the operation and management of domestic channels, and how to make reasonable arrangements for the layout design environment channel mode, "to a policy of location, channel model is competitive in the future development trend. Analysis of cell phones from channels, expounded on some key marketing channels; Chapter III focuses on the design and structure of the channel members how to- channel selection, evaluation; How cell phone distribution strategy to achieve the desired objectives; In the IV chapter, the author is the main channel management prone to the problem described in detail. Phone data collection and analysis of marketing effectiveness is emphasized that the sales data suggested that enterprises focus on scientific and standardized management. It can be said in the China market, cell phone industry is the fastest growing industry, with intense competition in the household appliance industry has been a few years, manufacturers and dealers are marketing channels constantly innovate and dynamic channel has given full play. Several people have imitated the model it has no advantage at all. Moreover, the market environment for dealers, stores, manufacturers and operators ready to take on such factors as changes in policy, it also brings uncertainty to the channel model variables. To highlight the strength of competition, in the channel, it is necessary to introduce new concepts. Focus on the uncertainty arising from the changes in the market environment, market trend analysis which will bring both opportunities and threats to the enterprise may adjust its own channel characteristics, seize new channel
In short, this paper analyzes the mobile marketing channel some of the management to aim at long-term, sustainable development of enterprises with a practical feasibility and effectiveness of the draw, wants to help the domestic cell phone manufacturers in competition with foreign brands, would use its trumps in the dominant position, the revitalization of the development of national industry.
引文
1.吕一林著,《营销渠道决策与管理》,首都经贸大学出版社,2002年3月第一版,P78-105、P134
2.菲利斯著,《销售技巧与渠道大解析》,上海远东出版社,2003年3月,P35-56、P76-97
3.张建设著,《中国手机发展现状及策略分析》,当代通信,2004年第五期,P20
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5.周莹玉 著,《营销渠道与客户关系的策划》,中国经济出版社 2003年1月第一版,P24-35、P55、P112-156
6.郭勇著,《产品分销与渠道策划》,中国时代经济出版社,2005年1月第一版,P267-295、P318
7.卢强著,《价格渠道》,经济管理出版社,2004年7月第一版,P53、P127-132
8.[美]罗森布罗著,李乃和等译,《营销渠道管理(原书第6版)》,机械工业出版社,2003年1月第一版,P45-78
9.[美]菲利德曼等著,何剑云等译,《创建销售渠道优势》,中国标准出版社,2003年1月第一版,P67-98
10.周文、包炎著,《至尊企业至尊营销-营销渠道》,世界知识出版社,2002年1月第一版,P269-283
11.熊超群著,《如何激活经销渠道》,企业管理出版社,2005年1月第一版,P35
12.让·皮埃尔;市场营销的变革,《中国禽业导刊》,2001年第19期,P12
13.何慕,蒋云飞;诊治渠道的病,《中国商贸》,2002年第3期,P9
14.于焱;浅析企业营销渠道网络建设,《科学学与科学技术管理》,2002年第3期,P17
15.丁轩,刘颐权;营销渠道策略创新打造我国企业跨国经营竞争优势,《商业研究》,2005年第7期,P26
16.李慎恒;分销渠道冲突管理技巧,《经济问题探索》,2006年第2期,P5
17.张建伟;探析分销渠道冲突管理技巧,《商场现代化》,2006年第8期,P25
18.杜建耀;渠道冲突的效应和企业的应对策略研究,《商场现代化》,2005年,第6期,P17
19.夏春玉;营销渠道的冲突与管理,《当代经济科学》,2005年第3期,P21
20.刘毅军,程鹏飞,刘虹;新的经济环境下企业营销渠道分析,《商业研究》,2003年第21期,P9
21.王颖,刘益;营销渠道冲突的认识与控制,《商业研究》,2005年第7期,P16、P67-8
22.Luuk P.A.Simens;Harry Bouwman;Designing a marketing channel mix,<>,Vol.5;No.4,2006,P23-56
23. W. Erno Kuiper; Matthew T. G. Meulenberg: Price leadership within a marketing channel: A cointegration study, 《International Journal of Research in Marketing》, Vol. 21; No. 2, 2006. P34-36
2.菲利斯著,《销售技巧与渠道大解析》,上海远东出版社,2003年3月,P35-56、P76-97
3.张建设著,《中国手机发展现状及策略分析》,当代通信,2004年第五期,P20
4.邹树彬著,《决胜销售渠道》深圳海天出版社2001年4月23日第一版,P45-56、P78-90
5.周莹玉 著,《营销渠道与客户关系的策划》,中国经济出版社 2003年1月第一版,P24-35、P55、P112-156
6.郭勇著,《产品分销与渠道策划》,中国时代经济出版社,2005年1月第一版,P267-295、P318
7.卢强著,《价格渠道》,经济管理出版社,2004年7月第一版,P53、P127-132
8.[美]罗森布罗著,李乃和等译,《营销渠道管理(原书第6版)》,机械工业出版社,2003年1月第一版,P45-78
9.[美]菲利德曼等著,何剑云等译,《创建销售渠道优势》,中国标准出版社,2003年1月第一版,P67-98
10.周文、包炎著,《至尊企业至尊营销-营销渠道》,世界知识出版社,2002年1月第一版,P269-283
11.熊超群著,《如何激活经销渠道》,企业管理出版社,2005年1月第一版,P35
12.让·皮埃尔;市场营销的变革,《中国禽业导刊》,2001年第19期,P12
13.何慕,蒋云飞;诊治渠道的病,《中国商贸》,2002年第3期,P9
14.于焱;浅析企业营销渠道网络建设,《科学学与科学技术管理》,2002年第3期,P17
15.丁轩,刘颐权;营销渠道策略创新打造我国企业跨国经营竞争优势,《商业研究》,2005年第7期,P26
16.李慎恒;分销渠道冲突管理技巧,《经济问题探索》,2006年第2期,P5
17.张建伟;探析分销渠道冲突管理技巧,《商场现代化》,2006年第8期,P25
18.杜建耀;渠道冲突的效应和企业的应对策略研究,《商场现代化》,2005年,第6期,P17
19.夏春玉;营销渠道的冲突与管理,《当代经济科学》,2005年第3期,P21
20.刘毅军,程鹏飞,刘虹;新的经济环境下企业营销渠道分析,《商业研究》,2003年第21期,P9
21.王颖,刘益;营销渠道冲突的认识与控制,《商业研究》,2005年第7期,P16、P67-8
22.Luuk P.A.Simens;Harry Bouwman;Designing a marketing channel mix,<
23. W. Erno Kuiper; Matthew T. G. Meulenberg: Price leadership within a marketing channel: A cointegration study, 《International Journal of Research in Marketing》, Vol. 21; No. 2, 2006. P34-36