区域型（省级）手机代理公司（PD）的市场营销策略
摘要
近年来,国内手机分销市场竞争激烈,手机销售渠道和销售格局纷繁复杂。曾经处于市场主导分销地位的全国总代理商(ND)已经风光不再,取而代之的是零售连锁的异军突出。过去手机生产企业多是直供零售系统与代理制并存,随着大规模的连锁销售企业崛起、新兴分销渠道出现以及运营商定制手机参与,使得手机分销渠道不断变化并向市场纵深发展,呈现多种模式相互融合的局面。传统的金字塔型手机渠道模式因为其自身的局限性已经不能满足市场竞争的需要,渠道扁平化和多元化变革成为趋势。在众多的渠道角色中,区域型(省级)手机代理商(PD)有着专业化程度高的特点,有无法被其他分销模式所替代的自身优势。如何提高PD的竞争力和专业化水平,使其在市场竞争中能够不被淘汰是PD企业现在所面临的主要问题。本文结合所学的战略管理理论、市场营销理论、战略规划管理体系等相关内容,分析并论述了区域型(省级)手机代理公司(PD)建立市场营销策略的必要性,重点对发展战略规划及其依据的理论、实施的意义等进行了研究。在此基础上,运用市场营销学理论,借助SWOT科学分析方法,从而建立有针对性的市场营销策略。本论文的另外一个目的是通过组织论文来检验学习效果,提高笔者自身理论和实践相结合的能力,并希望能为类似企业的决策者提供一定的建议及思路。
In the last few years, with the fierce competition of inland mobile phone distribution, the distribution channel and sells pattern has become complicated. The general representative business which once placed a leading part has become less predominant. Instead, retailing terminals are becoming more important. At one time, direct selling by the mobile phone companies ever co-existed with representative. Many aspects including growing chain selling business, emergency of new distribution channels and ordering manufacture by representatives are interplaying to lead multiple business modes coexistent. The traditional way of sales is not longer fit for the present-day market due to the limit of its own. However, the regional PD can not be taken place because of its professionalism. It is key that the original representative companies have to face such challenges and have to think how to raise their capability and business level. In this thesis, the necessity for regional representative companies of mobile phone to construct new marketing strategies is analyzed and discussed according to a series theory framework concerning such as strategy management, selling management, strategy analysis and programming management. The development strategy and programming, the based theory framework and practice are especially mainly studied. A new selling strategy is proposed according to marketing business theory and SWOT analysis tool. The representatives are highly specialized which can not be replaced by other business channels, their values will be maximized. Another purpose of this thesis is to test the integrity between learning and practice, to provide some new ideas for other similar companies.
In the last few years, with the fierce competition of inland mobile phone distribution, the distribution channel and sells pattern has become complicated. The general representative business which once placed a leading part has become less predominant. Instead, retailing terminals are becoming more important. At one time, direct selling by the mobile phone companies ever co-existed with representative. Many aspects including growing chain selling business, emergency of new distribution channels and ordering manufacture by representatives are interplaying to lead multiple business modes coexistent. The traditional way of sales is not longer fit for the present-day market due to the limit of its own. However, the regional PD can not be taken place because of its professionalism. It is key that the original representative companies have to face such challenges and have to think how to raise their capability and business level. In this thesis, the necessity for regional representative companies of mobile phone to construct new marketing strategies is analyzed and discussed according to a series theory framework concerning such as strategy management, selling management, strategy analysis and programming management. The development strategy and programming, the based theory framework and practice are especially mainly studied. A new selling strategy is proposed according to marketing business theory and SWOT analysis tool. The representatives are highly specialized which can not be replaced by other business channels, their values will be maximized. Another purpose of this thesis is to test the integrity between learning and practice, to provide some new ideas for other similar companies.
引文
[1]金永生,《市场营销管理》,机械工业出版社,2003年9月.
[2]刘永炬,《渠道》,中国工人出版社,2003年8月.
[3]刘永炬,《推广》,中国工人出版社,2003年8月.
[4]王铁男,《企业战略管理》,哈尔滨工业大学出版社,2005年1月,121-134.
[5]王超,《零售学》,中国对外经济贸易出版社,1998年12月,178-182.
[6]蓝海林,企业战略类型,企业管理,1999年11月,148-152.
[7]中国信息产业部:www.mii.gov.cn
[8]李军,赵哗,试论我国手机制造业的发展、竞争与管制,移动通信,2004年第1期,55-58.
[9]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13期,32-34.
[10]朱建荣,浅析制造商分销渠道模式演变的趋势,商业研究1999年第6期,58-61.
[11]贺燕春,张志海,营销渠道结构演变的理性分析,2002年9月,52-56.
[12]董一剑,解读分销时代,中国商贸,2001年第1期,88-89.
[13]陈涛,国外营销渠道冲突及其管理研究综述,外国经济与管理,2003年8月,112-115.
[14]中国信息产业部:www.mii.gov.cn
[15]中国营销传播网:www.emkt.com.cn
[16]邱莉红,对营销渠道绩效评估的探讨,中外管理导报,2002年第3期,11.
[17]王自勤,工业品分销渠道冲突与协调,商业经济管理,2000年5月,18-21.
[18]刘字伟,营销渠道理论发展及其重心演变,审计与经济研究,2000年9月
[19]郑吉昌,基于知识经济的企业经营方式与营销渠道的变革,商业研究,2003年10月,16-17
[20]杨政,营销渠道成员行为的整合模型,南开管理评论,2000年第4期,24-25.
[21]欧阳洁,李刚,中国移动通信服务行业的竞争发展及其战略调整,管理世界,2003年第2期,46-48.
[2]刘永炬,《渠道》,中国工人出版社,2003年8月.
[3]刘永炬,《推广》,中国工人出版社,2003年8月.
[4]王铁男,《企业战略管理》,哈尔滨工业大学出版社,2005年1月,121-134.
[5]王超,《零售学》,中国对外经济贸易出版社,1998年12月,178-182.
[6]蓝海林,企业战略类型,企业管理,1999年11月,148-152.
[7]中国信息产业部:www.mii.gov.cn
[8]李军,赵哗,试论我国手机制造业的发展、竞争与管制,移动通信,2004年第1期,55-58.
[9]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13期,32-34.
[10]朱建荣,浅析制造商分销渠道模式演变的趋势,商业研究1999年第6期,58-61.
[11]贺燕春,张志海,营销渠道结构演变的理性分析,2002年9月,52-56.
[12]董一剑,解读分销时代,中国商贸,2001年第1期,88-89.
[13]陈涛,国外营销渠道冲突及其管理研究综述,外国经济与管理,2003年8月,112-115.
[14]中国信息产业部:www.mii.gov.cn
[15]中国营销传播网:www.emkt.com.cn
[16]邱莉红,对营销渠道绩效评估的探讨,中外管理导报,2002年第3期,11.
[17]王自勤,工业品分销渠道冲突与协调,商业经济管理,2000年5月,18-21.
[18]刘字伟,营销渠道理论发展及其重心演变,审计与经济研究,2000年9月
[19]郑吉昌,基于知识经济的企业经营方式与营销渠道的变革,商业研究,2003年10月,16-17
[20]杨政,营销渠道成员行为的整合模型,南开管理评论,2000年第4期,24-25.
[21]欧阳洁,李刚,中国移动通信服务行业的竞争发展及其战略调整,管理世界,2003年第2期,46-48.