FLP照明公司批发渠道的建设和维护
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摘要
民用照明产品中的灯管、灯泡、节能灯和电感镇流器占有民用照明产品高达75％的销售份额，具有典型的低值易耗快速流通的特性，其批发渠道一直是每一个民用照明产品制造商首选和最为关注的销售渠道。而经营这些产品的厂家和商家在产品的成熟阶段无一不可避免的遇到跨区和低价销售，即“窜货”的困扰。其结果是由于批发渠道的失控，导致经销商利润空间没有保证而失去继续销售的动力；对厂家而言，由于没有规范的渠道网络，没有稳固的有忠诚度的经销商群体，合作伙伴的流失以致陷入难以持续发展的瓶颈。因此，对代理制中批发渠道的构建和维护，从而规范、稳固和继续扩大销售网络，遏制“窜货”出现，成为所有快速流通消费品操作者的首要解决课题。FLP公司作为照明行业的领导品牌，在中国快速发展了十年以后，就面临着因为窜货带来的销售业绩的停滞不前，员工士气下降和经销商的抱怨等一系列问题。本文根据FLP照明公司在中国照明市场的销售状况，分析造成窜货的各种原因，围绕着如何杜绝窜货，提高销售业绩和提升公司员工和经销商的信心为中心，以营销学，渠道管理等理论为指导，结合自己工作中的亲身经历和经验，提出在FLP照明公司批发渠道中的改革举措，构建新的分销网络和维护模式，以实现持续提高产品销售量，保证经销商利润回报，取得厂商双赢的结果。
Among trade lighting products, 75% sales share comes from tube, bulb, energy saving lamp and magnetic ballast, which have the typical characteristics of low cost and quick circulation. The wholesale channel is always the most important and preferred sales way for each manufacturer of trade lighting products. During the mature phase of quick circulation products to the market, the key annoyance for each manufacturer and dealer is CROSS SALE. Cross sales brings the out of control of wholesale channel. As a result, dealers are frustrated by profit loss and their sales motivation drops as well. At the same time, manufacturers will face bottleneck of continuous development caused by nonstandard channel network, unstable and faithless dealers and losing partners. Thereby, the key issue for quick circulation products manufacturers and dealers to face and solve is how to set up and maintain the wholesale channel so that sales network can be expanded stably and continuously, on the other hand, cross sale can be prevented.
FLP lighting company, as the leader in the trade lighting market, is facing a serious problem, such as turnover stagnant, sales people demoralized and dealers' complaints.
In this paper, FLP lighting company was taken as object to analyze the possible reasons of cross sales according to the turnover status in the past ten years and the current situation. Around the central problem regarding to how to avoid cross sales, develop turnover and invigorate sales people and dealers, this paper raised some practical measures on the reform of wholesale channels and maintenance, which is under the guide of some related theories, such as marketing, management of sales channels, etc. Aiming is to find the solution way to avoid cross sales, continuously develop turnover and ensure the win-win result between manufacturers and dealers.
Among trade lighting products, 75% sales share comes from tube, bulb, energy saving lamp and magnetic ballast, which have the typical characteristics of low cost and quick circulation. The wholesale channel is always the most important and preferred sales way for each manufacturer of trade lighting products. During the mature phase of quick circulation products to the market, the key annoyance for each manufacturer and dealer is CROSS SALE. Cross sales brings the out of control of wholesale channel. As a result, dealers are frustrated by profit loss and their sales motivation drops as well. At the same time, manufacturers will face bottleneck of continuous development caused by nonstandard channel network, unstable and faithless dealers and losing partners. Thereby, the key issue for quick circulation products manufacturers and dealers to face and solve is how to set up and maintain the wholesale channel so that sales network can be expanded stably and continuously, on the other hand, cross sale can be prevented.
FLP lighting company, as the leader in the trade lighting market, is facing a serious problem, such as turnover stagnant, sales people demoralized and dealers' complaints.
In this paper, FLP lighting company was taken as object to analyze the possible reasons of cross sales according to the turnover status in the past ten years and the current situation. Around the central problem regarding to how to avoid cross sales, develop turnover and invigorate sales people and dealers, this paper raised some practical measures on the reform of wholesale channels and maintenance, which is under the guide of some related theories, such as marketing, management of sales channels, etc. Aiming is to find the solution way to avoid cross sales, continuously develop turnover and ensure the win-win result between manufacturers and dealers.
引文
1．[美]菲利普·科特勒．营销管理．第1版．上海：上海人民出版社，2002．10
2．黄坤．区域经理实战手册．北京：企业管理出版社，2000．03
3．[美]尼尔·雷克汉姆／约翰·R·德文森蒂斯．销售的革命．第1版．北京：电子工业出版社，2002．07
4．庄涛，刘伟．MBA自学通．北京：中国华侨出版社，2003．02
5．罗锐韧，曾繁正．市场营销管理．北京：红旗出版社，1997．10
6．刘厚俊．现代西方经济学原理．南京：南京大学出版社，2002．01
7．黎孝先．国际贸易事务．北京：对外经济贸易大学出版社，2001．06
8．吴晓波，胡宏伟．非常营销．宁波：浙江人民出版社，2002．09
9．孙健．海尔的营销策略．北京：企业管理出版社，2002．02
10．颜建军，胡泳．海尔中国造．海南：海南出版社，2001．09
11．吴晓波．大败局．宁波：浙江人民出版社，2001．09
12．卢泰宏．营销在中国．广州：广州出版社，2001．07
13．[美]Jack Welch，JohnA．Byrne．Jack：Straight from the Gut．北京：中信出版社，2001．10
14．[美]Machael Dell．derect from dell．上海：上海远东出版社，2001．01
15．[美]Stephen R．Covey．The 7 Habits of highly effective people．北京：中国青年出版社，2003．01
16．[美]Spencer Johnson．who moved my cheese?．北京：中信出版社，2001．10
17．侯忠义．渠道危机．第1版．北京：中国纺织出版社，2004．11
18．刘彦，姜延华，黄忠贤．经销商企业化的管理．销售与市场．2006(4)：47-49
19．石丹．优化管理之道．商学院．2006(10)：86-87
20．龚先进．象“病毒”一样的开展渠道扩张．销售与市场．2006(9)：14
21．程烈．区域经理如何抓典型．世界经理人报．2006(6)：34-35
22．赵永彬，刘卫华．反思经销商的有限忠诚．2006(10)：16-17
23．康路．如何管理商业周期．商学院．2006(10)：84-85
24．韩志峰．区域市场四阶段实战攻略．销售与市场．2006(9)：40-42
25．莫海燕，赵平．提升销售效力的三种方法．商学院．2006(10)：60-62
26．薛军．发现高增长的基因．企业管理．2006(10)：28-29
27．郭巍．完美销售的七个因子．当代经理人．2006(11)：84-85
28．刘新华．渠道控制五“力”．销售与市场．2006(6)：20-21
29．包政．营销大区的定位．销售与市场．2006(4)：14-15
30．黄鸣．“整治”经销商的十大招数．理财．2006(11)：67-68
31．杨力．打击窜货的“七种武器”．全球品牌网．2006
32．李光斗．窜货的危害及对策．全球品牌网．2006
33．王文涛．如何建立与控制你的营销渠道．无忧论文网．2003
34．崔自三，闫治民．区域市场如何才能首战必胜．中国营销传播网．2006
35．刘韵华．企业渠道管理思路．睿商在线．2006
36．韩军．经销商整合要注意解决的冲突．上海市场营销网．2006
37．律德启．怎样拴住经销商的“心”．睿商在线．2006
38．汪德宏．品牌与渠道管理．畅想网．2006
39．沈坤．逆向定价解决渠道窜货．全球品牌网．2006
40．孙洪杰，毛鹏．如何应对客户跨区域采购诱发的窜货困局．博锐管理在线．2006
41．律德启．经销商窜货的管理与控制．福建商机网．2006
42．倪旭康，黄君发，何坊，卜凡，郭巍，区域经理的窜货烦恼．中国OTC营网．2006
43．王荣耀．如何合理设置一批商与二批商之间的利润空间．十雨期刊网．2004
44．陈志怀，陈秋红，周发明．如何平息内忧外患：渠道窜货之解．致信网．2005
45．朱怀瑞．厂家之渠道决策——如何抵制窜货．中国管理传播网．2005
46．余大胜．防止窜货的制度安排．中华企业管理网．2006
2．黄坤．区域经理实战手册．北京：企业管理出版社，2000．03
3．[美]尼尔·雷克汉姆／约翰·R·德文森蒂斯．销售的革命．第1版．北京：电子工业出版社，2002．07
4．庄涛，刘伟．MBA自学通．北京：中国华侨出版社，2003．02
5．罗锐韧，曾繁正．市场营销管理．北京：红旗出版社，1997．10
6．刘厚俊．现代西方经济学原理．南京：南京大学出版社，2002．01
7．黎孝先．国际贸易事务．北京：对外经济贸易大学出版社，2001．06
8．吴晓波，胡宏伟．非常营销．宁波：浙江人民出版社，2002．09
9．孙健．海尔的营销策略．北京：企业管理出版社，2002．02
10．颜建军，胡泳．海尔中国造．海南：海南出版社，2001．09
11．吴晓波．大败局．宁波：浙江人民出版社，2001．09
12．卢泰宏．营销在中国．广州：广州出版社，2001．07
13．[美]Jack Welch，JohnA．Byrne．Jack：Straight from the Gut．北京：中信出版社，2001．10
14．[美]Machael Dell．derect from dell．上海：上海远东出版社，2001．01
15．[美]Stephen R．Covey．The 7 Habits of highly effective people．北京：中国青年出版社，2003．01
16．[美]Spencer Johnson．who moved my cheese?．北京：中信出版社，2001．10
17．侯忠义．渠道危机．第1版．北京：中国纺织出版社，2004．11
18．刘彦，姜延华，黄忠贤．经销商企业化的管理．销售与市场．2006(4)：47-49
19．石丹．优化管理之道．商学院．2006(10)：86-87
20．龚先进．象“病毒”一样的开展渠道扩张．销售与市场．2006(9)：14
21．程烈．区域经理如何抓典型．世界经理人报．2006(6)：34-35
22．赵永彬，刘卫华．反思经销商的有限忠诚．2006(10)：16-17
23．康路．如何管理商业周期．商学院．2006(10)：84-85
24．韩志峰．区域市场四阶段实战攻略．销售与市场．2006(9)：40-42
25．莫海燕，赵平．提升销售效力的三种方法．商学院．2006(10)：60-62
26．薛军．发现高增长的基因．企业管理．2006(10)：28-29
27．郭巍．完美销售的七个因子．当代经理人．2006(11)：84-85
28．刘新华．渠道控制五“力”．销售与市场．2006(6)：20-21
29．包政．营销大区的定位．销售与市场．2006(4)：14-15
30．黄鸣．“整治”经销商的十大招数．理财．2006(11)：67-68
31．杨力．打击窜货的“七种武器”．全球品牌网．2006
32．李光斗．窜货的危害及对策．全球品牌网．2006
33．王文涛．如何建立与控制你的营销渠道．无忧论文网．2003
34．崔自三，闫治民．区域市场如何才能首战必胜．中国营销传播网．2006
35．刘韵华．企业渠道管理思路．睿商在线．2006
36．韩军．经销商整合要注意解决的冲突．上海市场营销网．2006
37．律德启．怎样拴住经销商的“心”．睿商在线．2006
38．汪德宏．品牌与渠道管理．畅想网．2006
39．沈坤．逆向定价解决渠道窜货．全球品牌网．2006
40．孙洪杰，毛鹏．如何应对客户跨区域采购诱发的窜货困局．博锐管理在线．2006
41．律德启．经销商窜货的管理与控制．福建商机网．2006
42．倪旭康，黄君发，何坊，卜凡，郭巍，区域经理的窜货烦恼．中国OTC营网．2006
43．王荣耀．如何合理设置一批商与二批商之间的利润空间．十雨期刊网．2004
44．陈志怀，陈秋红，周发明．如何平息内忧外患：渠道窜货之解．致信网．2005
45．朱怀瑞．厂家之渠道决策——如何抵制窜货．中国管理传播网．2005
46．余大胜．防止窜货的制度安排．中华企业管理网．2006