太原XX电子有限公司的渠道管理研究
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摘要
企业渠道管理是企业市场营销的重要方面,对于企业的发展举足轻重。本文首先回顾了营销渠道的基本理论,其中主要介绍了分销渠道的类型(直接渠道和间接渠道)、层次、模式(M分销模式、W分销模式、R分销模式)、发展趋势及国内外研究动态,国内研究主要侧重于渠道的效益、渠道组织体系及渠道模式、渠道行为、渠道的新型关系、网络与渠道创新等方面,而国外研究主要侧重于渠道结构、渠道行为、渠道关系。
其次,总结了太原XX电子有限公司渠道管理的发展现状。该公司是在太原市工商局注册的一家股份制有限公司,主营联想全系列产品,文中对与渠道管理密切相关的三大体系:分销体系、专卖店体系、财务部门进行了分析。另外对该公司所涉及的山西主要地市(太原、大同、朔州、长治、阳泉等)的PC市场也做了市场分析,其中重点对公司渠道发展所经历的四个时期,即进入期、困惑期、发展期、阶段性成功期进行了研究。
再次,分析了对该公司的渠道管理体系、渠道管理考核与激励、渠道管理的冲突分析。其中渠道管理体系,包括渠道的培训与成员选择,例如成员选择方式、培训内容和培训方式等,以及对所存在的问题进行了探讨;在考核与激励方面本文重点研究了渠道考核办法、激励办法、考核与激励弊端;在冲突分析方面重点研究了区域内部冲突和区域外部冲突。
最后,基于上述渠道管理分析的基础,提出了太原XX电子有限公司渠道的具体管理对策与建议,例如优化渠道成员选择方法、解决渠道培训问题、完善渠道激励、减少渠道冲突、发展潜在渠道、建立渠道MIS等。
Enterprise channel management is an important aspect of marketing, crucial for the development of enterprises. This article first reviewed the basic theory of marketing channels, which introduces the types of distribution channels (direct channels and indirect channels), level, model (M distribution model, W distribution model, R distribution model), development trends and Research at home and abroad, domestic study focused on the effectiveness of channels, channel organization system and channel model, channel behavior, the new channels, networks and channels innovation, and foreign study focused primarily on channel structure, channel behavior, channel relationships .
Second, the summary of Taiyuan XX Electronics Co., Ltd., the development of channel management. The company is registered in the Trade and Industry Bureau in Taiyuan, a joint-stock Co., Ltd. a full range of Lenovo products and channels of the text is closely related to the three major management system: distribution systems, store systems, an analysis of the financial sector. In addition to the company involved in the major cities in Shanxi Province (Taiyuan, Datong, Shuozhou, Changzhi, Yangquan, etc.) of the PC market has also done a market analysis, which focused on the development of the company's channel through the four periods, namely, access to period, confused period, development period, period of initial success were studied.
Third, an analysis of the company's channel management system, channel management and incentive assessment, analysis of channel conflict management. Which the channel management system, including training and a member of channel choices, such as members of selection, training content and training methods, as well as the problems discussed; in respect of assessment and incentive aspects of the channels in this article focuses on the assessment methods, and incentives , assessment and incentive defects; in the conflict focused on the analysis of intra-regional conflict and external conflict in the region.
Finally, based on the above basis of an analysis of channel management and put forward Taiyuan XX Electronics Co., Ltd. channels specific management measures and recommendations, such as channel members to choose Optimization solutions to the issue of channel training, and improve channels of incentives to reduce channel conflict, the development of potential channels, the establishment of MIS and other channels.
其次,总结了太原XX电子有限公司渠道管理的发展现状。该公司是在太原市工商局注册的一家股份制有限公司,主营联想全系列产品,文中对与渠道管理密切相关的三大体系:分销体系、专卖店体系、财务部门进行了分析。另外对该公司所涉及的山西主要地市(太原、大同、朔州、长治、阳泉等)的PC市场也做了市场分析,其中重点对公司渠道发展所经历的四个时期,即进入期、困惑期、发展期、阶段性成功期进行了研究。
再次,分析了对该公司的渠道管理体系、渠道管理考核与激励、渠道管理的冲突分析。其中渠道管理体系,包括渠道的培训与成员选择,例如成员选择方式、培训内容和培训方式等,以及对所存在的问题进行了探讨;在考核与激励方面本文重点研究了渠道考核办法、激励办法、考核与激励弊端;在冲突分析方面重点研究了区域内部冲突和区域外部冲突。
最后,基于上述渠道管理分析的基础,提出了太原XX电子有限公司渠道的具体管理对策与建议,例如优化渠道成员选择方法、解决渠道培训问题、完善渠道激励、减少渠道冲突、发展潜在渠道、建立渠道MIS等。
Enterprise channel management is an important aspect of marketing, crucial for the development of enterprises. This article first reviewed the basic theory of marketing channels, which introduces the types of distribution channels (direct channels and indirect channels), level, model (M distribution model, W distribution model, R distribution model), development trends and Research at home and abroad, domestic study focused on the effectiveness of channels, channel organization system and channel model, channel behavior, the new channels, networks and channels innovation, and foreign study focused primarily on channel structure, channel behavior, channel relationships .
Second, the summary of Taiyuan XX Electronics Co., Ltd., the development of channel management. The company is registered in the Trade and Industry Bureau in Taiyuan, a joint-stock Co., Ltd. a full range of Lenovo products and channels of the text is closely related to the three major management system: distribution systems, store systems, an analysis of the financial sector. In addition to the company involved in the major cities in Shanxi Province (Taiyuan, Datong, Shuozhou, Changzhi, Yangquan, etc.) of the PC market has also done a market analysis, which focused on the development of the company's channel through the four periods, namely, access to period, confused period, development period, period of initial success were studied.
Third, an analysis of the company's channel management system, channel management and incentive assessment, analysis of channel conflict management. Which the channel management system, including training and a member of channel choices, such as members of selection, training content and training methods, as well as the problems discussed; in respect of assessment and incentive aspects of the channels in this article focuses on the assessment methods, and incentives , assessment and incentive defects; in the conflict focused on the analysis of intra-regional conflict and external conflict in the region.
Finally, based on the above basis of an analysis of channel management and put forward Taiyuan XX Electronics Co., Ltd. channels specific management measures and recommendations, such as channel members to choose Optimization solutions to the issue of channel training, and improve channels of incentives to reduce channel conflict, the development of potential channels, the establishment of MIS and other channels.
引文
[1]卢泰宏.解读中国营销[M].中国社会出版社.2004
[1]顾明.企业分销渠道建设与管理研究--以丝宝集团为例.苏州大学硕士学位论文.2007.03
[1]鲁怀坤.分销渠道控管模式策划.企业活力.2000.5
[1]STERN L w,EL-ANSARY A I.COUGHLAN A T.市场营销渠道(第五版)[M].北京:清华大学出版社,2001:168-201
[1]Allan J.Magrath and Kenneth G Hardy,A Strategic Paradigm for Predicting Manufacturer-Reseller Conflict.European Journal of Marketing,23.no.2(1989).pp.94-108.
[2]Douglas w.LaBahn and Katrin R.Harich.Sensitivity to National Business Culture:Effects on U.S.-Mexican Channel Relational Marketing.5ecember 1997).pp.29-51.
[3]Louis W.Stern Adell.El-Ansary.Anne T coughlan著市场营销渠道.北京:清华在学出版社.2001年5月.P67
[4][英]劳伦斯·G弗里德曼,蒂莫西·R.弗瑞著.何剑云,沈正宁译.创建销售渠道优势.中国标准出版社,科文(香港)出版有限公司.2000年.P106。
[5]Stern.L.W.&El-Ansary.Power Measurement in the Distribution Channel.Journal of Marketing Research,Vol.9(February 1972).pp.47
[1]杨珏,山西省发布2008年全省国民经济运行情况,山西日报,2009-02-07
[1]陈涛.国外营销渠道冲突及其管理研究综述[J].外国经济与管理,2003(8):39-41
[2]陈涛等.中国企业营销渠道冲突与管理战略研究[J].商业经济与管理,2004,(6)
[3]李飞.分销渠道管理[M].北京:清华大学出版社,2003.211
[1]吴小平.西方营销渠道理论综述[J].商业经济,2005,(1)
[1]张廷智.家电制造商VS零售商[J].销售与管理,2006.(5)
[1]《第19次中国互联网络发展状况统计报告》.http://www.cnnic.net.cn/
[1](美)菲利普.科特勒著洪瑞云,梁绍明译.《市场营销管理》.[M]中国人民大学出版社.2003.6
[2]周长浩.高科技产品的分销渠道策略.培训与研究[J].湖北教育学院学报.2002,2
[3]邓志海.《联想营销策略》[M].内蒙古人民出版社.2002.7
[4]美斯特恩,安瑟理,库格伦著赵平等译.《市场营销渠道》[M].清华大学出版社.2001
[5]刘铁明.《关系营销与传统营销观念》.税务与经济.1998.3
[6](美)斯蒂芬.P.罗宾斯(Stephen P.Robbins)马力.库尔特(Mary Coulter)著孙建敏,黄卫伟,王风彬译.《管理学》[M].中国人民大学出版社,2003.6
[7]李军亮.北京冠群联想公司的渠道管理[D].西安理工大学硕士学位论文.2003,6.
[8]阳巧雯.中小旅游企业分销渠道策略分析[J].经济论坛.2005,5
[9]SP/计算机产品与流通:《渠道管理》[J].企业管理出版社.2004
[10][美]伯特.罗森布罗姆.《营销渠道管理》(第六版)[M].机械工业出版社.2003
[11](德)阿诺尔特.魏斯曼著史世伟译.《市场营销战略》[M].华夏出版社.2001
[12]肖爽.营销渠道冲突管理分析.辽宁高职学报[J].2008,10
[13]尚阳.《销售渠道有效管理与创新》[M].北京大学音像出版社,2005.6
[14]张圣亮;陈曦.战略分销联盟改造家电企业三、四级分销渠道策略探讨[J].华东经济管理.2006,4
[15]王秀梅.X公司分销渠道策略和渠道管理研究[J].对外经济贸易大学学报.2006
[16]刘彦辉.多元技术扩散模型在产品分销渠道策略选择中的应用[J].重庆师范大学学报.2007
[17]胡娟.《销售渠道管理》[M].北京工业大学出版社.2004.
[18]冯丽云.《分销渠道管理》[M].经济管理出版社.2002.
[19]于洪涛.IT渠道管理发展研究[J].自然营销论坛.2002,12
[20]卢泰宏.解读中国营销[M].中国社会出版社.2004.
[21]王方华、奚俊芳,营销渠道[M].上海交通大学出版社.2005.
[22]韩顺平、徐波.渠道权力的来源、使用与渠道绩效[J].经济管理.2007.(2): 37-41.
[23]宿春礼主编.《营销渠道管理方法》[M].机械工业出版社.2004,4
[24]麦克纳等著,张勋等译.《人力资源管理简明教程》[M].中国人民大学出版社.2005,8
[25]杨毅宏等编.《人力资源管理全案》[M].电子工业出版社.2006,9
[26]吴宪和.分销渠道管理.上海财经大学出版社.2008
[27]吕一林等.营销网络战略[M].广东经济出版社.1998
[28]李政权.成就优势渠道[M].东方出版社.2005
[29]王振道.我国中小企业分销渠道管理研究[J].中国高新技术企业.2008.20
[30]卢泰宏.解读中国营销[M].中国社会科学出版社.2004
[31]陈涛,赵军.中国企业营销渠道冲突与管理战略研究[J].商业经济与管理,2004.6.4-}7
[32]刘彩霞.企业营销渠道创新的实证研究[J].内蒙古农业大学学报(社会科学版).2008.05
[33]Bert Rosenbloom.Marketing Channels-----A Management View.6~(th) ed.The Dryden Press,1999
[34]Sandy Jap.Marketing Channels Readings.Sloan School of Management at MIT,1999
[35]McCarth,perreault.Basic Marketing(eleventh edition).IRWIN.1996.203-223P
[36]Valaic.A.Zeithaml,Mary Jo Bitner.Services Marketing.MC Graw-Hill Inc.1996.327-372P
[37]Kent Eriksson} Anna L.Vaghult.Customer Relation,Purchasing Behavior and Relationship Substance in Professional Services.Industrial marketing management.Vol.29,-Issue.4,July 2000.341-403P.
[38]Allen J.Magrath and Kenneth G.Hardy.A Strategic Framework for Manufacturer Reseller Conflict.Marketing Science Institute Report No.88-101(Cambridge,MA:Marketing Science Institute,1988),PP-3.
[39]R.Pondy,Organizational Conflict:Concepts and Models.Administrative Science Quarterly 12,1967,pp.156
[1]顾明.企业分销渠道建设与管理研究--以丝宝集团为例.苏州大学硕士学位论文.2007.03
[1]鲁怀坤.分销渠道控管模式策划.企业活力.2000.5
[1]STERN L w,EL-ANSARY A I.COUGHLAN A T.市场营销渠道(第五版)[M].北京:清华大学出版社,2001:168-201
[1]Allan J.Magrath and Kenneth G Hardy,A Strategic Paradigm for Predicting Manufacturer-Reseller Conflict.European Journal of Marketing,23.no.2(1989).pp.94-108.
[2]Douglas w.LaBahn and Katrin R.Harich.Sensitivity to National Business Culture:Effects on U.S.-Mexican Channel Relational Marketing.5ecember 1997).pp.29-51.
[3]Louis W.Stern Adell.El-Ansary.Anne T coughlan著市场营销渠道.北京:清华在学出版社.2001年5月.P67
[4][英]劳伦斯·G弗里德曼,蒂莫西·R.弗瑞著.何剑云,沈正宁译.创建销售渠道优势.中国标准出版社,科文(香港)出版有限公司.2000年.P106。
[5]Stern.L.W.&El-Ansary.Power Measurement in the Distribution Channel.Journal of Marketing Research,Vol.9(February 1972).pp.47
[1]杨珏,山西省发布2008年全省国民经济运行情况,山西日报,2009-02-07
[1]陈涛.国外营销渠道冲突及其管理研究综述[J].外国经济与管理,2003(8):39-41
[2]陈涛等.中国企业营销渠道冲突与管理战略研究[J].商业经济与管理,2004,(6)
[3]李飞.分销渠道管理[M].北京:清华大学出版社,2003.211
[1]吴小平.西方营销渠道理论综述[J].商业经济,2005,(1)
[1]张廷智.家电制造商VS零售商[J].销售与管理,2006.(5)
[1]《第19次中国互联网络发展状况统计报告》.http://www.cnnic.net.cn/
[1](美)菲利普.科特勒著洪瑞云,梁绍明译.《市场营销管理》.[M]中国人民大学出版社.2003.6
[2]周长浩.高科技产品的分销渠道策略.培训与研究[J].湖北教育学院学报.2002,2
[3]邓志海.《联想营销策略》[M].内蒙古人民出版社.2002.7
[4]美斯特恩,安瑟理,库格伦著赵平等译.《市场营销渠道》[M].清华大学出版社.2001
[5]刘铁明.《关系营销与传统营销观念》.税务与经济.1998.3
[6](美)斯蒂芬.P.罗宾斯(Stephen P.Robbins)马力.库尔特(Mary Coulter)著孙建敏,黄卫伟,王风彬译.《管理学》[M].中国人民大学出版社,2003.6
[7]李军亮.北京冠群联想公司的渠道管理[D].西安理工大学硕士学位论文.2003,6.
[8]阳巧雯.中小旅游企业分销渠道策略分析[J].经济论坛.2005,5
[9]SP/计算机产品与流通:《渠道管理》[J].企业管理出版社.2004
[10][美]伯特.罗森布罗姆.《营销渠道管理》(第六版)[M].机械工业出版社.2003
[11](德)阿诺尔特.魏斯曼著史世伟译.《市场营销战略》[M].华夏出版社.2001
[12]肖爽.营销渠道冲突管理分析.辽宁高职学报[J].2008,10
[13]尚阳.《销售渠道有效管理与创新》[M].北京大学音像出版社,2005.6
[14]张圣亮;陈曦.战略分销联盟改造家电企业三、四级分销渠道策略探讨[J].华东经济管理.2006,4
[15]王秀梅.X公司分销渠道策略和渠道管理研究[J].对外经济贸易大学学报.2006
[16]刘彦辉.多元技术扩散模型在产品分销渠道策略选择中的应用[J].重庆师范大学学报.2007
[17]胡娟.《销售渠道管理》[M].北京工业大学出版社.2004.
[18]冯丽云.《分销渠道管理》[M].经济管理出版社.2002.
[19]于洪涛.IT渠道管理发展研究[J].自然营销论坛.2002,12
[20]卢泰宏.解读中国营销[M].中国社会出版社.2004.
[21]王方华、奚俊芳,营销渠道[M].上海交通大学出版社.2005.
[22]韩顺平、徐波.渠道权力的来源、使用与渠道绩效[J].经济管理.2007.(2): 37-41.
[23]宿春礼主编.《营销渠道管理方法》[M].机械工业出版社.2004,4
[24]麦克纳等著,张勋等译.《人力资源管理简明教程》[M].中国人民大学出版社.2005,8
[25]杨毅宏等编.《人力资源管理全案》[M].电子工业出版社.2006,9
[26]吴宪和.分销渠道管理.上海财经大学出版社.2008
[27]吕一林等.营销网络战略[M].广东经济出版社.1998
[28]李政权.成就优势渠道[M].东方出版社.2005
[29]王振道.我国中小企业分销渠道管理研究[J].中国高新技术企业.2008.20
[30]卢泰宏.解读中国营销[M].中国社会科学出版社.2004
[31]陈涛,赵军.中国企业营销渠道冲突与管理战略研究[J].商业经济与管理,2004.6.4-}7
[32]刘彩霞.企业营销渠道创新的实证研究[J].内蒙古农业大学学报(社会科学版).2008.05
[33]Bert Rosenbloom.Marketing Channels-----A Management View.6~(th) ed.The Dryden Press,1999
[34]Sandy Jap.Marketing Channels Readings.Sloan School of Management at MIT,1999
[35]McCarth,perreault.Basic Marketing(eleventh edition).IRWIN.1996.203-223P
[36]Valaic.A.Zeithaml,Mary Jo Bitner.Services Marketing.MC Graw-Hill Inc.1996.327-372P
[37]Kent Eriksson} Anna L.Vaghult.Customer Relation,Purchasing Behavior and Relationship Substance in Professional Services.Industrial marketing management.Vol.29,-Issue.4,July 2000.341-403P.
[38]Allen J.Magrath and Kenneth G.Hardy.A Strategic Framework for Manufacturer Reseller Conflict.Marketing Science Institute Report No.88-101(Cambridge,MA:Marketing Science Institute,1988),PP-3.
[39]R.Pondy,Organizational Conflict:Concepts and Models.Administrative Science Quarterly 12,1967,pp.156