發(fā)布時間：2017-12-27 23:23

  本文關鍵詞：QA公司魯東市場的渠道管理優(yōu)化研究　出處：《吉林大學》2017年碩士論文　論文類型：學位論文

  更多相關文章： 渠道優(yōu)化管理 經銷商管理 渠道沖突 渠道控制

【摘要】：隨著我國經濟從以前的高速發(fā)展逐步放緩,整體消費市場規(guī)模的發(fā)展需要不再像以前一樣的迅猛,市場的購買力相應變弱。QA公司所處的快消品行業(yè)同樣如此,該公司是一家總部位于意大利的跨國公司,是世界領先的糖果制造商。從1994年開始進入中國,由于產品力的優(yōu)秀和快速發(fā)展的市場環(huán)境,得到了快速的發(fā)展。魯東市場同樣如此。2013年之前良好的銷售業(yè)績快速成長使該公司忽視了渠道管理的改進,渠道管理的模式一直沒有隨環(huán)境的變化進行革新。這一切由于經濟環(huán)境的改變,銷量不能持續(xù)增長而暴露出許多問題。本篇論文通過分析魯東市場的市場現狀和管理方面的問題,以及造成目前問題的成因,通過理論和實際結合的方法,提出對魯東市場渠道管理優(yōu)化的辦法和實施步驟。論文共分為6大部分:1.緒論,講述了選題的背景和意義。對國內外的渠道管理研究進行了闡述。說明了本文的主要研究內容和研究方法。2.介紹了相關理論。介紹了目前渠道管理中主要的三個基本理論。即營銷渠道管理,渠道控制的理論和控制方法和經銷商管理理論和加強經銷商管理的三種方法。為魯東市場的渠道優(yōu)化管理的改變給出理論基礎。3.魯東市場的渠道管理的現狀分析。第一部分主要陳述了QA公司的發(fā)展歷史和魯東市場的概況:內容包括該公司的在魯東市場發(fā)展和成長到銷量碰到瓶頸的基本情況。第二部分講述了渠道構成:基本的銷售渠道介紹:經銷商,批發(fā)渠道,協(xié)分渠道,直營渠道和KA渠道。第三部分:說明分銷模式和在售產品情況。三種模式為:電商模式,經銷商模式和直供模式。售賣產品的狀況:四個基本品牌和包裝形式和產品價格帶分布。第四部分指出魯東市場渠道管理存在的問題:價格體系的不穩(wěn)定,渠道沖突嚴重,經銷商管理滯后和渠道控制下降。第五部分:分析造成這四個問題的原因。4.分析了魯東的市場環(huán)境的各個要素。共分析了4個要素,分別是:產業(yè)環(huán)境,市場分析,各品牌的生命周期和QA公司的內部資源狀況。產業(yè)環(huán)境主要分析競爭者,替代品,潛在進入者,供應者和購買者的情況。市場分析就要對市場集中度,市場情況和渠道成員進行分析,各品牌的生命周期對于QA公司4個品牌進行進入期,成長期,成熟期和衰退期進行了說明。QA公司的內部分析包括QA公司的組織架構和資源投入。5.結合面對的市場環(huán)境和渠道管理的現狀,提出了渠道優(yōu)化管理的4個方面:首先是價格的理順,指重新調整各渠道的加價率:其次渠道沖突的化解,指區(qū)分線上和線下商品,保證資源的準確投入和打擊流貨,再次加強渠道的控制:指加強直營渠道的策劃和執(zhí)行力,提高KA的規(guī)劃能力,加強批發(fā)渠道的投資維持和鞏固協(xié)分商渠道。最后是提高經銷商的管理水平,主要從經銷商的分級管理,經銷商的管理標準化和經銷商的培訓三個方面展開論述。6.渠道優(yōu)化管理措施的保障。分為4個部分展開描述:定義渠道成員的作用和角色,穩(wěn)定銷售團隊,提供準確的銷售數據和保證資源合理投放。
[Abstract]:As China's economy has been slowing down from the previous rapid development, the development of the scale of the overall consumption market needs no longer as fast as before, and the purchasing power of the market has weakened correspondingly. The same is true of the fast food industry in QA, a multinational company based in Italy and a leading confectioner in the world. From 1994 to China, because of the excellent product force and rapid development of the market environment, the rapid development of the market. The same is true in the rurdong market. The rapid growth of good sales results before 2013 made the company neglect the improvement of channel management, and the mode of channel management has not changed with the change of environment. All these problems have been exposed because of the change in the economic environment and the unsustainable growth of sales. This paper analyzes the market status and management problems of Lu Dong market, and the causes of the current problems, and puts forward the ways and implementation steps for optimizing the channel management in Shandong market by combining theory with practice. The thesis is divided into 6 parts: the 1. introduction, which tells the background and significance of the topic. The research on channel management at home and abroad is expounded. The main contents and research methods of this paper are explained. 2. the relevant theories are introduced. The main three basic theories of channel management are introduced. It is the marketing channel management, the theory and control method of channel control, the theory of dealer management and the three ways to strengthen the dealer management. The theoretical basis is given for the change of channel optimization management in the Shandong market. 3. analysis of the current situation of channel management in Shandong East market. The first part mainly describes the development history of QA and the general situation of Shandong East Market: the basic situation of the company's development and growth in the eastern Shandong market and its sales bottlenecks. The second part describes the composition of the channel: the basic sales channel introduction: distributors, wholesale channels, CO distribution channels, direct channels and KA channels. The third part: explain the distribution model and the situation in the sale of products. The three models are e-commerce model, dealer model and direct supply mode. Sale of products: four basic brands and packaging forms and product price belt distribution. The fourth part points out the problems of the market channel management in Shandong Province: the instability of the price system, the serious channel conflict, the lag of dealer management and the decline of channel control. The fifth part: analysis of the causes of the four problems. 4. analysis of the various elements of the market environment in Shandong Province. A total of 4 factors are analyzed: the industrial environment, market analysis, the life cycle of each brand and the internal resources of QA company. The industrial environment mainly analyzes the situation of competitors, alternatives, potential entrants, suppliers and buyers. Market analysis is to analyze the market concentration, market situation and channel members. The life cycle of each brand is explained for the entry period, growth period, maturity and recession period of 4 brands of QA company. The internal analysis of QA company includes the organizational structure and resource input of QA company. Combined with the status of the 5. face of the market environment and channel management, put forward 4 aspects: the first is to optimize the channel management price rationalize, refers to the re adjustment of each channel increase rate: to resolve the second channel conflict, refers to the area of online and offline merchandise, to ensure accurate input and combat flow of goods resources, strengthen again control channel: refers to strengthen the direct channel planning and execution, planning capacity KA, strengthen the wholesale channel investment to maintain and consolidate the CO channel. The last is to improve the management level of dealers, mainly from the distributor's classification management, dealer management standardization and dealer training in three aspects. 6. channels to optimize the management measures. It is divided into 4 parts: to define the role and role of the channel members, to stabilize the sales team, to provide accurate sales data and to ensure the rational delivery of the resources.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F274;F416.82

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