本文選題：營銷　切入點：分銷渠道　出處：《北京交通大學(xué)》2017年碩士論文

【摘要】：分銷是連接制造商和消費者的紐帶,是保證產(chǎn)品能夠進(jìn)入市場的重要環(huán)節(jié)。分銷過程包含多個環(huán)節(jié),售前的產(chǎn)品銷售授權(quán)獲取、產(chǎn)品倉儲和維護(hù)管理、商品在本區(qū)域內(nèi)的宣傳,售中的商品訂單處理,客戶信用的分級審核和管理,售后的賬款回收、售后服務(wù),以及全程的物流保障。雖然分銷是連接制造商和消費者的紐帶,但在分銷過程中其核心是通過物流、財務(wù)、服務(wù)方面的優(yōu)勢對產(chǎn)品的增值。因此,面對日趨激烈的競爭,想要在眾多制造商中脫穎而出,必須在分銷的關(guān)鍵因素物流、資金、分銷商方面提升競爭力。M公司在電氣自動化市場上具有傳統(tǒng)優(yōu)勢,但是隨著國內(nèi)本土企業(yè)近年來在電氣制造和自動化管理方面人才和技術(shù)的高速發(fā)展,行業(yè)中各公司的位置正發(fā)生著變化。像M公司這樣的傳統(tǒng)型企業(yè)的優(yōu)勢已不再明顯而劣勢正逐漸顯現(xiàn),本土新興公司由于技術(shù)手段和管理方式新穎正迅速的分割著電氣制造和自動化市場的蛋糕。因此,對于以M公司為代表的傳統(tǒng)企業(yè)必須變革管理思路和方式,提升技術(shù)水平,探索出新的適應(yīng)市場需求的發(fā)展戰(zhàn)略。本文以M公司能效產(chǎn)品分銷渠道發(fā)展為背景,著重從分銷渠道的結(jié)構(gòu),定價,考核,激勵,內(nèi)部管理等方面分析了 M公司渠道現(xiàn)狀,找出其存在的問題并進(jìn)行了原因分析,利用SWOT工具深度剖析了渠道的優(yōu)勢,劣勢,機(jī)會與威脅,根據(jù)SWOT分析選擇了分銷渠道優(yōu)化戰(zhàn)略,從渠道結(jié)構(gòu),渠道成員和內(nèi)部渠道管理方面對分銷渠道進(jìn)行優(yōu)化,使其分銷系統(tǒng)更完善,提升M公司的綜合競爭力。本文將分銷渠道理論與電氣制造和自動化市場營銷狀況相結(jié)合,對M公司能效產(chǎn)品現(xiàn)有渠道模式進(jìn)行研究和分析,遵照市場需求動向探索研究M公司能效產(chǎn)品分銷渠道的優(yōu)化,促進(jìn)M公司能效產(chǎn)品業(yè)務(wù)在中國的增長。期望本文的研究成果能夠為國內(nèi)同類型企業(yè)的分銷渠道優(yōu)化改進(jìn)提供有益的借鑒。
[Abstract]:Distribution is a link between manufacturers and consumers, is an important link to ensure the products can enter the market. The distribution process includes a number of links, the pre authorization to obtain product sales, product storage and maintenance management, publicity of goods in the region, where the sale of goods orders, customer credit classification audit and management, customer service the recovery of accounts receivable, customer service service, as well as the entire logistics support. Although the distribution is a link between manufacturers and consumers, but in the process of distribution is the core of the logistics, financial services, the advantages of value-added products. Therefore, in the face of increasingly fierce competition, many manufacturers want talent shows itself, must be in the capital logistics, distribution of the key factors to enhance the competitiveness of.M company, the distributor has traditional advantages in electrical automation market, but with the domestic enterprises in recent years in electrical manufacturing The rapid development of automation and management of talent and technology, the company position in the industry is changing. The traditional enterprises like M company has no obvious advantages and disadvantages of the gradually emerging, local companies due to technical means and management mode is new is rapidly dividing the electrical manufacturing and automation market cake. Therefore, as to the M company as the representative of traditional enterprises must change the management ideas and methods, enhance the level of technology, explore new development strategies to meet the market demand. This paper takes the M company efficiency products distribution channel development as the background, mainly from the structure, distribution channels, pricing, assessment, incentive, internal management and other aspects of the status quo of channel of M company, find out the existing problems and analyzes the reasons, analyzes the advantages of the channel, using the SWOT tool depth weaknesses, opportunities and threats, according to the SWOT analysis Choose the distribution channel optimization strategy, from the channel structure, to optimize the distribution of channel members and internal channel management, the distribution system more perfect, enhance the comprehensive competitiveness of M company. The distribution channel theory and electrical automation manufacturing and marketing situation combined with the research and Analysis on the existing channel model of M company energy efficiency products, in accordance with market demand trends to explore the optimization of distribution channels of M company to promote energy-efficient products, growth in Chinese company M energy efficiency products business. Hope this research can provide a useful reference for the optimization of distribution channel improvement of domestic similar enterprises.

【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F274;F416.6

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 姚雄飛;覃海生;;多品牌汽車銷售集團(tuán)的業(yè)務(wù)決策支持系統(tǒng)的架構(gòu)設(shè)計[J];電腦編程技巧與維護(hù);2016年15期

2 初言玲;;基于學(xué)科競賽的市場營銷專業(yè)實踐教學(xué)探索——以分銷渠道管理為例[J];現(xiàn)代商貿(mào)工業(yè);2016年12期

3 邱麥平;;做足渠道細(xì)節(jié)管理 跑贏縣鄉(xiāng)分銷市場[J];現(xiàn)代家電;2016年11期

4 葛新艷;;淺析醫(yī)藥分銷渠道的管理[J];現(xiàn)代商業(yè);2016年13期

5 向磊;;探析企業(yè)分銷渠道的變革[J];經(jīng)貿(mào)實踐;2016年04期

6 薛泳;;企業(yè)商品分銷渠道的類型選擇與管理[J];邊疆經(jīng)濟(jì)與文化;2016年01期

7 劉曉芬;王潤;王東紅;;快速消費品分銷渠道管理問題探析[J];教育現(xiàn)代化;2015年16期

8 崔瑜琴;;淺談在分銷渠道管理教學(xué)中培養(yǎng)應(yīng)用型高素質(zhì)人才[J];經(jīng)營管理者;2015年28期

9 王凱;;“互聯(lián)網(wǎng)+”時代手機(jī)分銷渠道管理創(chuàng)新[J];信息與電腦(理論版);2015年16期

10 王晨筱;李曉;;醫(yī)藥企業(yè)分銷渠道存在的問題及對策研究[J];品牌;2015年08期

相關(guān)碩士學(xué)位論文 前2條

1 姚煒強(qiáng);施耐德電氣工業(yè)事業(yè)部分銷渠道改進(jìn)策略研究[D];西北大學(xué);2015年

2 朱國軍;ABB低壓產(chǎn)品營銷渠道管理研究[D];華中科技大學(xué);2007年

，

本文編號：1692750