2018年以來,國內(nèi)經(jīng)濟(jì)持續(xù)疲弱,全球經(jīng)濟(jì)增長疲弱,美國發(fā)起的貿(mào)易戰(zhàn)對我國經(jīng)濟(jì)帶來一定的不利影響,國內(nèi)經(jīng)濟(jì)結(jié)構(gòu)性轉(zhuǎn)型也令經(jīng)濟(jì)增速有所放緩。與此同時,技術(shù)創(chuàng)新加快,給生產(chǎn)方式和消費(fèi)方式的變革帶來迅速而深遠(yuǎn)的影響,國內(nèi)國際形勢都不樂觀。全球經(jīng)濟(jì)一體化趨勢明顯,隨著互聯(lián)網(wǎng)和移動支付在國內(nèi)的普遍應(yīng)用,人們的消費(fèi)習(xí)慣乃至生活方式都隨之發(fā)生了很大改變。線上、線下的市場競爭都非常激烈。Y公司屬于IT類貿(mào)易型企業(yè),具有分銷企業(yè)的性質(zhì),處于產(chǎn)業(yè)供應(yīng)鏈的中上游,是佳能品牌高速掃描儀產(chǎn)品的華南區(qū)域總代理。佳能品牌高速掃描儀以其高端的成像技術(shù)在高速掃描儀領(lǐng)域具有領(lǐng)先地位,Y公司從2004年成立至今一直都是該產(chǎn)品華南區(qū)域的總代理,2015年之后,該產(chǎn)品的銷售業(yè)績年下跌,市場競爭也日漸白熱化。除了來自行業(yè)內(nèi)部的技術(shù)競爭外,近年來來自國家政策層面將該類設(shè)備國產(chǎn)化趨勢明顯,2019年需要政府項(xiàng)目的招投標(biāo)已經(jīng)在招標(biāo)文件里明確標(biāo)準(zhǔn)了國產(chǎn)品牌需要占總采購的份額比例。這對整個細(xì)分市場來說都有非常重要的沖擊,雖然Y公司并不是只是代理單一產(chǎn)品,但高速掃描儀的收入占主營業(yè)務(wù)收入的95%以上,當(dāng)然也連年為公司提供利潤支持的關(guān)鍵產(chǎn)品系... 

【文章來源】：廣東外語外貿(mào)大學(xué)廣東省

【文章頁數(shù)】：80 頁

【學(xué)位級別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
Chapter 1 Introduction
    1.1 Research Background and Significance
        1.1.1 Research Background
        1.1.2 Research Significance
    1.2 Research Orientation
        1.2.1 Identifying Problems in Company Y’s Traditional Marketing Channel Mode
        1.2.2 Explaining Reasons for Performance Decline of Traditional Marketing Channel Mode
        1.2.3 Exploring Feasible Marketing Channel Strategies
    1.3 Research Method
        1.3.1 Major Research Methods
        1.3.2 Analytical Framework
    1.4 Research Innovations and Contributions
Chapter 2 Literature Review
    2.1 Domestic and Oversea Studies
    2.2 Theories of Marketing Management and Marketing Channels
    2.3 Theories of Marketing Channel Structure and Marketing Channel Strategy
    2.4 Theories of Omni-channel Management Strategy
    2.5 Theories of Direct Selling,Service Marketing and Customer Relationship Management
    2.6 Theories of Marketing Channel Structure and Marketing Channel Conflicts
    2.7 Summary
Chapter 3 Current Situation of Market Channels of Company Y
    3.1 Background of Company Y
        3.1.1 Introduction of Company Y
        3.1.2 Analysis of Industry Background
        3.1.3 Rival Analysis
    3.2 Financial Situation of Company Y in the Past Three Years
        3.2.1 Sales Performance
        3.2.2 Major Financial Indicators of Company Y
    3.3 Reasons for Sales Performance Decline in the Past Three Years
        3.3.1 Product Strategies of Company Y
        3.3.2 Price System of Company Y
        3.3.3 Promotion Strategies of Company Y
        3.3.4 Channel Strategies of Company Y
Chapter 4 Cause Analysis of the Current Situation of Marketing Channels
    4.1 Marketing Channels of Company Y
        4.1.1 Channel Functions of Company Y
        4.1.2 Channel Structure of Company Y
        4.1.3 Channel Gap of Company Y
        4.1.4 Channel Conflicts of Company Y
    4.2 Evaluation of Channel Efficiency
        4.2.1 Channel Coverage of Company Y
        4.2.2 Information Conveying Capacity of Company Y
        4.2.3 Strain Capacity of Company Y
    4.3 Cause Analysis of Channel Functions
    4.4 Cause Analysis of Channel Structure
    4.5 Cause Analysis of Channel Gap
    4.6 Cause Analysis of Channel Conflicts
    4.7 Causes Analysis of Channel Efficiency
Chapter 5 Optimization of Marketing Channels
    5.1 Measures for Improvement on Marketing Management Strategies
        5.1.1 Establishment of Online and Offline Synchronous Omni-channel Marketing Mode
        5.1.2 Online and Offline Functions of Omni-channel Marketing Mode
        5.1.3 Channel Structure of Omni-channel Marketing Mode
        5.1.4 Organizational Structure of Sales Department under Omni-channel Marketing Mode
        5.1.5 Flowchart of Omni-channel Marketing Mode
    5.2 Supporting Policies for Omni-channel Marketing Mode
        5.2.1 New Price System
        5.2.2 Incentive Mechanism
        5.2.3 Information Sharing Mechanism
        5.2.4 Selection Mechanism of Offline Dealers
        5.2.5 Incentive Mechanism for Offline Dealers
        5.2.6 Improving Service Awareness and Providing Online and Offline Trainings
    5.3 Channel Management and CRM System
    5.4 Short-term Development Strategies and Long-term Development Strategies
Chapter 6 Concluding Remarks
    6.1 Conclusions
    6.2 Implications
    6.3 Limitations
REFERENCE



本文編號：3427218