本文選題：營(yíng)銷渠道策略　切入點(diǎn)：家電企業(yè)　出處：《北京交通大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：進(jìn)入21世紀(jì),隨著中國(guó)經(jīng)濟(jì)的不斷發(fā)展,我國(guó)的家電市場(chǎng)不斷成熟,商品的同質(zhì)化現(xiàn)象很嚴(yán)重。家電企業(yè)之間的競(jìng)爭(zhēng)已經(jīng)不僅僅局限于在技術(shù)開發(fā)、制造工藝、品牌之間的爭(zhēng)奪,越來(lái)越多的家電制造企業(yè)把競(jìng)爭(zhēng)的重點(diǎn)轉(zhuǎn)移到企業(yè)的營(yíng)銷渠道上來(lái)。制造企業(yè)要在激烈的市場(chǎng)競(jìng)爭(zhēng)中發(fā)展生存,就必須加強(qiáng)自己的渠道開發(fā)建設(shè),掌控現(xiàn)有渠道,終端為王已成為中國(guó)家電制造企業(yè)的共識(shí)。銷售渠道是中國(guó)家電制造企業(yè)至關(guān)重要的外部資源,尤其是在產(chǎn)品同類化、供相對(duì)大于求的買方市場(chǎng)中,只要擁有高效、優(yōu)質(zhì)、暢通的渠道,就在較大程度上就能贏得了先機(jī),擁有了市場(chǎng)。企業(yè)如果擁有完善而暢通的分銷渠道體系,就能把產(chǎn)品高效、快速、低耗地從生產(chǎn)分銷到全國(guó)各地乃至全球,這不僅僅是企業(yè)核心競(jìng)爭(zhēng)力的體現(xiàn),也關(guān)系到了企業(yè)的興衰與成敗。 本文通過(guò)對(duì)中國(guó)家電企業(yè)中的海爾集團(tuán)、美的電器進(jìn)行研究,對(duì)其在發(fā)展過(guò)程中采取的不同渠道策略的研究對(duì)比,分析因企業(yè)對(duì)不同渠道的理解、企業(yè)資金實(shí)力、企業(yè)文化等導(dǎo)致其采取的渠道策略及現(xiàn)實(shí)意義,分析其不同營(yíng)銷策略的優(yōu)劣性,筆者認(rèn)為傳統(tǒng)營(yíng)銷渠道模式適合資金雄厚、品牌知名度高需要穩(wěn)步發(fā)展企業(yè),垂直營(yíng)銷渠道模式適合資金實(shí)力較弱、品牌知名度較低需要急速擴(kuò)張的企業(yè),建議新企業(yè)或進(jìn)入新領(lǐng)域的企業(yè)找好選擇適合自己的渠道策略,減少在選擇渠道策略方面的失誤。
[Abstract]:In 21th century, with the continuous development of Chinese economy, the home appliance market of our country is maturing and the homogenization of goods is very serious. The competition among household appliance enterprises is not limited to technology development and manufacturing technology. With the competition among brands, more and more household appliance manufacturing enterprises have shifted the emphasis of competition to the marketing channels of enterprises. If manufacturing enterprises want to develop and survive in the fierce market competition, they must strengthen their own channel development and construction. Control of existing channels, terminal Wang has become a common understanding among Chinese home appliance manufacturers. Sales channels are a vital external resource for Chinese appliance manufacturers, especially in the buyer's market where products are homogenized and relatively larger than demand. As long as we have efficient, high-quality and unblocked channels, we will be able to win the first opportunity and have the market to a large extent. If enterprises have a perfect and unimpeded distribution channel system, they will be able to make their products efficient and fast. From production and distribution to all parts of the country and even the whole world, this is not only the embodiment of the core competence of enterprises, but also related to the rise and fall of enterprises. Based on the research of Haier Group and Meimei Electric Appliance Company in China, this paper compares the different channel strategies adopted in the process of development, and analyzes the financial strength of the enterprises because of their understanding of different channels. The channel strategy and practical significance of enterprise culture are analyzed, and the advantages and disadvantages of different marketing strategies are analyzed. The author thinks that the traditional marketing channel model is suitable for strong funds, and high brand awareness requires steady development of enterprises. Vertical marketing channel model is suitable for enterprises with weak capital strength and low brand popularity. It is suggested that new enterprises or enterprises entering new fields should find suitable channel strategies to reduce the mistakes in choosing channel strategies.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F274;F426.6

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