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  本文關(guān)鍵詞： 電信行業(yè) 渠道管理 渠道沖突　出處：《華南理工大學》2012年碩士論文　論文類型：學位論文

【摘要】：2008年中國電信運營商完成重組和第三代移動通信（3G）牌照發(fā)放至今，3G業(yè)務(wù)在中國的正式運營已超過三年。為適應(yīng)3G時代的營銷要求，中國電信公司重新布局，已初步建立了直銷渠道、自有實體渠道、社會實體渠道和電子渠道等多種營銷渠道。但是在運作中營銷渠道沖突不斷、協(xié)同不暢等問題開始困擾中國電信公司，并制約了3G業(yè)務(wù)的進一步發(fā)展。 在案例正文部分，以中國電信廣州分公司案例為基礎(chǔ)，研究電信行業(yè)營銷的主要特點、廣州電信公司的營銷渠道結(jié)構(gòu)、剖析了廣州電信公司的營銷渠道沖突現(xiàn)狀和成因，包含了產(chǎn)品/價格體系的無序管理，渠道多頭管理與內(nèi)部競爭引導不善、渠道考核失效、渠道激勵不足、信息溝通不善、渠道協(xié)同的IT支撐系統(tǒng)不健全等原因。 在分析方法上，通過營銷渠道沖突理論作指導，在案例分析的基礎(chǔ)上,采用比較研究的方法，總結(jié)其他行業(yè)如快速消費品行業(yè)以及國外運營商的營銷渠道沖突和協(xié)同的解決辦法，并結(jié)合中國電信廣州分公司的實際案例，提出了相應(yīng)的對策，包含了調(diào)整渠道結(jié)構(gòu)和優(yōu)化協(xié)同職能，實施嚴格有序的規(guī)范產(chǎn)品/價格體系管理和渠道規(guī)劃，改善代理商的酬金和獎勵辦法，，對代理商的一體化管理改造，建立渠道的定期溝通機制，統(tǒng)一績效考核整合渠道管理，健全IT支撐等措施，希望對中國電信運營商的渠道管理能起到參考作用。
[Abstract]:In 2008, the Chinese telecom operators completed the reorganization and the third generation mobile communication (3G) license issued in China. It has been more than three years since the official operation of 3G business in China, in order to adapt to the 3G era of marketing requirements. China Telecom Company re-layout, has initially established direct marketing channels, its own physical channels, social entities and electronic channels and other marketing channels, but in the operation of the marketing channel conflict. Coordination and other problems began to haunt China Telecom, and restricted the further development of 3G services. In the main part of the case, based on the case of China Telecom Guangzhou Branch, this paper studies the main characteristics of the telecom industry marketing, the marketing channel structure of Guangzhou Telecom Company. This paper analyzes the current situation and causes of the marketing channel conflict of Guangzhou Telecom Company, including the disorderly management of the product / price system, the poor channel long management and internal competition, the failure of the channel assessment, and the lack of channel incentive. Poor information communication, channel collaboration of IT support system is not sound and other reasons. In the analysis method, through the marketing channel conflict theory as the instruction, in the case analysis foundation, uses the comparative research method. Summarized other industries such as FMCG industry and foreign operators of the marketing channel conflict and collaborative solutions, and combined with the actual case of China Telecom Guangzhou Branch, put forward the corresponding countermeasures. It includes adjusting the channel structure and optimizing the coordination function, implementing strict and orderly regulation of product / price system management and channel planning, improving the remuneration and reward methods of agents, and reforming the integrated management of agents. It is hoped that the establishment of regular communication mechanism of channels, the unification of performance appraisal and integration of channel management, and the improvement of IT support will serve as a reference for the channel management of Chinese telecom operators.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F626;F274

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本文編號：1459142