本文關(guān)鍵詞： 手機(jī) 分銷渠道 戰(zhàn)略診斷 渠道變革　出處：《蘭州交通大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

【摘要】：手機(jī)如今已經(jīng)成為大眾普及度很高的生活必需品,并逐漸演變?yōu)橐粋�(gè)多媒體交互終端設(shè)備。然而手機(jī)市場(chǎng)的發(fā)展卻是多變的,近年來(lái)鏈鎖賣場(chǎng)快速崛起,運(yùn)營(yíng)商主導(dǎo)市場(chǎng)的趨勢(shì)已經(jīng)愈發(fā)明顯,傳統(tǒng)分銷商逐漸喪失渠道話語(yǔ)權(quán),市場(chǎng)地位不斷降低,利潤(rùn)空間不斷被壓榨。與此同時(shí)分銷渠道也在發(fā)生著改變,諸如廠家直供、運(yùn)營(yíng)商物流資金平臺(tái)、大型連鎖賣場(chǎng)直供平臺(tái)等業(yè)務(wù)模式應(yīng)運(yùn)而生,手機(jī)分銷渠道出現(xiàn)扁平化趨向。隨著電子商務(wù)的蓬勃發(fā)展,傳統(tǒng)手機(jī)分銷渠道遭受到極大的沖擊,京東商城、天貓、亞馬遜等線上手機(jī)銷售商如雨后春筍般大量涌入,幾大連鎖賣場(chǎng)也不甘示弱紛紛開(kāi)始進(jìn)軍電商領(lǐng)域,成立自己的電商平臺(tái),手機(jī)分銷渠道的變革迫在眉睫。傳統(tǒng)手機(jī)分銷領(lǐng)域的幾大國(guó)代商在當(dāng)前復(fù)雜的市場(chǎng)環(huán)境下,如何謀求自身生存與發(fā)展是本文研究PT公司手機(jī)分銷渠道變革的主要目的。本文研究的主要范圍如下:(1)在運(yùn)營(yíng)商主導(dǎo)手機(jī)市場(chǎng)的背景下,PT公司如何運(yùn)用自身優(yōu)勢(shì),在市場(chǎng)競(jìng)爭(zhēng)中實(shí)現(xiàn)自身角色的轉(zhuǎn)換,以適應(yīng)市場(chǎng)發(fā)展的需要。(2)面對(duì)線上渠道的沖擊,PT公司如何整合現(xiàn)有渠道資源,實(shí)現(xiàn)線上和線下全方位的分銷體系。(3)在上游廠家、下游分銷商、運(yùn)營(yíng)商和大型連鎖賣場(chǎng)之間,PT公司應(yīng)當(dāng)如何選取最優(yōu)的經(jīng)營(yíng)策略,使得自身利益最大化。(4)面對(duì)競(jìng)爭(zhēng)日益激烈的手機(jī)分銷市場(chǎng),如何通過(guò)對(duì)標(biāo)競(jìng)爭(zhēng)對(duì)手,尋找自身薄弱點(diǎn),加以修正,揚(yáng)長(zhǎng)避短,在與競(jìng)爭(zhēng)對(duì)手的競(jìng)爭(zhēng)中不斷壯大自身實(shí)力。(5)PT公司目前自身業(yè)務(wù)模式較多,如何在眾多的業(yè)務(wù)模式中,精確渠道定位,挖掘核心業(yè)務(wù),獲取穩(wěn)定的盈利能力。本文研究的主要結(jié)論如下:(1)PT公司應(yīng)當(dāng)充分發(fā)揮自身線下渠道網(wǎng)絡(luò)優(yōu)勢(shì),以線下渠道為基礎(chǔ),線上渠道為補(bǔ)充,重塑分銷渠道網(wǎng)絡(luò),將線上和線下渠道有機(jī)結(jié)合在一起,全面提升自身效率,形成PT公司獨(dú)特的立體化分銷體系。(2)PT公司面對(duì)多變的市場(chǎng)環(huán)境,應(yīng)當(dāng)不斷完善自身渠道精細(xì)化管理能力。通過(guò)細(xì)分渠道客戶,實(shí)行差異化管理,培養(yǎng)重點(diǎn)客戶,形成戰(zhàn)略同盟,有利于突出自身優(yōu)勢(shì),加快經(jīng)營(yíng)效率,獲取超額利潤(rùn)。(3)PT公司應(yīng)當(dāng)精確自身渠道定位,在多元化經(jīng)營(yíng)的大背景下,重點(diǎn)培養(yǎng)自身的優(yōu)質(zhì)業(yè)務(wù),努力挖掘潛在業(yè)務(wù)的增長(zhǎng)點(diǎn)。(4)PT公司應(yīng)該不斷深化與三大運(yùn)營(yíng)商的合作,由單純的物流資金平臺(tái)服務(wù)商角色,擇機(jī)轉(zhuǎn)變?yōu)樘摂M運(yùn)營(yíng)商,逐步過(guò)渡到運(yùn)營(yíng)商領(lǐng)域的綜合服務(wù)商角色,彰顯自身價(jià)值,夯實(shí)渠道地位,提升渠道話語(yǔ)權(quán)。(5)PT公司當(dāng)前的產(chǎn)業(yè)鏈結(jié)構(gòu)較短,下游終端市場(chǎng)的關(guān)注度明顯不足,終端市場(chǎng)的掌控能力與競(jìng)爭(zhēng)對(duì)手相比明顯偏弱。PT公司應(yīng)當(dāng)不斷優(yōu)化自身的產(chǎn)業(yè)鏈結(jié)構(gòu),適時(shí)向產(chǎn)業(yè)鏈的下游延伸,加強(qiáng)終端銷售團(tuán)隊(duì)的建設(shè),不斷提升終端的銷售能力。(6)PT公司現(xiàn)階段的渠道層級(jí)多,運(yùn)維成本高,渠道維護(hù)不足,PT公司應(yīng)當(dāng)提升渠道的運(yùn)營(yíng)效率,降低渠道運(yùn)維成本,為上游廠商和運(yùn)營(yíng)商提供更多的增值服務(wù),加強(qiáng)對(duì)渠道下游客戶的維護(hù),減少渠道內(nèi)部的沖突,提升渠道的掌控能力。(7)PT公司應(yīng)當(dāng)牢固與中國(guó)電信和中國(guó)聯(lián)通平臺(tái)供貨商的地位,不斷深入與中國(guó)移動(dòng)的合作,擇機(jī)切入平臺(tái)服務(wù)商的角色。不斷拓展與主要手機(jī)廠家的直供平臺(tái)業(yè)務(wù)合作,不僅局限于手機(jī)產(chǎn)品,逐步拓展到手機(jī)配件和其他3C周邊產(chǎn)品上,努力將自身打造成手機(jī)分銷領(lǐng)域的功能性綜合服務(wù)商。本文以戰(zhàn)略管理與市場(chǎng)營(yíng)銷等相關(guān)理論為依據(jù),結(jié)合國(guó)內(nèi)外相關(guān)領(lǐng)域研究成果,運(yùn)用IFE矩陣、EFE矩陣、波特五力模型、對(duì)標(biāo)管理、麥肯錫矩陣和非合作博弈等理論研究工具,剖析PT公司現(xiàn)階段手機(jī)分銷渠道存在的主要問(wèn)題,提出一系列渠道變革的可行性建議,進(jìn)一步探尋渠道變革的關(guān)鍵路徑。
[Abstract]:Mobile phone has now become a popular high popularity of the necessities of life, and gradually evolved into a multimedia communication terminal equipment. However, the development of the mobile phone market is changing, in recent years the rapid rise of the chain store operators, leading the market trend has become more apparent, the traditional distributors gradually lose voice channels, market status has decreased profits continue to be squeezed. At the same time the distribution channels are also changing, such as factory direct supply, logistics operators funds platform emerged large chain stores direct supply platform business model, mobile phone distribution channel has a flat trend. With the rapid development of e-commerce, suffered a great impact, the traditional mobile phone distribution channels mall Jingdong Tmall, Amazon and other online retailers such as mobile phone, a few large influx of bamboo shoots after a spring rain, chain stores have started to enter also not resigned to playing second fiddle The field of electronic business, set up their own business platform, mobile phone distribution channel imminent change. The traditional mobile phone distribution sector of several countries in the current generation of commercial complex market environment, how to seek their own survival and development is the main goal of changes in distribution channels in PT mobile phone company. The main scope of this paper are as follows: (1) the dominant mobile phone operators in the market under the background of PT company how to use their own advantages, realize the conversion of their own role in the market competition, in order to meet the needs of market development. (2) in the face of the impact of the online channel, PT, such as how to integrate existing resources, to achieve a full range of online and offline distribution system (3.) in the upstream manufacturers, distributors, operators and large chain stores, PT company should be how to select the optimal business strategy, so to maximize their own interests. (4) in the face of increasingly fierce competition in the mobile phone distribution How to market, through benchmarking competitors, find their own weaknesses, corrected, weaknesses, in competition with competitors to expand its strength. (5) the PT company's own business model more, how many in the business model, accurate channel positioning, mining the core business, obtain stable profitability. The conclusions of this study are as follows: (1) the PT company should take full advantage of the Internet channel under its own line, the line channel based online channels to supplement, remodeling of distribution network, the online and offline channels combine together to enhance their efficiency, the formation of three-dimensional PT unique distribution system. (2) PT company to face the changing market environment, we should constantly improve their own channels of meticulous management ability. Through the channel segments customers to implement differentiated management, training of key customers, form strategic alliances, favorable To highlight their own advantages, accelerate business efficiency, obtain excess profit. (3) the PT company should own accurate channel positioning, in the background of diversification, focus on training their quality services, efforts to tap the potential business growth. (4) PT company should continue to deepen cooperation with the three operators, by the simple logistics funds platform service provider role, choose to virtual operators, and gradually transition to the integrated service providers business role, highlighting their own value, reinforce the channel status, improve voice channels. (5) PT, the current structure of the industry chain is short, the downstream end of the concern for the market is obviously insufficient. The terminal market control ability was weak compared with rival.PT company should continue to optimize the structure of industry chain itself, timely extends to the downstream industry chain, strengthen the construction of the terminal sales team, and constantly improve the terminal sales The ability of PT. (6) the company's current level of the channel, the high cost of operation and maintenance, channel maintenance deficiencies, PT company should enhance the channel operation efficiency, reduce the cost of operation and maintenance of channels, to provide more value-added services to the upstream manufacturers and operators, strengthen the maintenance of channels downstream customers, reduce the internal channel conflict, enhance the channel the ability to control. (7) PT company and the China Telecom and China Unicom should firmly China platform supplier status, deepening the cooperation with China Mobile, to choose the starting platform service provider role. Direct platform business cooperation is expanding and the main mobile phone manufacturers, is not limited to mobile phone products, and gradually expand to the mobile phone accessories and other 3C peripheral products, and strive to build itself into the field of distribution function of mobile phone service providers. This thesis is based on the strategic management and marketing related theory, combined with the related fields at home and abroad Research results, using IFE matrix, EFE matrix, the Potter five forces model, benchmarking, McKinsey matrix and non cooperative game theory and other research tools, the main problems of PT company at the present stage of mobile phone distribution channel exists, put forward a series of feasible suggestions to the channel change, the critical path to further explore the channels change.

【學(xué)位授予單位】：蘭州交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F274

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

1 張海霞;;博弈視角下的分銷渠道沖突管理探討[J];商業(yè)時(shí)代;2013年10期

，

本文編號(hào)：1451220