【摘要】：D公司是一家從事精密切割設(shè)備,精密研磨設(shè)備,以及相關(guān)耗材的研發(fā)、生產(chǎn)和銷售的跨國(guó)公司。全球營(yíng)業(yè)額超過(guò)10億美元。在中國(guó)的銷售額近2億美元。D公司的設(shè)備在IT行業(yè)的電子元器件制造中處于上游,對(duì)行業(yè)的發(fā)展有很強(qiáng)的引導(dǎo)作用,此設(shè)備在IT精密切割設(shè)備市場(chǎng)上的市場(chǎng)占有率超過(guò)80%,幾乎占據(jù)了所有一二線的芯片制造廠,如此高比率的市場(chǎng)占有率,對(duì)營(yíng)銷渠道的要求自然也會(huì)很高,對(duì)D企業(yè)來(lái)說(shuō),在銷售渠道的設(shè)計(jì)和管理方面都是一個(gè)很大的工程。同時(shí),渠道之間的矛盾沖突也就很難避免,解決這些矛盾也成為D公司各級(jí)管理者很重要的工作。 本文分析了D公司在中國(guó)市場(chǎng)做渠道所遇到的渠道商銷售積極性不強(qiáng)；不同代理商、經(jīng)銷商、貿(mào)易商之間出現(xiàn)搶奪客戶的沖突；渠道商之間經(jīng)常竄貨的問(wèn)題,渠道不暢以及渠道沖突時(shí)常出現(xiàn),出現(xiàn)時(shí)又不能有效的解決這些矛盾,主要原因就是D公司沒(méi)有完善系統(tǒng)的經(jīng)銷商管理策略和方法,更沒(méi)有嚴(yán)厲的獎(jiǎng)懲措施來(lái)保證渠道的通暢和有效的運(yùn)行。本論文運(yùn)用渠道以及渠道沖突管理的相關(guān)理論,提出了D具體的矛盾,具體指出現(xiàn)公司在營(yíng)銷渠道方面存在的問(wèn)題,并進(jìn)一步提出了應(yīng)該采用何種營(yíng)銷渠道方式,才能最大限度地避免沖突,提高渠道的效率和提出渠道沖突管理的支撐策略。最后針對(duì)此文提出建議和展望,同時(shí)也指出了在研究過(guò)程中的不足,但文的研究對(duì)公司和類似公司在銷售價(jià)格高昂的工業(yè)設(shè)備方面對(duì)其渠道沖突管理具有一定的指導(dǎo)意義,即減少制造商與渠道商的渠道沖突,提供渠道的效率,最終達(dá)到協(xié)調(diào)配合的效果。
[Abstract]:D company is a multinational corporation engaged in the research and development, production and sales of precision cutting equipment, precision grinding equipment and related consumables. Its global turnover exceeds 1 billion US dollars. This equipment occupies more than 80% of the market share of IT precision cutting equipment and almost occupies all the chip factories of the first and second line. Such a high rate of market share will naturally require high marketing channels. For D enterprise, it is a great project in the design and management of sales channels. It is difficult to avoid the contradictions and conflicts, and solving these contradictions has become a very important job for managers at all levels in D company.
This paper analyzes the channel sellers'lack of enthusiasm when D Company acts as a channel in China market; the conflicts between different agents, distributors and traders to seize customers; the problems of frequent fleeing of goods between channel sellers, channel obstruction and channel conflicts, which can not be effectively solved when they appear. Because D company does not have the perfect system distributor management strategy and the method, moreover does not have the stern reward and punishment measure to guarantee the channel smooth and the effective movement.This paper uses the channel as well as the channel conflict management correlation theory, proposed D concrete contradiction, specifically pointed out the present company in the marketing channel aspect existence question, and further. Finally, the paper puts forward some suggestions and prospects for this paper, and points out the shortcomings in the research process. However, the research in this paper will help companies and similar companies to avoid conflicts to the greatest extent, improve the efficiency of channels and put forward some supporting strategies for channel conflict management. Equipment has a certain guiding significance to channel conflict management, that is, reducing channel conflict between manufacturers and channel providers, providing channel efficiency, and ultimately achieving the effect of coordination.
【學(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F274

【共引文獻(xiàn)】

相關(guān)期刊論文 前4條

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本文編號(hào)：2196636