【摘要】：近年來(lái),手機(jī)產(chǎn)品同質(zhì)化嚴(yán)重,手機(jī)廠家的競(jìng)爭(zhēng)由產(chǎn)品的競(jìng)爭(zhēng)轉(zhuǎn)化為廣告促銷與銷售渠道的競(jìng)爭(zhēng)。為了增強(qiáng)對(duì)產(chǎn)品銷售末端的控制、降低營(yíng)銷成本,手機(jī)廠家越來(lái)越傾向于跨過(guò)中間商,直接與零售渠道進(jìn)行合作。因此手機(jī)代理商受到上游廠家和下游渠道的雙重威脅,在夾縫中求生。手機(jī)代理商只有通過(guò)建立自身強(qiáng)大的銷售渠道,才更有可能獲得手機(jī)產(chǎn)品的代理權(quán),從而吸引更多優(yōu)質(zhì)渠道的加入。因此,手機(jī)代理商要不斷地對(duì)自身的營(yíng)銷渠道進(jìn)行診斷改進(jìn),才能適應(yīng)市場(chǎng)的發(fā)展,建立其核心競(jìng)爭(zhēng)力。本文從手機(jī)行業(yè)及其渠道的發(fā)展出發(fā),引入A公司市場(chǎng)營(yíng)銷環(huán)境及渠道現(xiàn)狀的分析。在此基礎(chǔ)上,從流量、流速、流向三個(gè)維度對(duì)A公司現(xiàn)有渠道成員進(jìn)行價(jià)值評(píng)估。在營(yíng)銷渠道管理方面,通過(guò)定量分析的方法,從渠道結(jié)構(gòu)、渠道能力、渠道忠誠(chéng)度三個(gè)方面對(duì)A公司營(yíng)銷渠道的靜態(tài)管理進(jìn)行診斷;通過(guò)座談、調(diào)研的方法,從渠道策略制定、渠道策略執(zhí)行兩個(gè)方面對(duì)A公司動(dòng)態(tài)管理進(jìn)行診斷。根據(jù)渠道成員價(jià)值評(píng)估,渠道管理的靜態(tài)、動(dòng)態(tài)診斷,指出A公司目前營(yíng)銷渠道中存在的關(guān)于渠道成員和渠道管理的問(wèn)題。針對(duì)這些問(wèn)題,以及A公司營(yíng)銷渠道改進(jìn)的目標(biāo)和原則,從渠道結(jié)構(gòu)、渠道管理的各個(gè)方面提出改進(jìn)方案,并對(duì)改進(jìn)方案的優(yōu)點(diǎn)進(jìn)行評(píng)價(jià)。最后則對(duì)改進(jìn)方案的實(shí)施步驟及實(shí)施保障進(jìn)行了論述。在對(duì)A公司營(yíng)銷渠道的實(shí)際問(wèn)題進(jìn)行解決的同時(shí),可以給同類型的企業(yè)以借鑒參考。
[Abstract]:In recent years, the homogeneity of mobile phone products is serious, the competition of mobile phone manufacturers is transformed from the competition of products into the competition of advertising promotion and sales channels. In order to increase control over the end of product sales and reduce marketing costs, mobile phone manufacturers are increasingly inclined to step over middlemen and cooperate directly with retail channels. As a result, mobile phone agents by upstream manufacturers and downstream channels of dual threats, survival in the gap. Only through the establishment of its own strong sales channels, mobile phone agents are more likely to obtain the agency of mobile phone products, thus attracting more high-quality channels to join. Therefore, mobile phone agents should constantly improve their marketing channels in order to adapt to the development of the market and establish their core competitiveness. Based on the development of mobile phone industry and its channels, this paper analyzes the marketing environment and channel status of A Company. On this basis, the value of the existing channel members of company A is evaluated from three dimensions: flow rate, flow rate and flow direction. In the marketing channel management, through the quantitative analysis method, from the channel structure, the channel ability, the channel loyalty three aspects carries on the diagnosis to A company marketing channel static management; The dynamic management of company A is diagnosed from two aspects: channel strategy formulation and channel strategy execution. According to the value evaluation of channel members, the static and dynamic diagnosis of channel management, the problems about channel members and channel management in company A are pointed out. Aiming at these problems, as well as the goal and principle of marketing channel improvement in company A, the improvement scheme is put forward from the channel structure and channel management, and the advantages of the improvement scheme are evaluated. Finally, the implementation steps and implementation guarantee of the improved scheme are discussed. At the same time, it can be used for reference for the same type of enterprises.
【學(xué)位授予單位】：北京理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類號(hào)】：F274;F426.63;F626

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