本文選題：啤酒營銷 + 渠道模式　； 參考：《東華大學(xué)》2017年碩士論文

【摘要】：中國經(jīng)濟進入新常態(tài)為各個行業(yè)的發(fā)展帶來了嚴(yán)峻的挑戰(zhàn),而啤酒制造行業(yè)面對國外眾多實力雄厚啤酒制造商的涌入,其市場競爭環(huán)境更為艱難。但是與此同時,中國經(jīng)濟社會仍將保持中高速發(fā)展,消費結(jié)構(gòu)不斷優(yōu)化升級,國家大力推動供給側(cè)結(jié)構(gòu)性改革,中國啤酒市場仍面臨著廣闊的發(fā)展空間。中西部地區(qū)是中國啤酒消費市場重要的擴張方向,而河南作為中國人口第一大省,已然成為眾多啤酒制造商的角逐之地,啤酒制造商在河南市場上的競爭也越來越激烈。作為企業(yè)重要的市場競爭資源,營銷渠道的重要性日益突顯,在某種程度上,“誰掌控了渠道,誰就贏得了市場”。所以,面對日益嚴(yán)峻的營銷環(huán)境,啤酒行業(yè)的市場營銷理念、營銷渠道模式也都需要作出科學(xué)的調(diào)整。本文選取國內(nèi)領(lǐng)先的啤酒制造商A啤酒作為研究對象,對其在河南市場的營銷渠道進行了詳細的考察研究。發(fā)現(xiàn)A啤酒在河南市場上目前所實行的“多種營銷渠道”并行模式存在嚴(yán)重問題,突出表現(xiàn)為網(wǎng)絡(luò)營銷渠道發(fā)展嚴(yán)重滯后,尚未有效拓展網(wǎng)絡(luò)營銷、社交平臺營銷等渠道;尚未搭建起科學(xué)的渠道管理體系,對營銷渠道成員缺乏科學(xué)的標(biāo)準(zhǔn),其營銷激勵措施較為單一且執(zhí)行不到位,對渠道缺乏控制力,渠道管理也沒能做到因地制宜;營銷渠道成員間尚未形成穩(wěn)定的伙伴關(guān)系,竄貨問題嚴(yán)重,渠道成員間的橫向沖突、a啤酒廠商與下游渠道成員間的縱向沖突、公司內(nèi)部員工間的沖突時有發(fā)生;現(xiàn)實施的多種營銷渠道中的“報銷”成為矛盾的焦點。另外還存在著渠道過長、價格體系不合理、營銷團隊設(shè)置不科學(xué)、終端拓展與維護乏力等問題。為了穩(wěn)定a啤酒在河南市場的競爭優(yōu)勢并不斷提升其市場占有率,本文對其營銷渠道進行了優(yōu)化設(shè)計。a啤酒公司營銷渠道優(yōu)化的思路是要選擇主動的進攻性策略,堅持“品牌是基礎(chǔ),渠道是關(guān)鍵,決勝在終端”的理念。渠道優(yōu)化的方向要以“終端”為核心,把“終端”作為整個渠道優(yōu)化的基點,不斷縮短渠道鏈條;要遵循聚焦終端、扁平化、高度控制、精細化管理、整合營銷渠道資源等系列標(biāo)準(zhǔn)。為此,結(jié)合營銷渠道的相關(guān)理論,本研究創(chuàng)新性地提出了基于短渠道深度分銷的模式,通過“縱向縮減和橫向拓寬”使現(xiàn)有的營銷渠道結(jié)構(gòu)進一步“扁平化”。同時也對渠道成員的選擇標(biāo)準(zhǔn)與職能分工、管理和激勵體系、營銷團隊功能等進行了優(yōu)化,提出要充分加大對網(wǎng)絡(luò)營銷的重視,積極利用網(wǎng)絡(luò)社交工具開拓線上營銷渠道。為了保證優(yōu)化方案的順利推行,a啤酒公司要在產(chǎn)品質(zhì)量與服務(wù)、價格體系、營銷費用投入、竄貨防范等方面提供充足的保障。營銷渠道是企業(yè)重要的資源,科學(xué)的營銷渠道模式與管理是提升企業(yè)市場競爭力的重要手段,同時營銷渠道的設(shè)計與運行不應(yīng)該是一成不變的,隨著市場競爭形式的變化需要推行適宜的渠道模式。本文的研究希望對國內(nèi)啤酒制造企業(yè)的營銷渠道設(shè)計與管理提供一些參考價值,也為快速消費品行業(yè)對營銷渠道模式的改進、創(chuàng)新提供方向。
[Abstract]:The entry of China's economy to the new normal poses a severe challenge for the development of various industries, and the beer manufacturing industry is facing a more difficult competitive environment in the face of the influx of a large number of strong beer manufacturers abroad. At the same time, China's economy and society will continue to maintain medium and high speed development, the consumption structure is continuously optimized and upgraded, and the state is vigorously pushing forward. As the dynamic supply side structural reform, the Chinese beer market still faces a broad development space. The central and western regions are the important expansion direction of the Chinese beer consumption market. As the largest province of China's population, Henan has become the competition place for many brewers, and the competition of beer makers in the Henan market is becoming more and more intense. For the important market competitive resources of the enterprise, the importance of marketing channel is becoming more and more obvious. To some extent, "who controls the channel, who wins the market". Therefore, in the face of the increasingly severe marketing environment, the marketing concept and marketing channel mode of the beer industry need to be adjusted scientifically. This article selects the domestic leading beer. As the research object, the wine manufacturer A beer has carried on the detailed investigation and research to its marketing channel in Henan market. It is found that there are serious problems in the parallel mode of "multiple marketing channels" which A beer is implemented in the market of Henan. It shows that the development of network marketing channel is seriously lagging behind, and the network marketing has not been effectively expanded. We have not set up a scientific channel management system, lack the scientific standard for marketing channel members, the marketing incentive measures are relatively unitary and the implementation is not in place, the channel lacks control and channel management can not be adapted to local conditions; the marketing channel members have not formed a stable partnership, and the problem of channeling is serious, The horizontal conflict among the channel members, the longitudinal conflict between the a brewers and the downstream channel members, the conflict between the employees in the company; the "reimbursement" in the various marketing channels of the actual application has become the focus of the contradiction. In addition, there are too long channels, unreasonable price system, unscientific marketing team setting, terminal expansion and maintenance. In order to stabilize the competitive advantage of a beer in Henan market and improve its market share, this paper optimizes the marketing channel of its marketing channel. The idea of optimizing the marketing channel of.A beer company is to choose the active offensive strategy and adhere to the idea that "brand is the foundation, channel is the key, and the end is in the end". The direction of the optimization should be "terminal" as the core, the "terminal" as the basis of the optimization of the whole channel, and the continuous shortening of the channel chain; to follow a series of standards such as focusing terminal, flattening, high control, fine management, integrating marketing channel resources and so on. The mode of channel depth distribution makes the existing marketing channel structure "flat" through "vertical reduction and horizontal Widening". At the same time, it also optimizes the selection standard and function division of the channel members, management and incentive system, marketing team function and so on. It is proposed to pay more attention to network marketing and actively use the network. In order to ensure the smooth implementation of the optimization scheme, a beer company should provide sufficient guarantee for the product quality and service, the price system, the marketing cost input and the fleeing guard. The marketing channel is the important resource of the enterprise. The scientific marketing channel mode and management are the promotion of the competitiveness of the enterprise market. At the same time, the design and operation of marketing channels should not be immutable. With the change of the form of market competition, it is necessary to carry out the appropriate channel mode. This study hopes to provide some reference value for the marketing channel design and management of domestic beer manufacturing enterprises, and also to the marketing channel model for the fast consumer goods industry. The improvement, the innovation provides the direction.

【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F274;F426.82

【參考文獻】

相關(guān)期刊論文 前10條

1 梁琳;冉玉嘉;;產(chǎn)業(yè)鏈視角下民族文化產(chǎn)業(yè)市場營銷思考[J];貴州民族研究;2016年11期

2 白世貞;呂爽;吳絨;;黑龍江省農(nóng)產(chǎn)品營銷模式創(chuàng)新及其運作機制研究——基于供給側(cè)改革視閾[J];當(dāng)代經(jīng)濟管理;2016年10期

3 姚樹俊;;考慮網(wǎng)絡(luò)渠道兼容度的供應(yīng)鏈品牌差異化機制研究[J];軟科學(xué);2016年09期

4 鄭麗;趙月皎;;O2O商務(wù)模式:營銷渠道沖突的協(xié)調(diào)機制研究——基于消費者交易成本視角[J];當(dāng)代財經(jīng);2016年06期

5 王建華;楊晨晨;徐玲玲;;家庭農(nóng)場發(fā)展的外部驅(qū)動、現(xiàn)實困境與路徑選擇——基于蘇南363個家庭農(nóng)場的現(xiàn)實考察[J];農(nóng)村經(jīng)濟;2016年03期

6 張鈺;劉益;李瑤;;營銷渠道中控制機制的使用與機會主義行為[J];管理科學(xué)學(xué)報;2015年12期

7 潘思諭;陳凱婷;;中國企業(yè)國際產(chǎn)銷聯(lián)盟的績效評價及其提升策略——基于價值創(chuàng)造的視角[J];管理現(xiàn)代化;2015年06期

8 李瓊;劉慶;吳興剛;;互聯(lián)網(wǎng)對我國保險營銷渠道影響分析[J];保險研究;2015年03期

9 魯平俊;唐小飛;;深入理解營銷渠道研究的過去和未來[J];科研管理;2015年01期

10 肖亮;;農(nóng)產(chǎn)品營銷渠道成員能力評價與渠道優(yōu)化設(shè)計[J];統(tǒng)計與決策;2014年23期

相關(guān)碩士學(xué)位論文 前6條

1 楊敏;BY酒業(yè)西安分公司營銷渠道優(yōu)化研究[D];西北大學(xué);2015年

2 王瑞華;陜西省蘋果營銷渠道優(yōu)化研究[D];西北農(nóng)林科技大學(xué);2015年

3 寇祖風(fēng);雪花啤酒常州公司營銷渠道研究[D];蘭州交通大學(xué);2014年

4 周建強;基于短渠道深度分銷的KW啤酒營銷渠道模式研究[D];湘潭大學(xué);2014年

5 呂yN;區(qū)域品牌白酒企業(yè)營銷渠道的研究[D];陜西師范大學(xué);2012年

6 楊宗錦;我國農(nóng)產(chǎn)品營銷渠道優(yōu)化研究[D];湘潭大學(xué);2006年

，

本文編號：1842676