A公司市場營銷渠道策略研究
發(fā)布時間：2019-06-14 07:20
【摘要】： 營銷渠道又稱為分銷通路,是產(chǎn)品從生產(chǎn)者傳到消費者手中所經(jīng)過的通道,其最終目的在于讓產(chǎn)品和服務(wù)以最有效的方式被消費。 營銷渠道是企業(yè)成長過程中最關(guān)鍵的外部動力。在市場競爭日益激烈的今天,產(chǎn)品、價格、廣告日趨同質(zhì)化,單憑產(chǎn)品的獨立優(yōu)勢贏得競爭已經(jīng)非常困難。渠道已經(jīng)成為企業(yè)取得競爭優(yōu)勢,提高市場占有率的重要工具。渠道策略是整個營銷策略的重要組成部分,渠道的選擇和管理在產(chǎn)品營銷中起著至關(guān)重要的作用。如何針對產(chǎn)品特點設(shè)計自己獨具特色的營銷渠道,如何利用營銷渠道更好地從事產(chǎn)品分銷,已日益成為企業(yè)營銷工作的重點問題。 A公司生產(chǎn)的B產(chǎn)品2004年4月進入市場時,授權(quán)成都一家公司(以下簡稱“成都公司”)在全國范圍獨家銷售。成都公司經(jīng)過近兩年的市場運作,B產(chǎn)品在市場上始終表現(xiàn)平淡,每月銷量僅占產(chǎn)能的5%左右,與A公司的預(yù)期目標(biāo)相距甚遠。2005年年底,A公司收回成都公司全國總經(jīng)銷權(quán),由企業(yè)自主銷售。A公司收回全國總經(jīng)銷權(quán)以后,基本沿用了原成都公司的經(jīng)銷網(wǎng)絡(luò)和營銷模式,沒有制定新的營銷戰(zhàn)略,營銷渠道效率低下、管理粗放,價格策略不合理,致使B產(chǎn)品市場得不到拓展,銷量無法提高,遠遠不能滿足A公司的生產(chǎn)能力,削弱了A公司的綜合競爭能力,制約了公司的發(fā)展,公司經(jīng)營因此陷入困境。 本文從A公司所處內(nèi)外部環(huán)境入手,運用SWOT法對A公司的優(yōu)勢、劣勢、機會、威脅進行了分析,通過分析A公司當(dāng)前存在的問題,結(jié)合營銷渠道理論,對公司渠道設(shè)計、渠道成員選擇、渠道管理等方面做了詳細分析,并對營銷渠道的建立和控制、渠道績效評估提出了方案和解決辦法。 本文是針對A公司營銷渠道策略所做的研究,希望能使A公司在營銷渠道管理中進一步規(guī)范、完善,建立適合自己的渠道管理系統(tǒng),促進A公司的銷售工作,提高公司競爭力,為A公司的長遠發(fā)展做出貢獻。本研究不僅對A公司的營銷渠道建設(shè)與改進有較強的現(xiàn)實意義,而且對同類企業(yè)如何構(gòu)建企業(yè)競爭優(yōu)勢也有一定的參考價值。
[Abstract]:Marketing channel, also known as distribution channel, is the channel through which products are passed from producer to consumer, and its ultimate goal is to make products and services consumed in the most effective way. Marketing channel is the most key external motive force in the process of enterprise growth. In the increasingly fierce market competition today, products, prices, advertising is becoming more and more homogeneous, it is very difficult to win the competition only by the independent advantage of the product. Channels have become an important tool for enterprises to gain competitive advantage and improve market share. Channel strategy is an important part of the whole marketing strategy, and channel selection and management play an important role in product marketing. How to design their own unique marketing channels according to the characteristics of products, and how to use marketing channels to better engage in product distribution, has increasingly become the key issue of enterprise marketing work. When the B products produced by Company A entered the market in April 2004, a company in Chengdu (hereinafter referred to as "Chengdu Company") was authorized to sell them exclusively throughout the country. After nearly two years of market operation, Chengdu Company has always performed mediocre in the market, with monthly sales accounting for only about 5% of the production capacity, which is far from the expected target of Company A. at the end of 2005, Company A recovered the total distribution rights of Chengdu Company and sold them independently. After Company A recovered the total distribution rights of the whole country, it basically followed the distribution network and marketing model of the original Chengdu Company, and did not formulate a new marketing strategy. The efficiency of marketing channel is low, the management is extensive, the price strategy is unreasonable, the B product market can not be expanded, the sales volume can not be improved, it is far from meeting the production capacity of A company, weakens the comprehensive competitive ability of A company, restricts the development of the company, and the management of the company is therefore in a predicament. Starting with the internal and external environment of Company A, this paper analyzes the advantages, disadvantages, opportunities and threats of Company A by using SWOT method. By analyzing the existing problems of Company A, combined with the theory of marketing channel, this paper makes a detailed analysis of the channel design, channel member selection, channel management and so on, and puts forward some schemes and solutions for the establishment and control of marketing channel and the evaluation of channel performance. This paper is aimed at the research of A company's marketing channel strategy. It is hoped that A company can further standardize, perfect, establish its own channel management system, promote the sales work of A company, improve the competitiveness of the company, and contribute to the long-term development of A company. This study not only has a strong practical significance for the construction and improvement of marketing channels of A company, but also has certain reference value for how to construct the competitive advantage of the same kind of enterprises.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2007
【分類號】：F274
本文編號：2499220
[Abstract]:Marketing channel, also known as distribution channel, is the channel through which products are passed from producer to consumer, and its ultimate goal is to make products and services consumed in the most effective way. Marketing channel is the most key external motive force in the process of enterprise growth. In the increasingly fierce market competition today, products, prices, advertising is becoming more and more homogeneous, it is very difficult to win the competition only by the independent advantage of the product. Channels have become an important tool for enterprises to gain competitive advantage and improve market share. Channel strategy is an important part of the whole marketing strategy, and channel selection and management play an important role in product marketing. How to design their own unique marketing channels according to the characteristics of products, and how to use marketing channels to better engage in product distribution, has increasingly become the key issue of enterprise marketing work. When the B products produced by Company A entered the market in April 2004, a company in Chengdu (hereinafter referred to as "Chengdu Company") was authorized to sell them exclusively throughout the country. After nearly two years of market operation, Chengdu Company has always performed mediocre in the market, with monthly sales accounting for only about 5% of the production capacity, which is far from the expected target of Company A. at the end of 2005, Company A recovered the total distribution rights of Chengdu Company and sold them independently. After Company A recovered the total distribution rights of the whole country, it basically followed the distribution network and marketing model of the original Chengdu Company, and did not formulate a new marketing strategy. The efficiency of marketing channel is low, the management is extensive, the price strategy is unreasonable, the B product market can not be expanded, the sales volume can not be improved, it is far from meeting the production capacity of A company, weakens the comprehensive competitive ability of A company, restricts the development of the company, and the management of the company is therefore in a predicament. Starting with the internal and external environment of Company A, this paper analyzes the advantages, disadvantages, opportunities and threats of Company A by using SWOT method. By analyzing the existing problems of Company A, combined with the theory of marketing channel, this paper makes a detailed analysis of the channel design, channel member selection, channel management and so on, and puts forward some schemes and solutions for the establishment and control of marketing channel and the evaluation of channel performance. This paper is aimed at the research of A company's marketing channel strategy. It is hoped that A company can further standardize, perfect, establish its own channel management system, promote the sales work of A company, improve the competitiveness of the company, and contribute to the long-term development of A company. This study not only has a strong practical significance for the construction and improvement of marketing channels of A company, but also has certain reference value for how to construct the competitive advantage of the same kind of enterprises.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2007
【分類號】：F274
【參考文獻】
相關(guān)期刊論文 前2條
1 莊貴軍;權(quán)力、沖突與合作:西方的渠道行為理論[J];北京商學(xué)院學(xué)報;2000年01期
2 王朝輝;營銷渠道理論前沿與渠道管理新發(fā)展[J];中央財經(jīng)大學(xué)學(xué)報;2003年08期
，本文編號：2499220
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