QA公司鲁东市场的渠道管理优化研究

发布时间：2017-12-27 23:23

本文关键词：QA公司鲁东市场的渠道管理优化研究　出处：《吉林大学》2017年硕士论文　论文类型：学位论文

【摘要】：随着我国经济从以前的高速发展逐步放缓,整体消费市场规模的发展需要不再像以前一样的迅猛,市场的购买力相应变弱。QA公司所处的快消品行业同样如此,该公司是一家总部位于意大利的跨国公司,是世界领先的糖果制造商。从1994年开始进入中国,由于产品力的优秀和快速发展的市场环境,得到了快速的发展。鲁东市场同样如此。2013年之前良好的销售业绩快速成长使该公司忽视了渠道管理的改进,渠道管理的模式一直没有随环境的变化进行革新。这一切由于经济环境的改变,销量不能持续增长而暴露出许多问题。本篇论文通过分析鲁东市场的市场现状和管理方面的问题,以及造成目前问题的成因,通过理论和实际结合的方法,提出对鲁东市场渠道管理优化的办法和实施步骤。论文共分为6大部分:1.绪论,讲述了选题的背景和意义。对国内外的渠道管理研究进行了阐述。说明了本文的主要研究内容和研究方法。2.介绍了相关理论。介绍了目前渠道管理中主要的三个基本理论。即营销渠道管理,渠道控制的理论和控制方法和经销商管理理论和加强经销商管理的三种方法。为鲁东市场的渠道优化管理的改变给出理论基础。3.鲁东市场的渠道管理的现状分析。第一部分主要陈述了QA公司的发展历史和鲁东市场的概况:内容包括该公司的在鲁东市场发展和成长到销量碰到瓶颈的基本情况。第二部分讲述了渠道构成:基本的销售渠道介绍:经销商,批发渠道,协分渠道,直营渠道和KA渠道。第三部分:说明分销模式和在售产品情况。三种模式为:电商模式,经销商模式和直供模式。售卖产品的状况:四个基本品牌和包装形式和产品价格带分布。第四部分指出鲁东市场渠道管理存在的问题:价格体系的不稳定,渠道冲突严重,经销商管理滞后和渠道控制下降。第五部分:分析造成这四个问题的原因。4.分析了鲁东的市场环境的各个要素。共分析了4个要素,分别是:产业环境,市场分析,各品牌的生命周期和QA公司的内部资源状况。产业环境主要分析竞争者,替代品,潜在进入者,供应者和购买者的情况。市场分析就要对市场集中度,市场情况和渠道成员进行分析,各品牌的生命周期对于QA公司4个品牌进行进入期,成长期,成熟期和衰退期进行了说明。QA公司的内部分析包括QA公司的组织架构和资源投入。5.结合面对的市场环境和渠道管理的现状,提出了渠道优化管理的4个方面:首先是价格的理顺,指重新调整各渠道的加价率:其次渠道冲突的化解,指区分线上和线下商品,保证资源的准确投入和打击流货,再次加强渠道的控制:指加强直营渠道的策划和执行力,提高KA的规划能力,加强批发渠道的投资维持和巩固协分商渠道。最后是提高经销商的管理水平,主要从经销商的分级管理,经销商的管理标准化和经销商的培训三个方面展开论述。6.渠道优化管理措施的保障。分为4个部分展开描述:定义渠道成员的作用和角色,稳定销售团队,提供准确的销售数据和保证资源合理投放。
[Abstract]:As China's economy has been slowing down from the previous rapid development, the development of the scale of the overall consumption market needs no longer as fast as before, and the purchasing power of the market has weakened correspondingly. The same is true of the fast food industry in QA, a multinational company based in Italy and a leading confectioner in the world. From 1994 to China, because of the excellent product force and rapid development of the market environment, the rapid development of the market. The same is true in the rurdong market. The rapid growth of good sales results before 2013 made the company neglect the improvement of channel management, and the mode of channel management has not changed with the change of environment. All these problems have been exposed because of the change in the economic environment and the unsustainable growth of sales. This paper analyzes the market status and management problems of Lu Dong market, and the causes of the current problems, and puts forward the ways and implementation steps for optimizing the channel management in Shandong market by combining theory with practice. The thesis is divided into 6 parts: the 1. introduction, which tells the background and significance of the topic. The research on channel management at home and abroad is expounded. The main contents and research methods of this paper are explained. 2. the relevant theories are introduced. The main three basic theories of channel management are introduced. It is the marketing channel management, the theory and control method of channel control, the theory of dealer management and the three ways to strengthen the dealer management. The theoretical basis is given for the change of channel optimization management in the Shandong market. 3. analysis of the current situation of channel management in Shandong East market. The first part mainly describes the development history of QA and the general situation of Shandong East Market: the basic situation of the company's development and growth in the eastern Shandong market and its sales bottlenecks. The second part describes the composition of the channel: the basic sales channel introduction: distributors, wholesale channels, CO distribution channels, direct channels and KA channels. The third part: explain the distribution model and the situation in the sale of products. The three models are e-commerce model, dealer model and direct supply mode. Sale of products: four basic brands and packaging forms and product price belt distribution. The fourth part points out the problems of the market channel management in Shandong Province: the instability of the price system, the serious channel conflict, the lag of dealer management and the decline of channel control. The fifth part: analysis of the causes of the four problems. 4. analysis of the various elements of the market environment in Shandong Province. A total of 4 factors are analyzed: the industrial environment, market analysis, the life cycle of each brand and the internal resources of QA company. The industrial environment mainly analyzes the situation of competitors, alternatives, potential entrants, suppliers and buyers. Market analysis is to analyze the market concentration, market situation and channel members. The life cycle of each brand is explained for the entry period, growth period, maturity and recession period of 4 brands of QA company. The internal analysis of QA company includes the organizational structure and resource input of QA company. Combined with the status of the 5. face of the market environment and channel management, put forward 4 aspects: the first is to optimize the channel management price rationalize, refers to the re adjustment of each channel increase rate: to resolve the second channel conflict, refers to the area of online and offline merchandise, to ensure accurate input and combat flow of goods resources, strengthen again control channel: refers to strengthen the direct channel planning and execution, planning capacity KA, strengthen the wholesale channel investment to maintain and consolidate the CO channel. The last is to improve the management level of dealers, mainly from the distributor's classification management, dealer management standardization and dealer training in three aspects. 6. channels to optimize the management measures. It is divided into 4 parts: to define the role and role of the channel members, to stabilize the sales team, to provide accurate sales data and to ensure the rational delivery of the resources.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F274;F416.82

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