中国惠普有限公司营销渠道建设策略研究

发布时间：2019-01-23 17:14

【摘要】：对于PC厂商而言,专卖店、大卖场等零售终端扮演的角色越来越重要,在资金流、物流和信息流方面承担的载体作用越发明显。近年来,各大品牌如联想、惠普、戴尔、宏基等,在街边店、IT MALL专卖店和连锁卖场体系急速扩张,纷纷布点抢占市场份额,建立适应中国市场和未来行业发展的渠道模式和架构。同时,近年来电商渠道的崛起,包括苏宁易购、国美商城和京东商城等,通过各种营销手段积极抢占实体渠道市场份额,各大电脑公司如何发力电商,扩大在线销售,如何实施和平衡实体店面和网络渠道的销售策略至关重要。零售渠道的开拓、建设、管理和支持等环节考验着各大厂商的智慧和能力。销售渠道的各个环节,包括生产商、分销商和零售商,作为单个经济利益主体,无疑都在相互博弈,追求各自利益的最大化。在此过程之中,零售终端对于市场份额的争夺、利润的追求和上游厂商资源的抢夺方面,不可避免的产生冲突和矛盾,如何建立稳定的渠道架构,稳固渠道成员,建立厂商和最终消费者之间最便捷、高效的传输途径,对于厂商提高自己的知名度和市场占有率,以及厂商未来的发展起着至关重要的作用。作为全球排名第一的PC厂商,惠普在全球范围内拥有傲人的业绩,在全球市场创造过辉煌的历史。从2007年登顶全球PC市场以来,惠普PC销量连续六年全球市场称雄。反观惠普在中国市场的销量,从2009年第二季度巅峰时期的16.6%一路跌至2011年第四季度的5.3%,市场排名落后于联想、宏x仭⒋鞫突丁８葑钚翴DC数据,2012年第三季度,惠普中国区市场份额已回升两个百分点至7.3%,但仍位居第四位,与其在全球市场的表现差别很大。抛开曾经的质量事件(2010年3.15事件),惠普目前的渠道模式和架构是否出现问题,是否适应未来PC发展的趋势和要求,是否能够很好解决渠道冲突和应对新兴力量的冲击,无疑对于解决当前问题和应对未来发展具有重要意义。本文以中国惠普有限公司当前的渠道架构和渠道成员为对象,了解存在的问题和可能影响未来惠普发展的因素,同时参考联想、戴尔等业内竞争对手的模式,分析如何更好打造渠道架构、解决渠道冲突和建设更加专业、忠诚和稳定的渠道成员,以期惠普未来能够在中国市场取得更好的突破。
[Abstract]:For PC manufacturers, retail terminals, such as specialty stores and stores, play an increasingly important role, and the carrier role in capital flow, logistics and information flow is becoming more and more obvious. In recent years, major brands such as Lenovo, Hewlett-Packard, Dell, Acer, and so on, have expanded rapidly in the street-side stores, IT MALL stores and chain stores, one after another to occupy market share. Establish a channel model and framework for China's market and future industry development. At the same time, the rise of e-commerce channels in recent years, including SUNING, Gome Mall and JingDong Mall, actively grabs market share in physical channels through various marketing methods. How can major computer companies develop e-commerce and expand online sales? How to implement and balance the sales strategy of physical stores and network channels is very important. The development, construction, management and support of retail channels test the wisdom and ability of major manufacturers. Every link of the sales channel, including producers, distributors and retailers, as a single economic interest body, is undoubtedly in the game with each other to pursue the maximization of their respective interests. In this process, the competition for market share, the pursuit of profit and the snatching of resources of upstream manufacturers inevitably produce conflicts and contradictions. How to establish a stable channel structure and stabilize channel members, The establishment of the most convenient and efficient transmission channel between the manufacturer and the final consumer plays a vital role in increasing the visibility and market share of the manufacturer as well as the future development of the manufacturer. Hewlett-Packard (HP), the world's number one PC manufacturer, has an impressive global track record. Hewlett-Packard 's PC sales have dominated the global PC market for six consecutive years since it topped the global PC market in 2007. Hewlett-Packard 's sales in China, on the other hand, dropped from a peak of 16.6% in the second quarter of 2009 to 5.3% in the fourth quarter of 2011. Sudden? Ding8? Hewlett-Packard 's China market share rebounded 2 percent to 7.3 percent in the third quarter of 2012, but it remained fourth, a big difference from its performance in the global market, Fenchplutonium DC data showed. Aside from the past quality events (March 15, 2010), whether HP's current channel model and architecture is problematic, whether it is able to adapt to the trends and requirements of future PC development, and whether it can resolve channel conflicts and cope with the impact of emerging forces. Undoubtedly, it is of great significance to solve current problems and cope with future development. This article aims at the current channel structure and channel members of Hewlett-Packard Co., Ltd. in China to understand the existing problems and factors that may affect the development of HP in the future. At the same time, we refer to the models of Lenovo, Dell and other industry competitors. This paper analyzes how to better build the channel structure, resolve channel conflicts and build more professional, loyal and stable channel members, in the hope that HP can make a better breakthrough in the Chinese market in the future.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F274;F426.671

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