广州电信公司营销渠道冲突的案例研究

发布时间：2018-01-24 04:12

本文关键词： 电信行业渠道管理渠道冲突　出处：《华南理工大学》2012年硕士论文　论文类型：学位论文

【摘要】：2008年中国电信运营商完成重组和第三代移动通信（3G）牌照发放至今，3G业务在中国的正式运营已超过三年。为适应3G时代的营销要求，中国电信公司重新布局，已初步建立了直销渠道、自有实体渠道、社会实体渠道和电子渠道等多种营销渠道。但是在运作中营销渠道冲突不断、协同不畅等问题开始困扰中国电信公司，并制约了3G业务的进一步发展。在案例正文部分，以中国电信广州分公司案例为基础，研究电信行业营销的主要特点、广州电信公司的营销渠道结构、剖析了广州电信公司的营销渠道冲突现状和成因，包含了产品/价格体系的无序管理，渠道多头管理与内部竞争引导不善、渠道考核失效、渠道激励不足、信息沟通不善、渠道协同的IT支撑系统不健全等原因。在分析方法上，通过营销渠道冲突理论作指导，在案例分析的基础上,采用比较研究的方法，总结其他行业如快速消费品行业以及国外运营商的营销渠道冲突和协同的解决办法，并结合中国电信广州分公司的实际案例，提出了相应的对策，包含了调整渠道结构和优化协同职能，实施严格有序的规范产品/价格体系管理和渠道规划，改善代理商的酬金和奖励办法，，对代理商的一体化管理改造，建立渠道的定期沟通机制，统一绩效考核整合渠道管理，健全IT支撑等措施，希望对中国电信运营商的渠道管理能起到参考作用。
[Abstract]:In 2008, the Chinese telecom operators completed the reorganization and the third generation mobile communication (3G) license issued in China. It has been more than three years since the official operation of 3G business in China, in order to adapt to the 3G era of marketing requirements. China Telecom Company re-layout, has initially established direct marketing channels, its own physical channels, social entities and electronic channels and other marketing channels, but in the operation of the marketing channel conflict. Coordination and other problems began to haunt China Telecom, and restricted the further development of 3G services. In the main part of the case, based on the case of China Telecom Guangzhou Branch, this paper studies the main characteristics of the telecom industry marketing, the marketing channel structure of Guangzhou Telecom Company. This paper analyzes the current situation and causes of the marketing channel conflict of Guangzhou Telecom Company, including the disorderly management of the product / price system, the poor channel long management and internal competition, the failure of the channel assessment, and the lack of channel incentive. Poor information communication, channel collaboration of IT support system is not sound and other reasons. In the analysis method, through the marketing channel conflict theory as the instruction, in the case analysis foundation, uses the comparative research method. Summarized other industries such as FMCG industry and foreign operators of the marketing channel conflict and collaborative solutions, and combined with the actual case of China Telecom Guangzhou Branch, put forward the corresponding countermeasures. It includes adjusting the channel structure and optimizing the coordination function, implementing strict and orderly regulation of product / price system management and channel planning, improving the remuneration and reward methods of agents, and reforming the integrated management of agents. It is hoped that the establishment of regular communication mechanism of channels, the unification of performance appraisal and integration of channel management, and the improvement of IT support will serve as a reference for the channel management of Chinese telecom operators.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F626;F274

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