PT公司手机分销渠道的变革研究

发布时间：2018-01-21 10:19

本文关键词： 手机分销渠道战略诊断渠道变革　出处：《兰州交通大学》2015年硕士论文　论文类型：学位论文

【摘要】：手机如今已经成为大众普及度很高的生活必需品,并逐渐演变为一个多媒体交互终端设备。然而手机市场的发展却是多变的,近年来链锁卖场快速崛起,运营商主导市场的趋势已经愈发明显,传统分销商逐渐丧失渠道话语权,市场地位不断降低,利润空间不断被压榨。与此同时分销渠道也在发生着改变,诸如厂家直供、运营商物流资金平台、大型连锁卖场直供平台等业务模式应运而生,手机分销渠道出现扁平化趋向。随着电子商务的蓬勃发展,传统手机分销渠道遭受到极大的冲击,京东商城、天猫、亚马逊等线上手机销售商如雨后春笋般大量涌入,几大连锁卖场也不甘示弱纷纷开始进军电商领域,成立自己的电商平台,手机分销渠道的变革迫在眉睫。传统手机分销领域的几大国代商在当前复杂的市场环境下,如何谋求自身生存与发展是本文研究PT公司手机分销渠道变革的主要目的。本文研究的主要范围如下:(1)在运营商主导手机市场的背景下,PT公司如何运用自身优势,在市场竞争中实现自身角色的转换,以适应市场发展的需要。(2)面对线上渠道的冲击,PT公司如何整合现有渠道资源,实现线上和线下全方位的分销体系。(3)在上游厂家、下游分销商、运营商和大型连锁卖场之间,PT公司应当如何选取最优的经营策略,使得自身利益最大化。(4)面对竞争日益激烈的手机分销市场,如何通过对标竞争对手,寻找自身薄弱点,加以修正,扬长避短,在与竞争对手的竞争中不断壮大自身实力。(5)PT公司目前自身业务模式较多,如何在众多的业务模式中,精确渠道定位,挖掘核心业务,获取稳定的盈利能力。本文研究的主要结论如下:(1)PT公司应当充分发挥自身线下渠道网络优势,以线下渠道为基础,线上渠道为补充,重塑分销渠道网络,将线上和线下渠道有机结合在一起,全面提升自身效率,形成PT公司独特的立体化分销体系。(2)PT公司面对多变的市场环境,应当不断完善自身渠道精细化管理能力。通过细分渠道客户,实行差异化管理,培养重点客户,形成战略同盟,有利于突出自身优势,加快经营效率,获取超额利润。(3)PT公司应当精确自身渠道定位,在多元化经营的大背景下,重点培养自身的优质业务,努力挖掘潜在业务的增长点。(4)PT公司应该不断深化与三大运营商的合作,由单纯的物流资金平台服务商角色,择机转变为虚拟运营商,逐步过渡到运营商领域的综合服务商角色,彰显自身价值,夯实渠道地位,提升渠道话语权。(5)PT公司当前的产业链结构较短,下游终端市场的关注度明显不足,终端市场的掌控能力与竞争对手相比明显偏弱。PT公司应当不断优化自身的产业链结构,适时向产业链的下游延伸,加强终端销售团队的建设,不断提升终端的销售能力。(6)PT公司现阶段的渠道层级多,运维成本高,渠道维护不足,PT公司应当提升渠道的运营效率,降低渠道运维成本,为上游厂商和运营商提供更多的增值服务,加强对渠道下游客户的维护,减少渠道内部的冲突,提升渠道的掌控能力。(7)PT公司应当牢固与中国电信和中国联通平台供货商的地位,不断深入与中国移动的合作,择机切入平台服务商的角色。不断拓展与主要手机厂家的直供平台业务合作,不仅局限于手机产品,逐步拓展到手机配件和其他3C周边产品上,努力将自身打造成手机分销领域的功能性综合服务商。本文以战略管理与市场营销等相关理论为依据,结合国内外相关领域研究成果,运用IFE矩阵、EFE矩阵、波特五力模型、对标管理、麦肯锡矩阵和非合作博弈等理论研究工具,剖析PT公司现阶段手机分销渠道存在的主要问题,提出一系列渠道变革的可行性建议,进一步探寻渠道变革的关键路径。
[Abstract]:Mobile phone has now become a popular high popularity of the necessities of life, and gradually evolved into a multimedia communication terminal equipment. However, the development of the mobile phone market is changing, in recent years the rapid rise of the chain store operators, leading the market trend has become more apparent, the traditional distributors gradually lose voice channels, market status has decreased profits continue to be squeezed. At the same time the distribution channels are also changing, such as factory direct supply, logistics operators funds platform emerged large chain stores direct supply platform business model, mobile phone distribution channel has a flat trend. With the rapid development of e-commerce, suffered a great impact, the traditional mobile phone distribution channels mall Jingdong Tmall, Amazon and other online retailers such as mobile phone, a few large influx of bamboo shoots after a spring rain, chain stores have started to enter also not resigned to playing second fiddle The field of electronic business, set up their own business platform, mobile phone distribution channel imminent change. The traditional mobile phone distribution sector of several countries in the current generation of commercial complex market environment, how to seek their own survival and development is the main goal of changes in distribution channels in PT mobile phone company. The main scope of this paper are as follows: (1) the dominant mobile phone operators in the market under the background of PT company how to use their own advantages, realize the conversion of their own role in the market competition, in order to meet the needs of market development. (2) in the face of the impact of the online channel, PT, such as how to integrate existing resources, to achieve a full range of online and offline distribution system (3.) in the upstream manufacturers, distributors, operators and large chain stores, PT company should be how to select the optimal business strategy, so to maximize their own interests. (4) in the face of increasingly fierce competition in the mobile phone distribution How to market, through benchmarking competitors, find their own weaknesses, corrected, weaknesses, in competition with competitors to expand its strength. (5) the PT company's own business model more, how many in the business model, accurate channel positioning, mining the core business, obtain stable profitability. The conclusions of this study are as follows: (1) the PT company should take full advantage of the Internet channel under its own line, the line channel based online channels to supplement, remodeling of distribution network, the online and offline channels combine together to enhance their efficiency, the formation of three-dimensional PT unique distribution system. (2) PT company to face the changing market environment, we should constantly improve their own channels of meticulous management ability. Through the channel segments customers to implement differentiated management, training of key customers, form strategic alliances, favorable To highlight their own advantages, accelerate business efficiency, obtain excess profit. (3) the PT company should own accurate channel positioning, in the background of diversification, focus on training their quality services, efforts to tap the potential business growth. (4) PT company should continue to deepen cooperation with the three operators, by the simple logistics funds platform service provider role, choose to virtual operators, and gradually transition to the integrated service providers business role, highlighting their own value, reinforce the channel status, improve voice channels. (5) PT, the current structure of the industry chain is short, the downstream end of the concern for the market is obviously insufficient. The terminal market control ability was weak compared with rival.PT company should continue to optimize the structure of industry chain itself, timely extends to the downstream industry chain, strengthen the construction of the terminal sales team, and constantly improve the terminal sales The ability of PT. (6) the company's current level of the channel, the high cost of operation and maintenance, channel maintenance deficiencies, PT company should enhance the channel operation efficiency, reduce the cost of operation and maintenance of channels, to provide more value-added services to the upstream manufacturers and operators, strengthen the maintenance of channels downstream customers, reduce the internal channel conflict, enhance the channel the ability to control. (7) PT company and the China Telecom and China Unicom should firmly China platform supplier status, deepening the cooperation with China Mobile, to choose the starting platform service provider role. Direct platform business cooperation is expanding and the main mobile phone manufacturers, is not limited to mobile phone products, and gradually expand to the mobile phone accessories and other 3C peripheral products, and strive to build itself into the field of distribution function of mobile phone service providers. This thesis is based on the strategic management and marketing related theory, combined with the related fields at home and abroad Research results, using IFE matrix, EFE matrix, the Potter five forces model, benchmarking, McKinsey matrix and non cooperative game theory and other research tools, the main problems of PT company at the present stage of mobile phone distribution channel exists, put forward a series of feasible suggestions to the channel change, the critical path to further explore the channels change.

【学位授予单位】：兰州交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F274

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