D公司营销渠道成员关系管理及考核的研究

发布时间：2019-01-07 07:15

【摘要】：营销渠道的管理是一种较为复杂的管理,而且贯穿于整个营销的始终,从而令同业竞争对手在短期内极难复制与模仿。怎样营造具有核心营销渠道竞争力的企业,其关键在于找到既符合行业特征,同时又适合企业发展的营销渠道模式,并对市场、经销商、销售队伍施以行之有效的管理和激励,为最终用户提供优质的产品和完善的服务。作为全球流体控制行业的领先者,D公司生产的电动执行机构在国内电力市场具有良好的口碑,营销渠道网络相对成熟,在当下愈演愈烈的国内市场环境下,试图通过改善渠道管理模式,强化公司在竞争方面的优势。D公司电动执行机构产品渠道管理之前主要是针对最终用户,并适当发展经销商的管理模式,为了优化国内市场渠道,故提出了重点用户由D公司和经销商共同掌控,并针对电站辅机厂和阀门厂进行直销的模式,通过优化与增加渠道,互惠共利。通过分析说明：D公司的优势大于劣势,故可以充分运用自身特点,营造友好伙伴型的渠道关系,全面优化针对渠道的掌控、保护和激励,渠道冲突的解决与管理以及销售队伍的建设,同时更要与现有渠道模式相融。这样的渠道变革不会尽如人意,有改进和完善的空间。本文借渠道管理有关理论,如渠道管理理论、渠道冲突理论和渠道整合及渠道决策理论,以D公司电动执行机构销售渠道当作研究目标,充分研究现有的营销渠道、影响销售的因素、销售渠道的建立和改进,归纳出目前渠道管理所面对的困难和机遇。全文由五个章节构成。第一章节为绪论,提出研究问题的背景、思路与方法。第二章节回顾相关理论。第三章节是说明D公司电动执行机构产品当前渠道情况,提出问题。第四章节对相关问题进行分析。第五章节针对D公司渠道管理策略提出,最终引出结论。本文将改善D公司营销渠道的建立,加强对于渠道的管理,为企业壮大和发展打下坚实的基础。
[Abstract]:The management of marketing channel is a kind of complicated management, and it runs through the whole marketing, which makes it very difficult for competitors to copy and imitate in the short term. How to build an enterprise with core marketing channel competitiveness lies in finding a marketing channel model that not only conforms to the characteristics of the industry, but also suits the development of the enterprise, and provides effective management and encouragement to the market, dealers and sales team. Provide high-quality products and perfect services to end-users. As the leader in the global fluid control industry, the electric actuators produced by D Company have a good reputation in the domestic electricity market, the marketing channel network is relatively mature, and in the current increasingly fierce domestic market environment, Try to improve the channel management mode, strengthen the company's competitive advantage. Before the D company electric executive agency product channel management is mainly aimed at the end users, and appropriate development of the dealer management model, In order to optimize the domestic market channel, it is put forward that the key customers are jointly controlled by company D and the distributor, and the mode of direct selling for auxiliary and valve factories of power station is put forward. By optimizing and increasing the channels, the profit is mutually beneficial. The analysis shows that D company has more advantages than weaknesses, so it can make full use of its own characteristics, build friendly partnership channel relationship, and optimize the control, protection and encouragement of channels. The solution and management of channel conflict and the construction of sales force should be combined with the existing channel mode. This channel change will not be satisfactory, there is room for improvement and improvement. Based on the relevant theories of channel management, such as channel management theory, channel conflict theory and channel integration and channel decision theory, this paper takes the sales channel of electric executive organization of company D as the research goal, and fully studies the existing marketing channels. Factors affecting sales, sales channel establishment and improvement, summed up the current channel management difficulties and opportunities. The full text consists of five chapters. The first chapter is the introduction, which puts forward the background, ideas and methods of the research. The second chapter reviews the relevant theories. The third chapter is to explain D company electric executive agency product current channel situation, raises the question. The fourth chapter analyzes the related problems. The fifth chapter puts forward the channel management strategy of company D, and finally draws the conclusion. This paper will improve the establishment of D company marketing channel, strengthen the management of the channel, and lay a solid foundation for the growth and development of the enterprise.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F274

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