本篇论文目录导航：
【题目】波兰测量仪器公司营销渠道探究
【第一章】Sonel测温仪企业市场营销渠道分析绪论
【第二章】营销渠道与渠道管理理论概述
【第三章】Sonel公司渠道影响因素分析
【第四章】Sonel企业渠道管理现状分析
【第五章】Sonel公司营销渠道优化管理建议
【结论/参考文献】国外测温仪企业营销模式研究结论与参考文献
摘 要
当今营销渠道已经和商品品牌一样成为企业的无形资产，在商品内在品质日趋相同的今天，许多企业都将拥有强大能力的营销渠道作为重要的发展战略[1].而营销渠道管理则是企业与中间商发展长期伙伴关系的桥梁。通过与各种中间商建立密切的、长期的友好伙伴关系，对有限资源进行合理配置，对提高渠道的经营绩效有重要作用[2].
对于企业来说，营销渠道不仅仅是营销手段，还是各企业之间的竞争武器，甚至是构建核心竞争力的重要途径之一。而针对于工业营销来讲，渠道就是生产企业赖以生存的阵地。为什么说营销渠道对企业来说至关重要呢？这是因为经济全球化使得生产技术可以迅速从一个公司转移至另一个公司，资本可以方便的向收益高、成本低的产业或地区流动，产品从设计到生产制造、到销售的专业化分工使得产品的差异性或低成本的竞争战略难以持久；不仅如此，由于促销手段极容易被竞争对手模仿，因此它也不可能为企业带来优势。而营销渠道建立的时间周期较长、投入较大以及需要和渠道合作伙伴的长期磨合，因此企业的渠道优势在短期内不容易被竞争对手模仿。所以，营销渠道对企业来说是至关重要的。
上世纪 80 年代，由于国内多年没有重视仪器仪表行业的设备研发，同时因为中国市场的快速发展，行业对先进的仪器设备的需要，以及 Sonel 公司需求的快速增长，大量的外资设备趁机获得了巨大的发展。近年来，由于消费者倾向于购买性价比较高的产品，仪器仪表行业高端市场的竞争将更加激烈，因此如何高效的进行营销就成为 Sonel公司首要考虑的问题。
本论文结合 Sonel 公司的实际情况就营销渠道建设进行具体的多方面分析和研究。
本文研究的主要内容是根据渠道形成发展过程，总结营销渠道和渠道管理；明确渠道管理创新的定义特性；从企业获得持续的竞争优势适应状态变化，针对动态渠道管理创新的环境变化分析技术提出渠道创新管理体系的整合。采用数据收集法、调研法，实地考察等方法。通过数据收集、交谈、答卷、收集被调查对象的各种资料等形式获得原始资料，通过对这些数据资料的分析、相互比较等方法，把握当前的状况，揭示存在的问题的理论方法，给出了渠道管理创新体系的基本框架。
论文首先介绍营销渠道管理的研究背景、研究目的与意义、研究内容和研究方法，然后从营销渠道的概念、渠道流程及功能和渠道管理理论出发，阐述营销渠道的重要性以及主要营销理论。通过分析 Sonel 公司营销渠道建设现状的宏观环境因素、市场竞争因素、中间商因素和企业因素，通过分析 Sonel 公司渠道管理现状的市场组织结构与职能、市场划分、渠道组织与结构、渠道流程管理状况、渠道成员管理状况、渠道关系管理状况和渠道绩效分析，得出 Sonel 公司营销渠道管理建议。在渠道目标与指导思想、渠道机构及渠道组织、渠道管理和渠道绩效管理几个方面提出调整建议，Sonel 公司一方面应在分销商渠道通过信誉求发展，在另一方面，应继续加强自身的品牌建设。Sonel公司加强产品技术的宣传和推广，建立和完善区域销售中心，直营直销和分销商的销售考核，在销售服务人员的职业培训过程中要专注于应用目标的完成。有针对性的对参与渠道的销售人员进行理论和实践的培训。这样才能保证 Sonel 公司在激烈的市场竞争中站稳脚跟，立于不败之地。
本文的研究价值在于，通过科学合理的营销渠道管理来促进 Sonel 公司营销业绩增长，创造差异化竞争优势，实现公司的可持续与跨越式发展。
关键词：Sonel 公司；工业品；营销渠道管理
Abstract
Modern marketing channel and brand as an intangible asset of the enterprise, in thecommodity quality is the same today, many enterprises will have the strong ability ofmarketing channel as an important development strategy. And the management of marketingchannel is the bridge between enterprises and the development of intermediate business oflong-term partnership. Through the establishment of close, long-term friendly partnershipwith various intermediaries, the rational allocation of limited resources, plays an importantrole in improving the performance of the channel.
Current marketing channel and commodity brand have been taken as an intangible assetof the enterprise. With the trend of inherent quality of commodity being same, manyenterprises take the strong ability of marketing channel as an important development strategy.
And the management of marketing channel is the bridge of long-term partnership betweenenterprises and intermediaries. The establishment of close, long-term friendly partnershipwith various intermediaries plays an important role in rational allocation of limited resourcesand improving the performance of channel marketing.
For enterprises, marketing channel is not only the means of sales, but the competitiveweapon of enterprises, and is an important way to build the core competitiveness. Forindustrial marketing, marketing channel is critical to the enterprise survival. The reason of themarketing channel is so important for a company is that the globalization of economy makesthe production technology can be quickly transferred from one company to another company,the capital can be conveniently transferred to the industries and regions with high profits andlow cost. The overall procedure from design to manufacturing, to specialized division of salesmakes the product differentiation or low-cost competitive strategy cannot be sustained.
Moreover, the promotion means is very easily duplicated by competitors, therefore it is notpossible to bring advantage for enterprises. Due to long time cycle for building marketingchannel , large investment and log time collaboration with channel partners, the channeladvantage of enterprises is not easily imitated by competitors in short term. Therefore, themarketing channel is crucial to the enterprise.
In the 1980's, not paying enough attention to equipment research and development in theinstrumentation industry for many years, the industry requirements for advanced equipmentbecause of the rapid development of China market, as well as the rapid growth of Sonelcompany, all of these made a large number of foreign equipment get the big opportunity todevelop. In recent years, the consumers tend to buy products with high cost performance, thecompetition of high-end instrumentation industry will become more intense, so how to makeeffective marketing has become the primary problem of Sonel company.
The specific analysis and research on the construction of marketing channel according tothe practice of Sonel are presented in this paper. The main content of this paper is tosummarize marketing channels and channel management according to the developmentprocess of the formation of marketing channels; make clear definition of channel managementinnovation; adapt to the state change by getting sustainable competitive advantage from theenterprise, propose system integration technology of channel innovation aiming at theenvironment change analysis of dynamic channel management. Using the data collectionmethod, investigation method, on-the-spot investigation method etc Through data collection,questionnaire, talking, survey data collected form the object to obtain original data, theanalysis of these data and comparison each other, holding the current situation, revealing theexisting problems, gives a basic framework of channel management system.
The research background of marketing channel management, purpose and significance ofresearch, content and research methods, are introduced at first. Then elaborating marketingtheory and the importance of marketing channel from the concept of marketing channels, thechannel flow and function and channel management theory. The suggestions are gotten basedon the analysis of Sonel's marketing channel management, including the macro environmentof marketing channel construction, the factors of market competition, intermediate factor andenterprise factors, through the analysis of marketing channel management situation,organization structure and function division of the market, channel structure, channel flowtube analysis, management of channel members, channel relationship management and theperformance of the marketing channel management. the suggestions mainly focus on thechannel objectives and guiding ideology, organization, mechanism and channel managementand channel performance management. The Sonel should get development by gettingcredibility from the distributor, on the other hand, we should continue to consolidate its ownbrand building. The Sonel should strengthen the publicity and spreading for product andtechnology, establish and improve the regional sales center, direct sales and sales assessmenton distributors. The Sonel should focus on the achievement of application target in theoccupation training of sales staff. The Sonel should make the training on theory and practicefor sales staff who participate in marketing. All of these can ensure the Sonel company to geta firm foothold in the fierce market competition.
The value of this research is to promote the marketing performance growth of Sonel,create competitive advantage, achieve sustainable and great leap forward developmentthrough the rational management of marketing channel. This paper systematically summarizesin the 1st chapter the present situation of risk management and procurement risk managementdevelopment both internationally and domestically in China, and the development trend ofprocurement risk management. It also mentions the necessity of study on procurement riskmanagement, the study content and research method.
Key Words: Sonel Company; Industrial products; Marketing channel management
目 录
摘 要
Abstract
1 绪论
1.1 研究的背景
1.2 研究目的与意义
1.2.1 研究目的
1.2.2 研究意义
1.3 论文主要研究内容
1.4 研究方法
2 理论概述
2.1 营销渠道概念
2.2 渠道流程及功能
2.2.1 渠道流程
2.2.2 渠道功能
2.3 渠道管理
2.3.1 渠道管理概念
2.3.2 渠道管理特征
2.3.3 渠道管理意义
3 Sonel 公司渠道影响因素分析
3.1 宏观环境因素
3.1.1 经济环境
3.1.2 法律环境
3.2 市场竞争因素
3.3 中间商因素
3.4 企业因素
4 Sonel 公司渠道管理现状分析
4.1 市场部组织结构与职能
4.2 市场划分
4.3 渠道组织与结构
4.3.1 渠道结构
4.3.2 渠道组织模式
4.4 渠道流程管理状况分析
4.4.1 所有权流程
4.4.2 谈判流程
4.4.3 物流
4.4.4 财务流程
4.4.5 信息流程
4.4.6 促销流程
4.5 渠道成员管理状况分析
4.5.1 渠道成员
4.5.2 渠道成员选择标准
4.5.3 渠道成员激励政策
4.5.4 渠道成员评估
4.6 渠道关系状况分析
4.7 渠道绩效分析
5 Sonel 公司渠道管理建议
5.1 渠道目标与指导思想
5.1.1 渠道目标
5.1.2 指导思想
5.2 渠道结构及渠道组织调整
5.2.1 渠道结构调整
5.2.2 渠道组织调整
5.3 渠道管理建议
5.3.1 流程管理改善
5.3.2 成员管理改善
5.3.3 渠道冲突管理
5.4 渠道绩效管理建议
5.4.1 考核标准调整
5.4.2 绩效考核的实施与控制
6 结论
致 谢
参 考 文 献
