【正文】 學(xué)號(hào)： 1221203 本科生畢業(yè)論文（設(shè)計(jì)） （ 2022屆） 題目 西門子（中國(guó)）家電產(chǎn)品的營(yíng)銷渠道研究 二級(jí)學(xué)院 北京工商大學(xué)嘉華學(xué)院 專業(yè) 班級(jí) 學(xué)生姓名 成績(jī) 指導(dǎo)教師 完成日期 摘 要 營(yíng)銷適用于一切企業(yè)，首先體現(xiàn)在大企業(yè)，綜觀層出不窮的行業(yè)大戰(zhàn)，多位大企業(yè)充斥期間，它們資本雄厚，人才濟(jì)濟(jì)，市場(chǎng)經(jīng)驗(yàn)豐富，并占據(jù)了一定的市場(chǎng)份額，有爭(zhēng)奪更大的市場(chǎng)的先決條件。而中小企業(yè)往往勢(shì)單力薄，資源匱乏，它們又如何面對(duì)積累而殘酷的市場(chǎng)競(jìng)爭(zhēng)呢？答案就在營(yíng)銷戰(zhàn)略上使用有限的資源，挖掘最大的潛力，創(chuàng)造無(wú)盡的價(jià)值。新型市場(chǎng)營(yíng)銷渠道經(jīng)過(guò)不斷時(shí)間總結(jié)及發(fā)展演變，已受到廣泛的認(rèn)可和重視。更具其特性和規(guī)律，制定市場(chǎng)操作規(guī)范，完善運(yùn)營(yíng)機(jī)制，本文以西門子（中國(guó)）有限公司為例，對(duì)其目前的營(yíng)銷渠道發(fā)展?fàn)顩r進(jìn)行研究，分析了 西門子（中國(guó)）有限公司營(yíng)銷渠道現(xiàn)狀和存在的問(wèn)題。并提出解決的對(duì)策， 希望 能夠幫助西門子（中國(guó)）有限公司加強(qiáng)自有營(yíng)銷渠道建設(shè)。 關(guān)鍵詞： 營(yíng)銷渠道；市場(chǎng)；創(chuàng)新 Abstract Marketing applies to all enterprises, first of all reflected in the big enterprise, taking a broad view of the endless trade war that is full of a number of large enterprises during the period, they have abundant capital, talents, rich experience in market and occupy the market share, have the prerequisites for for a bigger market. Small and mediumsized enterprises often weak, lack of resources, and how to face the accumulation and cruel market petition? The answer is to use limited resources in the marketing strategy, tap the greatest potential, and create endless value. The new marketing channel through the summary and development of time evolution, has been widely recognized and valued. More the characteristics and laws, establishing the standard of market operation, improve the operation mechanism, this paper by Siemens AG, for example, the current marketing channel development research, analysis of the current situation and existing problems of marketing channel of Siemens AG. And to propose the strategies to help Siemens AG, strengthen its own construction of marketing channels, channel to solve some of the problems, at the same time, to optimize the management of marketing channel. Key words： Marketing Channel； Market。 Innovation 目 錄 摘要 .......................................................................................................................................................... 2 緒論 .......................................................................................................................................................... 5 一、我國(guó)營(yíng)銷渠道概述 .......................................................................................................................... 6 （一）我國(guó)家電行業(yè)現(xiàn)狀 .............................................................................................................. 6 （二）我國(guó)家電行業(yè)營(yíng)銷渠道發(fā)展演變 ...................................................................................... 9 .................................................................................................................................... 9 .................................................................................................................................... 9 .................................................................................................................................. 10 二、西門子（中國(guó)）有限公司的營(yíng)銷渠道 ........................................................................................ 11 （一）西門子公司簡(jiǎn)介 ................................................................................................................ 11 (1)區(qū)域經(jīng)銷商制： ................................................................................................................ 12 (2)直營(yíng)零售 ............................................................................................................................ 13 (3)直供家電連鎖 .................................................................................................................... 13 三、西門子公司營(yíng)銷渠道目前存在的問(wèn)題及原因分析 .................................................................... 14 (一 )渠道成本重，分銷效率低 ...................................................................................................... 14 (二 )渠道模式適應(yīng)性差 .................................................................................................................. 15 (三 )物流、信息管理水平低 .......................................................................................................... 15 (四 )渠道資源配沒(méi)有得到優(yōu)化 ...................................................................................................... 16 四、改進(jìn)西門子公司營(yíng)銷渠道的建議 ................................................................................................ 17 （一）創(chuàng)新?tīng)I(yíng)銷渠道策略 ............................................................................................................ 17 ...................................................................................................... 17 .................................................................................................................. 17 結(jié)論 ........................................................................................................................................................ 18 參考文獻(xiàn) ................................................................................................................................................ 19 致謝 ........................................................................................................................................................ 19 緒論 “渠道為王”是對(duì)營(yíng)銷渠道重要性的高度概括，營(yíng)銷渠道已經(jīng)成為建立企業(yè)核心競(jìng)爭(zhēng)力的重要源泉。當(dāng)前，我國(guó)各家電企業(yè)采取的營(yíng)銷渠道模式各不相同，正處于探索與調(diào)整之中，降低渠道成本、提高分銷能力、加快對(duì)市場(chǎng)的反應(yīng)能力、更好地掌控渠道成為了各廠家追求的目標(biāo)。 本文將營(yíng)銷渠道理論應(yīng)用于家電營(yíng)銷實(shí)踐，期望對(duì)我國(guó)家電企業(yè)有所借鑒。 (1)在經(jīng)濟(jì)全球化的今天，我國(guó)家電企業(yè)在國(guó)內(nèi)國(guó)外兩個(gè)市場(chǎng)上和國(guó)外家電企業(yè)競(jìng)爭(zhēng)，不僅在產(chǎn)品質(zhì)量、價(jià)格、品牌、促銷方面競(jìng)爭(zhēng)，也在分銷渠道方面展開(kāi)競(jìng)爭(zhēng)。 LG、西門子、三星等洋品牌大舉進(jìn)入中國(guó)市場(chǎng)，實(shí)行本土化戰(zhàn)略，紛紛建立自己的渠道網(wǎng)絡(luò)，搶占渠道資源。和國(guó)外家電企業(yè)相比，我國(guó)家電企業(yè)在構(gòu)建分銷渠道網(wǎng)絡(luò)、管理渠道方面還可能存在一定的差距，我國(guó)家電企業(yè)必須根據(jù)自身特點(diǎn)，優(yōu)化渠道策略，提高渠道管理水平和營(yíng)銷執(zhí)行力。 (2)在傳統(tǒng)營(yíng)銷管理中，渠道的功能是彌和廠家和顧客之間的缺口，在廠家與顧客之間傳遞信息，所以營(yíng)銷渠道的主要職能是倉(cāng)儲(chǔ)、運(yùn)輸、聯(lián)系、融資、談判等。在現(xiàn)代營(yíng)銷中，以顧客為導(dǎo)向的營(yíng)銷觀念越來(lái)越重要，為顧客創(chuàng)造價(jià)值成為營(yíng)銷活動(dòng)的核心理念，不同的家電營(yíng)銷渠道為顧客提供了不同的服務(wù)，帶來(lái)了不同的價(jià)值，選擇家電營(yíng)銷渠道成員，要將其能否為顧客創(chuàng)造價(jià)值，能否為顧客帶來(lái)增值服務(wù)，作為