營(yíng)銷渠道策劃畢業(yè)論文文獻(xiàn)綜述、外文翻譯、調(diào)查報(bào)告-其他專業(yè)(編輯修改稿)
2025-02-24 02:34 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 field. How to manage manufacturers is an inextricable problem that Chinese enterprises are facing and also one of core matters that determine enterprises could acquire sustainable petition advantages in hard petition environment or not. Channel also means marketing channel in which is defined as a series of distribution anizations that are made of middleman and undertake transfer products from manufacturer to consumer. Marketing channel management includes initiating channel strategy、 designing marketing channel、 selecting channel members、 channel management、 motivating members、 channel conflict management and evaluation and etc. Motivating members is the most basic and crucial part. It means measures undertaken by manufacturers to promote corporation between channel members and achieve distributing goals. Legend Group Limited is one of few successful corporations in channel management in China. I engage in digital products marketing in Legend Consume IT Group. This document intends to provide analysis and research of distribution channel motivate by connecting theory with my practice based on Legend inner data 、 literature of marketing channel and motivate and interviews with professional Legend staff. My research indicates that manufacturers are highly bined with channel members. Confirming relationship between manufacturers is the first step of solving conflict between them. The success of Legend channel roots in setting Great Legend partnership. Legend constituted tactically distributing amp。 agent infrastructure right after confirming relevant partnership. Legend could hold demands from channel in time and initiate proficient direct and indirect policies through channel member information monthly feedback mechanism. By direct physical encouragement, such as premium and etc, Legend boosted members to achieve sale goals. On the other hand, to make them develop along Legend continuously, Legend helped them manage sales activities and kindled by improving sell proficiency and achievement. To guarantee incentive performance, Legend paid much attention to profit return and constituted incentive power and reasonable assess criterions. Negative incentive measures are adopted either timely. The document mits itself to share Legend successful experience of channel motivation and intends to present some reference incentive methods for Chinese enterprises through analysis of Legend channel motivation. 一、分銷渠道的定義 路徑或管道通過這些商品和服務(wù)從供應(yīng)商在一個(gè)方向（流向消費(fèi)者），并支付他們所產(chǎn)生相反的方向流動(dòng)（從消費(fèi)者到供應(yīng)商）。一個(gè)分銷渠道可以像被從供應(yīng)商直接向消費(fèi)者短期或可包括若干相互連接（通常是獨(dú)立的，但互相依賴），如批發(fā)商，經(jīng)銷商，代理商，零 售商中介機(jī)構(gòu)。每個(gè)中介接收點(diǎn)的價(jià)格在一項(xiàng)目，并移動(dòng)到下一個(gè)更高的價(jià)格點(diǎn)，直到達(dá)到最后的買家。也稱為渠道分銷或營(yíng)銷渠道 二、聯(lián)想分銷渠道激勵(lì)政策研究 隨著中國(guó)市場(chǎng)規(guī)模的擴(kuò)大，競(jìng)爭(zhēng)的加劇，渠道的競(jìng)爭(zhēng)逐漸成為企業(yè)市場(chǎng)競(jìng)爭(zhēng)的主旋律。如何進(jìn)行有效的渠道管理，處理好廠商關(guān)系是目前中國(guó)企業(yè)面臨的一個(gè)長(zhǎng)期難以解決的難題，也是決定企業(yè)在激烈的市場(chǎng)競(jìng)爭(zhēng)下能否取得持久競(jìng)爭(zhēng)優(yōu)勢(shì)的核心問題之一。所謂渠道指的是分銷渠道，即產(chǎn)品從制造商手中傳至消費(fèi)者手中所經(jīng)過的各中間商聯(lián)結(jié)起來的通道。渠道管理包括制定渠道戰(zhàn)略、設(shè)計(jì)營(yíng)銷渠道、選擇渠道成員 、渠道管理和渠道成員激勵(lì)、評(píng)估渠道等內(nèi)容。其中最基礎(chǔ)、也是最重要的一個(gè)內(nèi)容就是對(duì)分銷渠道成員的激勵(lì)，即廠家為促進(jìn)渠道成員達(dá)成廠家分銷目標(biāo)的合作而采取的措施。聯(lián)想集團(tuán)有限公司（以下簡(jiǎn)稱聯(lián)想公司）是國(guó)內(nèi)少數(shù)營(yíng)銷渠道管理比較成功的企業(yè)。本人在聯(lián)想公司消費(fèi) IT 群組從事數(shù)碼產(chǎn)品的市場(chǎng)營(yíng)銷工作。本論文采用理論聯(lián)系實(shí)際的研究方法，在廣泛查閱有關(guān)營(yíng)銷渠道、利益相關(guān)者和激勵(lì)理論文獻(xiàn)、聯(lián)想渠道管理內(nèi)部資料和與聯(lián)想渠道專業(yè)人員溝通訪談的基礎(chǔ)上，
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