海尔集团营销渠道策略分析

^论文编号:GS232  ^论文字数:10863,页数:13

摘 要:随着全国性家电连锁的迅速崛起并正在成为家电营销的主渠道，传统渠道迅速瓦解，新的渠道模式尚未形成，作为我国家电行业的龙头企业的海尔集团如何清楚地认识渠道的发展趋势和结构变化，并采取相应的措施适应或改变渠道，就成为海尔渠道策略的核心问题。我想通过对家电业营销渠道的现状分析和海尔集团营销渠道的发展历程研究，对海尔集团营销策略的调整和完善提出了建议，即:创新营销观念;建立战略联盟，解决制造商与零售商渠道冲突;构建与完善网络营销渠道;控制渠道，增强对新型渠道的博弈能力。百货商场经营产品的种类较多，不同种类产品的淡旺季是不同的，在家电部需要资金的时候，可以从其它部门进行资金的调拨。缺点为:经营机制老化，远没有形成顾客意识。专卖店缺点为:稳定性较差。大部分专卖店资金来源于银行贷款等渠道，资金不是很充足，供货能力较低，一旦市场发生不利的变化，最早低价抛货的可能性较大，从而使生产厂商处于不利的位置。缺点是:易受批发商左右，网络畸形。当批发商回款、销售额较高时，在与厂商的谈判过程中，会处于有利的地位。在发动价格战方面，批发户会比一般网点具有更大的冲动性，从而对现存的网络造成冲击。还有批发商终端控制力度较弱。由于批发商的素质以及其对下属网点的控制力度等方而的问题，往往比厂商业务人员进行产品现场布置的效果要差的多。渠道建设成本很高且自建渠道与现有渠道存在着一定的渠道冲突，协调的难度加大。我从海尔集团营销渠道的发展历程和家电业营销渠道的现状分析得出海尔集团营销策略的调整和完善海尔在发展培育营销渠道时，不应单纯寻找合作伙伴，而且还要培育合作伙伴，包括对商业企业的组织、培训、指导、援助和监督等等。从表面来看。这会增加海尔的营销成本，但自己的营销系统一旦建立并运转，营销成本便会大大降低。流通系列化是现代流通的明显特征，也是我国流通发展的必然趋势。
关键词  ：海尔集团、渠道策略分析、调整完善

Abstract: Abstract: With the national chain of home appliances and the rapid rise of home appliances are becoming the main marketing channels, the rapid disintegration of traditional channels, the new channel model has not yet formed, as China's household electrical appliance industry to lead the Haier Group to clearly understand the development trend of channels And structural changes, and to take appropriate measures to adapt or change the channel, Haier has become the core issue of channel strategy。I think of household electric appliances industry through marketing channels and the status of the Haier Group marketing channels on the development of the Haier Group's marketing strategy adjustment and improvement made recommendations, namely: innovative marketing concept of a strategic alliance to address manufacturers and retailers Channel conflict; Construction and improve the network marketing channels; control channels, new channels to enhance the ability of the game. Department store operator product range more and different types of products are different from the short season, the Ministry of household appliances in need of funds, from other departments to allocate funds.
Drawback: the operating mechanisms of aging, is far from a customer awareness. Shop for the shortcomings: poor stability. Most shops funds from bank loans and other channels, the fund is not very adequate, low supply capacity, once the adverse changes in the market, the first low-cost Paohuo the possibility of larger, so that manufacturers in a disadvantageous position. Weaknesses: vulnerable to wholesalers around, the network deformity. When the back of the wholesalers, with sales higher, with manufacturers in the course of negotiations, will be in a good position. In launching a price war, the wholesale operators will have more outlets than the impulse, thereby resulting in the existing network impact.
Wholesalers also control the intensity of the weaker end. As wholesalers and the quality of its outlets under the control of intensity, but the problem often than the manufacturers of products business personnel at the scene arrangement to effect the poor more. The high cost of building channels and self-built channels and existing channels there is a certain degree of channel conflict, increasing the difficulty of coordination. I understand from the Haier Group marketing channels and the development of electronics industry marketing channel that the status of the Haier Group marketing strategy adjustment and improvement in the development of Haier nurture marketing channels, not simply looking for partners, but also to foster cooperation partners, including The organization of commercial enterprises, training, guidance, assistance and supervision. From the surface. This will increase Haier's marketing costs, but their marketing system, once established and operating, marketing costs will be greatly reduced. Circulation series is the obvious characteristics of modern circulation, circulation of China's development is an inevitable trend.
Key words: Haier Group, channel strategy analysis, adjustment and perfection

 目 录

一、绪论:  ……………………………………………………………………………1
二、家电业营销渠道的现状分析……………………………………………………1
 (一) .百货商场家电部……………………………………………………………1
 (二).批发商………………………………………………………………………1
 (三).品牌专卖店…………………………………………………………………1
 (四).国外连锁超市………………………………………………………………1
 (五).国内家电连锁………………………………………………………………2
 (六).自建营销渠道………………………………………………………………2
三、海尔集团营销渠道的发展  ……………………………………………………2
 （一）海尔集团营销渠道的发展与现状 ………………………………………………2
 （二）伙伴型( Partner) 关系营销渠道的研究 …………………………………………3
 （三）海尔的发展经历了三个战略阶段 ………………………………………………3
四、海尔集团营销策略的调整和完善………………………………………………4
 （一）创新营销观念 …………………………………………………………………4
 （二）建立战略联盟 …………………………………………………………………5
 （三）构建与完善网络营销渠道………………………………………………………5
 （四）控制渠道，增强对新型渠道的博弈能力…………………………………………6
五、总结………………………………………………………………………………7
六、致谢………………………………………………………………………………8
七、参考文献…………………………………………………………………………9

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