美能达办公机器公司与其经销商伙伴关系的建设

上海交通大学硕士学位论文美能达办公机器公司与其经销商伙伴关系的建设姓名：刘毅申请学位级别：硕士专业：工商管理（MBA）指导教师：李国振20040606MBAOACONSTRUCTTHEPARTNERSHIPBETWEENMINOLTAOAEQUIPMENTCOMPANYANDHISDEALERSABSTRACTThisthesisintroducedthenaissanceanddevelopmenttrendofmodernOfficeAutomationfirst,thenledintoChineseOAindustryrecentsituation,marketdemandanddevelopmenttrend,atthattime,alsopointedoutthethreekindofmainlyproblemwhichwereexistedatChinamarket:salesmarginreducedquickly;technicalservicemanagementlacked;thefieldtechnicalskilldroppedbehind.FacetothoseChinamarkettrouble,thisthesiswillopenoutthesolutionundertheguideofhowtoefficientlyencouragedealers’enthusiasmandenforcedealers’rivalrousnessfromsaleschannelmanagementtheory,andalsoundertheguideofservicesalescombinationandcustomermanagementprinciplefromservicesalestheory.MinoltaOAequipmentcompanyisworldwidecompany,hejoinChinamarketabouttenyearsold,hissalesnetworkwasalreadybuildup,thepositionofmarketsharecomeouttop.ButwiththeOAcircumstancechangingfrequently,forexample,ITindustryplundersthemarketsharefromOAindustry,OAproductsarebrushedupforcustomerdemand,andthemodelofmanufactorysaleschannelmanagementanddealers’technicalservicecontrolareupdateddaybyday,therivalrousnessofthewholemarketbecomemoreandmoreseverity,MinoltaOAequipmentcompanyfacetothechallengeofhowtokeepupandincreasehismarketshare.BaseontheanalysisfromMinoltarecentsaleschannelmanagementsituation,Ifoundoutfourkindofmainlywhichwereexistedinit:thereactionoftechnicalsupportrequirementwasslow,fieldcomplaintandbadnewswasalwaysstoppedatthebranchmanagerside,theevaluationstanderofpersonalachievementwaslacked,asthecompanyusuallypushedthesalestargetupandup,thesystemoftechnicalserviceandskillofbasicwasputbeside,soMinoltaengineerswerebusytotreatthecomplaintandtechnicalsupportrequirement,anditisimpossibletodotheregularmanagementwell.BaseontheanalysisfromMinoltadealers’technicalservicemodel,Icanpointedouttheproblemsfromit:thesalesmarginwasdecreased,theservicemanagementmodelwasold,thebasicregulatingofservicewasneed,theknowledgeoffieldservicewasneedupdated.Undertheguideofhowtoefficientlyencouragedealers’enthusiasmandenforcedealers’rivalrousnessfromsaleschannelmanagementtheory,andalsoundertheguideofservicesalescombinationandcustomermanagementprinciplefromservicesalestheory.Iwilllaunchmyopinionasfollowing,regulatingthebasictechnicalservicejobforthedealers,andstrengththemanagementofhowgetmarginfromtechnicalserviceside,inordertoestablishthepartnershipbetweenMinoltaanddealers.Becauseoftheupdatesaleschannelmanagementmodel,itispossibletokeepupthetoppositionofMinoltamarketshare.Minoltaisnotadirectlysalescompany,sohejustcangetcustomersatisfactionforhisproductsthroughhisdealers,itisveryimportanttomakethedealerssatisfaction.Bysupportdealerstoestablishthesalesandservicesystem,Minoltadealerscanimprovehisabilityofmakingmoney,thepartnershipwillbenaturallyconstructed.ThereasonofwhyMinoltaneedtosupporthisdealerstoestablishthesalesandservicesystemisthat:althoughourdealerswanttobrushuphismanagementsystem,theabilityofconstructionisnotavailable,ifMinoltacansupportthemtorealizeit,thepartnershipiseasytobuildup.Thefaithfulnessdealers(notonlysatisfaction)aremerelygotthroughourownsupport,thosedealersarereallyfortunefortheMinolta,itisbasicofmaintenanceandincreaseMinoltaproductsmarketshare.Mystudyresultisabstractasetoftechnicalservicemanagementregulationandmethodofmakingmoneyfromservice,undertheguideofMBAbasictheoryandmynearlytenyearsworkexperience.Withintherecommendationsoftechnicalserviceusefullymodel,someofdealerscaneasygetthewelleffectbythosemodels.KEYWORDS:regulation,servicemargin,partnership200458::1010020030040050060070020022003200420052006200720%20%40%60%80%100%200220032004200520062007Seg3-6Seg1-26157626772770%10%20%30%40%50%60%70%80%90%100%200220032004200520062007ConnectedS/A3‘03/’02:22%’03-’07CAGR:30%419941995199619971998199920002001200220037.068.039.4512.713.914.917.9920.8524.6628.92-13.7%17.7%34.4%9.4%7.2%20.7%15.9%18.3%17.3%5010020030040050060070080020022003200420052006•Ûç�”�˜æ�”�˜02000400060008000100001200020022003200420052006601020304050607020022003200420052006Figureof2002,2003GSM701020304050602002200320042005200626%Figureof2002,2003GSM80102030405060708090100eS169eS259eS358eS458eS650eS810“”MFPMFPTTEC2004TOSHIBADEALERMEETING2004TOSHIBADEALERMEETING91011OA121314151617PPrroodduuccttPPrroocceessssPPrriicceePPrroommoottiioonnPPllaacceePPhhyyssiiccaallEEvviiddeenncceePPeeooppllee181920AMA5-65-6A:B:C:D:E:F:G:H:212230523242526272001Share2002Share2003ShareTOSHIBA39,05518.7%44,38018.0%50,11717.3%SHARP32,23015.5%36,35114.7%47,01716.3%Ricoh32,15515.4%38,26315.5%44,02915.2%XEROX34,36116.5%35,21614.3%41,61414.4%Canon32,49215.6%33,13513.4%41,36514.3%Minolta38,21718.3%38,42015.6%39,70013.7%Konica0.0%11,5014.7%13,9404.8%KyoceraMita0.0%3,5761.4%6,4992.2%Lanier/Gestetner0.0%5,8002.4%6,0002.1%TOTAL208,510100.0%246,642100.0%289,161100.0%2829303132333435363738394041424344454647CCCC48CCCíí495051SBSITCSTSI.&⇒⇒⇒...52535455565758XXX)5960616263646566676869707172,.,,,,,,,,73747576MBA93.3887.983.7492.061MBA23.6219.85