渠道冲突的成因及对策

学号：05429119江苏工业学院毕业设计（论文）（2009届）题目渠道冲突的成因及对策学生李涛学院经济管理学院专业班级营销051校内指导教师温春玲专业技术职务讲师校外指导老师杨大弟专业技术职务高级工程师二○○九年六月I渠道冲突的成因及对策摘要：营销渠道的冲突是企业所普遍面临的问题，是渠道管理者十分关注的一个重要方面。由于许多企业不但平时疏于防范，而且对冲突的管理不规范，无有效的冲突处理机制，最终导致渠道系统困难重重，降低了渠道运作的效率，使企业的经营面临危机；因此寻求应对冲突的策略对企业来说非常迫切，如何正确的认识和有效地控制渠道，已经成为许多营销经理所面临的棘手问题。本文在国外理论的基础上结合我国市场环境实际状况，从渠道冲突出发，从制造商、经销商和政府的角度来探讨渠道冲突的成因及对策。渠道成员要在建立成员间共同目标；明确成员的权力和责任；合理分配渠道资源与成果；加强成员间的沟通与交流；设立专门的调解组织；仲裁、诉讼、退出等方面努力，政府方面要加强法制建设和加快基础设施建设。关键词：渠道冲突；成因；对策IITheOriginsAndCountermeasuresOfChannelConflictAbstract:Themarketingchannelconflictisaquestionwhichtheenterprisegenerallyfaces,andalsoisanimportantaspectwhichthechannelsuperintendentsextremelypayattentionto.Notonlyaremanyenterprisesusuallyneglecttheguardofchannelconflict,butalsohavenostandardmanagementoreffectiveprocessingmechanismofchannelconflict,andasaresultthechannelsystemisbesetwithdifficultiesandalsoreducestheefficiencyofchanneloperation,moreoveritwillcausethecrisisoftheenterprise.Thereforeitisurgenttoseekcountermeasuresofchannelconflict,howtounderstandthechannelcorrectlyandcontroliteffectivelyhasalreadybecameadelicatematterthatmanymarketingmanagersshouldface.Inthispaper,onthebasisofforeigntheoriescombiningtheactualsituationofChinesemarketingenvironment,theauthorexploresthecausesandcountermeasuresofchannelconflictstartingfromtheperspectiveofmanufacturers,distributorstogovernment.Channelmembersshouldestablishcommongoals,makerightsandresponsibilitiesclear,andarationalallocationoftheoutcomeandresources,enhancecommunicationandexchanges,andestablishprofessionalorganizations,arbitration,litigation,etc.Governmentshouldreinforceourlegalsystemconstructionandspeedupinfrastructureconstruction.Keywords:Channelconflict；origins；CountermeasuresIII摘要···································································Ⅰ目录···································································Ⅲ一、引言·······························································1二、渠道冲突的涵义及类型···············································1（一）渠道冲突的涵义···················································1（二）渠道冲突的类型···················································1三、渠道冲突的危害·····················································3（一）破坏渠道成员之间的关系，损害双方的利益···························3（二）降低整个渠道系统的销售业绩·······································4（三）破坏整个渠道的规则体系···········································4（四）影响产品品牌在消费者心目中的地位·································5四、渠道冲突的成因分析·················································5（一）目标冲突·························································5（二）权责不明确·······················································5（三）资源和成果分配的冲突·············································6（四）认知差异与过度依赖···············································7（五）沟通不畅·························································8（六）企业外部分销环境的制约···········································8五、渠道冲突的对策·····················································8（一）建立渠道成员间的共同目标·········································9（二）明确渠道成员的权力和责任·········································9（三）合理分配渠道资源和渠道成果·······································9（四）加强渠道成员间的沟通与交流·······································10（五）设立由渠道成员构成的组织调解冲突·································10（六）合理使用仲裁、诉讼、退出策略·····································11（七）加强法制建设和基础设施建设改善渠道环境···························11六、结论·······························································12参考文献·······························································13致谢···································································14江苏工业学院本科生毕业设计（论文）第1页共14页渠道冲突的成因及对策一、引言美国市场营销学权威菲利普·科特勒认为，“营销渠道（marketingchannel），简称为渠道，是促使产品或服务顺利地被使用或消费的一整套相互依存的组织，它们组成一个产品或服务在产生以后的一系列途径，经过销售到达最终用户手中”。简单地说，渠道就是商品或服务由供应商向消费者转移过程的具体通道或路径，包括供应商、生产商、经销商和消费者四个环节。渠道冲突，从本质上说是渠道关系的一种。西方有关冲突的研究最早起源于哲学和社会学。其后这两个学科关于冲突分析的成果为管理学界所采用并加以发展，形成了现在组织行为理论中的冲突理论。最后，这三个领域有关冲突方面的研究成果逐渐为市场营销学者所采用并加以发展，从而形成了现在有关市场营销渠道冲突理论。Stenr和El-Ansary认为，渠道冲突是一方认为另一方阻碍其实现目标的一种敌对的或者不和谐的状态。国内学者徐慰琴给渠道冲突所下的定义是某一渠道成员将另一成员视为敌人，且对其进行伤害，设法阻止或在伤害该成员的基础上获得稀缺性资源的情形。本文在结合国内外渠道冲突理论的基础上，以我国企业在渠道经营过程中面临的实际情况为依据，重点分析渠道冲突形成的原因以及对策。二、渠道冲突的涵义及类型（一）渠道冲突的涵义营销渠道冲突，简称为渠道冲突（conflictinchannel）,是指当渠道中的一个成员将另一个成员视为敌人，且对其进行伤害，设法阻挠或在损害该成员的基础上获得稀缺资源。即指渠道成员通过有意或无意的市场行为所触发的存在于公司营销渠道系统外部及内部的各种矛盾的总称[1]。无论管理者对渠道进行怎样的管理和设计，总会有某些冲突，最根本的原因就是各个独立的企业实体的利益不可能一致。当一个渠道成员为了自己的利益而做出伤害其他渠道成员的行为时，冲突就会发生。当渠道成员为了各自的利益而使整个渠道的目标和自己的目标相背离时，就需要渠道管理者对冲突进行管理。（二）渠道冲突的类型关于渠道冲突的类型有很多种说法，无论是何种方法，其都是有一定的划分依据。根据渠道参与主体，美国著名营销大师菲利普·科特勒教授把渠道冲突分为垂直渠道冲突、水平渠道冲突、多渠道冲突三种类型[2]。我国大多数渠道专家都认同这一观点。著名营销专家朱玉童先生在《渠道冲突》一书中指出,根据渠道成员之间的相互关系，可将渠道冲突分为四种类型：水平冲突、类型间的冲突、垂直冲突、渠道系统冲突（见图1）[3]。其实质也是科特勒教授划分标准的延伸，把多渠道冲突进一步划分为类型间的冲突和渠道系统的冲突。本文采用朱玉童先生的划分标准。江苏工业学院本科生毕业设计（论文）第2页共14页1．水平冲突水平冲突是指存在于渠道同一层次的成员之间的冲突。在常州电脑城，一些联想电脑的经销商对另外一些联想电脑的经销商感到不满，并经常相互攻击；埋怨对方的价格和广告过于激进，使得双方时常陷入僵局；经销商的这种行为给联想电脑的市场策略造成一定困难。由此可见，经销商之间的水平冲突不但危害自身而且对上游制造商的危害也是非常大的。2．类型间的冲突类型间的冲突指同一渠道层次中不同类型间的渠道成员间的冲突。一个发展成熟的公司在渠道策略上，往往会选择多种类型的渠道组合策略以趋避风险，然而正是因为这种多类型的渠道组合大大增加了执行渠道策略的难度，所以任何公司在选择渠道类型的时候都要考虑到公司的实力和执行者的能力。这种类型的冲突在传统店铺销售和网上销售之间最为明显，随着互联网销售的蓬勃发展，既为生产商提供了机遇，增加了其产品的销售机会，又向其提出了一个严峻的课题——互联网销售与商店零售的渠道冲突。拥