白酒营销渠道模式优化研

江苏科技大学硕士学位论文白酒营销渠道模式优化研姓名：单丹申请学位级别：硕士专业：企业管理指导教师：吴见平2011-03-14AbstractIIIAbstractLiquoroutputhasreachedrecordlevelsinrecentyears.Someregionalmarketshaveexperiencedsuchaglutofproductionthatthefundamentalabilitytofulfillmarketchannelshasrenderedtheentireliquorenterprisescramblinginintensecompetition.Howeverwhatismostinterestingtodiscoverhereisthatmanufacturingenterprisesstillusetraditionalmarketingmodels.Thisanachronismleadstodifficultiesintheprocessofmarketingitself.Totakeanexample,oneseesgreatinefficiencyinchannelmembers'organizations.Wecansayperhapsthattheyareinasensere-inventingthewheeloverandagaininthechannelbydoingthesametechniquesforoneparadigm,quiteinefficient.Anotherfactorishighcost.Athirdfactorisrigidmarketingstructureswhichsimultaneouslyhavehighcostsfrompreviousmarketingexperience,aswellascloggedinformationchannelswhichdonotprovidetimelyinformationalongtheproductionchaintotheconsumer.Furthermoretherearenostandardsbetweenmarketingchannelmemberswhichleadstoalackofastandardmodelfortheindustry,indeedtheenterprise.Importantly,thisisalargelyunexploredareaofknowledgetodate,andinthispaperIprovehowtoenhancetheoperationalabilityofthechannelingmodelacrosstheliquorenterprise.HereinIaddresshowtoimprovetheoperationalabilityoftheliquorindustrybyoptimizingthemarketchannelaccordingtothesamescientificproceduresdeployedinotherindustries.Ifurtherdemonstrateasignificantdeficiencyintheexistingliteratureresearchbasebysummarizingrelevantliteratureaboutmarketingchannel-andmodel-optimization.Thispaperusesacombinationoftechnologiesinsurveyingscientificliterature,aswellasinterviewstoanalyzeandderiveanoverviewoftheliquorindustry,whichhasnotbeenpreviouslypublishedbeforeintheentireenterprise.Weuseasystematicperspectivetobeginouranalyticalsurveyoftheliquorindustryasawhole;theliquormarketingchanneldevelopmentpathitself;and,importantly,thestatusoftheliquormarketingchannel.Thispaperthenproceedstodiscussthestrategicallyimportantpathstoliquormarketchanneloptimization.Inordertoachievethis,thispaperanalyzesandoptimizesthebasicstructuralelementsofthemarketthatprovidethemarketchannelorganizationswhichmakeupthechannelstructureitself,andthememberorganizationsthatcomprisethestructure-thustherelationshipbetweenthemarketIVchannelandtheorganizationsthemselves.Finally,thepaperprovestheviewofliquormarketingchannelmodeloptimizationthroughtheoptimizationofKongFuJialiquormarketingchannelmodel.KeywordsLiquor;MarketingChannelMode;Optimization;Path1111.11.1.11.1.221.21.2.11.2.1.11Quinn[1][2][3][4]2Buklin[5][6]Grewal[7][8]LouisW.Stern[9][10]1.2.1.21[11]13[12][13]2[14][15][16][17]1.2.21.2.2.1[18-19][20][21][22][23][24]1.2.2.21[25]42[26][27][28]3[29][30]1.2.31.2.3.1151.2.3.21.31.3.11.3.261.3.2.11.3.2.21.3.2.31.41217822.12.1.12.1.1.1AMA[31]SternAnsary[32]2.1.1.2[33]WEdward.W.CandiffRRichard.R.Still[34]2.1.1.3.PhilipKotler[35-36]292.1.2[37][38]2.1.3123456789102.1.42.12.1Fig.2.1MarketingChannelProcesses1234521167892.1.52.1.5.11234122.1.5.21232.1.5.32.22.2.1213[39]2.2.212342.32.3.1[40-41][42][43]2.3.2142.431533.1[44]1949-1978208020903.1.1200520092005940200911143420053027602009111434200520093.13.120052009Tab.3.1theMainIndexStatisticsofLiquorIndustryfrom2005to2009%%20059403027601040.508.05517.486.61200610263116291162.1711.68558.289.53200711173141511265.3914.27590.3911.09200812283278671492.0319.63666.0214.86200914343514071811.1220.01784.4217.323.1.23.13.220091-111858.1234.8948%72%1632%12%20%20%,894.98,48%,377.06,20%,586.05,32%3.120091-11Fig.3.1theSalesIncomesofDifferentLiquorEnterprisesfromJanuarytoNovemberIn2009,37.53,16%,28.33,12%,168.5172,72%3.220091-11Fig.3.2theSalesProfitofDifferentLiquorEnterprisesfromJanuarytoNovemberIn20093.1.33173.1.3.13.1.3.215%70%3.1.3.33.23.2.1183.2.23.2.33.3194970319809090,3.4201010910154203.4.1483.23.33.4.2203.43.53.4.3203.4.43.2Tab.3.2theInterviewOutlineofLiquorManufacturingEnterprises323213.3Tab.3.3theInterviewInformationofLiquorManufacturingEnterprises12343.4Tab.3.4theInterviewOutlineofLiquorDistributors2040223.5Tab.3.5theInterviewInformationofLiquorDistributors12345678910111213141516171819203.4.4.13.63.4.423.73233.6Tab.3.6theFeaturesofMainLiquorMarketingChannelModels3.7Tab.3.7theCurrentSituationofLiquorMarketingChannelMembersOrganizations12312341233.4.43124233.4.4412[45]3.542544.14.24.2.14.2.2264.2.34.2.44274.2.5123451234.3284.3.14.3.2[46]·E·[47]20702070214.3.3429EDIPOSVAN4.44.4.14.4.24.4.3KA304.553155.15.1.15.1.25.25.35.3.1325.3.1.15.3.1.25.15.25.1Tab.5.1theCategoriesofLiquorWholesalers5.3.1.35.353340%30%30%[48]5.2Tab.5.2theCategoriesofLiquorDistributorsCDABAB5.3.25.3.2.1345.3Tab.5.3theCategoriesofLiquorTerminalsKA5.3.2.2,,,1(2)35355.3.2.3DeHawkins[49]POP5.45.4.15.4.1.13615.15.1Fig.5.1LiquorMarketingChannelZeroLevelStructureDiagram25.25.2Fig.5.2LiquorMarketingChannelFirstLevelStructureDiagram35.345.45375.3Fig.5.3LiquorMarketingChannelSecondLevelStructureDiagram5.4Fig.5.4LiquorMarketingChannelThirdLevelStructureDiagram5.4.1.215.525.6[50]385.5Fig.5.5ExclusiveWidthLiquorMarketingChannelStructureGraphicalDiagram5.6Fig.5.6Selective