U公司日化产品营销渠道冲突管理策略研究

上海交通大学硕士学位论文U公司日化产品营销渠道冲突管理策略研究姓名：武文奇申请学位级别：硕士专业：工商管理指导教师：周颖20080113UUUUUUUU1U2U,3UTHERESEARCHOFSALESCHANNELCONFLICTMANAGEMENTSTRATEGYOFUCOMPANY’SHOMEANDPERSONALCAREPRODUCTSABSTRACTSaleschannelisbecomingmoreandmoreimportantnowadaysasthemarket’scompetitionisfiercer.Theenterpriseisbadlyaffectedbysaleschannelconflict.Thus,howtomanageandcontrolsaleschannelconflictisvitaltoacompany’sdevelopment.ThisthesiswillstudythecauseofsaleschannelconflictofUcompany’shomeandpersonalcareproductsbusinessunitandputforwardthestratagemandstrategyofsaleschannelconflictmanagement.Itwillspreadoutfromfourparts:Thefirstpartwillincludetheresearchbackgroundandpurpose,contentandframe,andresearchmethods(Chapter1).ThesecondpartwillintroducethesaleschannelofUcompany’shomeandpersonalcareproducts(Chapter2)andstudythecauseofsaleschannelconflict(Chapter3).Thethirdpartwillputforwardthestratagem(Chapter4)andstrategy(Chapter5)ofUcompany’shomeandpersonalcareproduct.Thelastpartistheconclusionandfurtherresearchdirection.Thisthesiswilladopttheoryresearch,casestudy,interviewingandonspotinvestigationresearchmethod.ThisthesiswillputforwardtheconclusionasbelowafterstudyingthesaleschannelconflictmanagementofUcompany’shomeandpersonalcareproductsinChina:(1)Therearethreereasons,imperfectstratagem,aberrantstrategyandweakmarketingserviceabilitythatcausedUcompany’sSaleschannelconflict.(2)TherearefoursaleschannelconflictmanagementstratagemstoimproveUcompany’ssaleschannelconflictmanagement.Theyaretousesaleschannelpowereffect,tokeepsalesareadensityandinsistportraitlimit,toestablishsaleschannelstrategicalliance,andpayattentiontothelawrestrictionandethicfactorofsaleschannelstrategy.(3)Therearefivesaleschannelconflictmanagementstrategies.Theyarekeepingreasonablepricegap,designingexcitingsalesbonus,implementingallowanceassistance,supportingpromotionactivitiesandstrengthenbrandadvantages.KEYWORDS:saleschannel,conflictmanagement,homeandpersonalcareproducts200811320081132008113MBAU111.120061285.5510.9%77033%254.131%238.736%441.4284.132007-200913.4%20071559.413.620081773.713.72009200012.8%U20DonSchultzMBAU2UU1.2UUU11.3UMBAU31FIGURE1theFrameofPaperMBAU42U2.1UU2006U3965413.6%50081U20061799U1UU23200626%22004-2006UFIGURE2UCompany’sTurnoverfrom2004to20060500010000150002000025000300003500040000200420052006MBAU532004-2006UFIGURE3UCompany’sProfitfrom2004to20062UU200744UFIGURE4UCompany’sProductPortfolio010002000300040005000600020042005200618%20%34%28%MBAU6KnorrHellmannsCalveWish-BoneAmoraBertolliBecelFloraRamaBlueBandCountryCrockCornettoMagnumCarted’OrSoleroBen&Jerry’sBreyersKlondikePopsicleLiptonBrookeBond6AxeDovePond’sRexonaSunsilkSuave,Clear,LifebuoyVaselineSignalClose-upComfortOMORadiantSkipSnuggleSurfCifDomestosU12103UU5MBAU75UFIGURE5UCompany’sOrganizationStructure2.2UU19862001101004,00014,00020U16620002UU2002UU2003UUUU2004U1UUMBAU862U66UFIGURE6UCompany’sHPCChina’sSalesOrganizationStructure63UU200410U70%2004MBAU91UP&G1UP&GP&G2004UP&GU20044UU77U60%90MBAU1012004UTable1UCompany’sMarketShare&Growthin2004%%(04vs03)-3.1U6.7-18.8P&G45.120.83.2U12.17.8P&G40.238.2-0.8U10.416.8P&G21.335.11.0U10.76.6P&G22.524.912.0U9.3-30.0P&G39.633.18.5U16.1-13.7P&G10.224.07UFIGURE7UCompany’sChannelStructure/MBAU112.3U90200020056.2AAC200687%60%85%46%80%70%AC200350%84.6%74%UGDP1000GDP20003000GDP6000CVS8MBAU128FIGURE8ChannelDevelopment9%MBAU139FIGURE9ChannelStatusinChinaUU10%12MBAU1410UFIGURE10GeneralTradeofUUModernTradeMTDirectAccountDAKeyCustomerKCUGeneralTradeGTU6004001111UFIGURE11ModernTradeofU////MBAU153U3.13.1.1SternAndersonRosenbloonSternGorman3.1.2LouisRPondy12MBAU1612FIGURE12ModelofFiveStages12333.2U3.2.1UMBAU17UU11002%2003%234MBAU185ABBBBA3.2.2MBAU19U3.2.31MBAU202343.U3.3.1MBAU213.3.2----,UMBAU223.3.3UMBAU234U41UU2000U2003UUU42U4.2.1UU1UUMBAU242UUU2UU3U7U34MBAU254.2.2U1234543UUMBAU26U4.3.1U6331313FIGURE13theEffectofChannelPower4.3.21123456MBAU27U2UU3UU4.3.3MBAU28UUU20U20UU13MBAU292344.3.4/100040%1/3UMBAU305U51UU14U14UFIGURE14ChannelDriveSystemofU5.1.12U//MBAU312Table2BasicPriceDifferenceStandardComparativeList/86%3%5%6%100%U89%5%2%4%100%UUUUUUUU5.1.2UUUUUMBAU32UU5.1.35.1.4UUUMBAU335.1.5UUU52U5.2.1U1UMBAU342UU3UU4xx56MBAU3575.2.2U1“”“”“”MBAU36234“”5.2.3MBAU371U2UU34MBAU38U1UUUU2UUUU,U3UUU2004UUiResearch2007Q2MBAU39200620072007122.613.2%MBAU40[1].112003[2]1999[3]2003195-217[4]20075-8[5]200710~12[6]GR2000[7]2004[8]20048[9]2005[10]2003[11]2002[12]-2000[13]2004[14]2004[15]2004[16]20072007[17]CTR2006[18]MarketShareReport20042004MBAU41MBAMBAU42[1]2007205206U公司日化产品营销渠道冲突管理策略研究作者：武文奇学位授予单位：上海交通大学相似文献(1条)1.期刊论文陈效荣.师佳英云南农村市场日化产品的终端营销策略分析-中国科技博览2009,(15)随着国际金融风暴的影响,生产过剩将是我国经济面临的主要问题,因此扩大内需,特别是扩大农村市场的需求有助于农村的繁荣和企业的发展.日化产品是人们日常生活中接触最为广泛的用品之一,它深刻影响着人们的生活水平与生活质量.本文通过对日化产品在云南农村市场的营销现状分析,来找到适合的营销渠道和营销策略,从而为企业扩大农村市场提供思路.本文链接：授权使用：上海海事大学(wflshyxy)，授权号：17d2529a-0baa-4b7b-b906-9e2800f3e312下载时间：2010年11月8日