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齐齐哈尔大学毕业设计（论文）题目：齐齐哈尔海信电器分销渠道冲突管理研究学院：应用技术学院专业班级：营本062班学生姓名：指导教师：吕洪燕成绩：2010年6月15日齐齐哈尔大学毕业设计（论文）I摘要随着2l世纪全球经济的发展，竞争的日益加剧，销售渠道被越来越多的企业所重视。分销渠道作为营销组合当中的重要环节，其重要性对企业来讲不言而喻。企业往往对渠道冲突重视不够，缺乏相应的渠道冲突协调，导致渠道成员之间的矛盾发生。对企业而言，渠道冲突始终是制约企业发展的一个不可回避的问题，若不及时引导和处理,就有可能发展成为恶性冲突，进而影响整个渠道的效率，甚至可能摧毁整个渠道。销售渠道中的每一个要素，每一个环节都应该受到企业的高度重视，力争为渠道的高效运行打下坚实的基础，为企业打造一个最适合自己的销售渠道。本文着重分析研究营销渠道冲突的成因、基本类型及活动特点，分别从渠道管理以及降低渠道冲突损失，提出了对海信电器营销渠道管理问题的一些思考，为完善海信电器营销渠道提出建设性意见。本课题在运用营销策略及营销组合的理论基础之上，还借鉴了国内众多营销专著的观点，并融入了个人对渠道冲突的了解和实践工作中的经验，分别从分销渠道的的冲突，管理等方面做了系统的归纳总结。关键词：分销渠道；渠道类型；渠道冲突齐齐哈尔大学毕业设计（论文）IIAbstractWiththe2lcenturyglobaleconomy,increasingcompetition,distributionchannelsaremoreandmoreattentiontoenterprises.Distributionchannelsasanimportantlinkamongthemarketingmix,theimportanceoftheenterprises,theself-evident.Businesschannelconflictoftenpaidinsufficientattentiontothelackofthecorrespondingchannelconflict,whichresultedinthecontradictionbetweentheoccurrenceofchannelmembers.Forenterprises,channelconflicthasconstrainedthedevelopmentofenterprisesisanunavoidableproblem,ifnottimelyguidanceandprocess,itmaydevelopintoaviciousconflict,therebyaffectingtheefficiencyofthechannelandmayevendestroytheentirechannel.Distributionchannelsineveryelementofeveryaspectofbusinessshouldbeattachedgreatimportancetostrivefortheefficientoperationofchannelsandlayasolidfoundationforenterprisestocreateoneofthemostsuitablefortheirownsaleschannels.Thisarticlefocusesonthecausesofconflictinmarketingchannels,thebasiccharacteristicsofthetypeandactivity,respectively,fromthechannelmanagementandreducethelossofchannelconflict,presentedtothemanagementofmarketingchannelsHisenseElectric'ssomethingtothinkabout,toimprovethemarketingchannelsHisenseElectricconstructivecomments.Theissueintheuseofmarketingstrategyandmarketingmixbasedonthetheory,butalsolearnfromthedomesticpointofviewofmanymonographsmarketingandchannelconflictintoapersonalunderstandingandpracticeofworkexperience,respectively,fromthedistributionchannelconflictandmanagementhavedoneasystemaresummarized.Keywords:distributionchannels;channeltype;channelconflict齐齐哈尔大学毕业设计（论文）III目录摘要···········································································································IAbstract····································································································II一、分销渠道冲突的相关理论········································································1（一）渠道冲突的含义········································································1（二）分销渠道冲突的类型······································································11．水平性冲突·················································································12．垂直性冲突·················································································13．多渠道冲突·················································································2二、齐齐哈尔海信电器分销渠道现状分析·························································3（一）齐齐哈尔海信电器分销渠道概况介绍·················································31．市区内分销渠道···········································································32．外县分销渠道··············································································3（二）齐齐哈尔海信电器存在的分销渠道冲突介绍········································41．海信电器水平性冲突·····································································42．海信电器垂直性冲突·····································································4（三）齐齐哈尔海信电器渠道冲突的原因分析··············································51．渠道成员间的冲突········································································52．渠道成员目标不一致·····································································53．发货渠道的不统一········································································54．窜货造成严重的销售网络冲突·························································6三、齐齐哈尔海信电器分销渠道冲突的控制与管理·············································7（一）渠道冲突的控制············································································71．分销渠道的统一化········································································72．有效合理控制窜货········································································7（二）渠道冲突的管理············································································81．激励渠道成员··············································································82．提高渠道成员的素质·····································································93．对渠道提供充足的支持··································································9齐齐哈尔大学毕业设计（论文）IV结论·········································································································10参考文献··································································································11致谢·········································································································12齐齐哈尔大学毕业设计（论文）1一、分销渠道冲突的相关理论（一）渠道冲突的含义美国学者AdelI.EL-Ansary和LouisW.Stern(1992)认为渠道冲突指的是这样一种状态，即某个渠道成员发现其他某个或某些渠道成员正在阻止或妨碍自己完成目标。根据他们的解释，冲突与竞争意思相近，经常可以相互替代，但两者是有区别的。最近在西方渠道行为理论中，西方学者认为：渠道冲突是一个渠道成员意识到另一个渠道成员正在阻挠或干扰自己实现目标或有效运作；或一个渠道成员意识到另一个渠道成员正在从事某种伤害、威胁其利益，