新飞电器公司的营销渠道分析
摘要
河南新飞电器有限公司成立于上世纪九十年代初期,成立之初就陷入国内众多电冰箱品牌的围追堵截之中。此时,各品牌竞争的焦点是对国内各地市场上拥有雄厚资金实力和纵深网络的批发大户的争夺,新飞公司也因此培养了一批大客户。各批发大户在新飞的发展史上做出过不可磨灭的贡献的同时,也带来许多不足,尤其是使得新飞公司失去了对市场渠道的控制。于是,新飞公司积极寻求与经销商建立合作伙伴配销系统,既充分利用经销商在当地市场的优势,又发挥了自己对市场的主导作用,使双方能够实现互惠互利。随着家电行业市场运作重心的下沉,零售终端的作用日益突出,以国美、苏宁等为代表的家电超级连锁企业逐渐浮上历史的水面,新飞公司联手家电超级连锁便成为时代的必然。
新飞公司在对市场渠道的管理过程中,有着许多成功与不足之处,本文从渠道管理中的激励问题、产品问题和价格问题等三方面进行阐述。结合不同时期经销商的需求与自己的市场目标,新飞公司利用报酬力量、法律力量和专家力量等力量形式,分别推出了降价补差政策、单台商品让利政策、样机折价政策、年终返利政策和其它相关激励政策。新飞公司利用产品生命周期管理理论,在产品的不同生命周期推出了不同的渠道管理措施。而渠道管理过程中的价格管理问题是让许多家电制造公司头疼的问题之一。新飞公司在对零售价格体系分析的基础上,推出了交叉机型政策、部分市场独家经销政策和加强对导购人员管理等举措来稳定零售市场价格。针对分销市场价格管理,新飞公司也相应采取了一系列渠道管理措施,比如制定全国统一的市场分销价格体系、严格监控市场分销价格执行情况和利用产品条型码跟踪产品走向等。综上所述,新飞公司渠道管理过程中有许多值得别人学习与借鉴之处,但是也存在许多不足和有待完善的地方。
作者对新飞公司渠道管理的成功与不足进行陈述与分析的同时,提出了一系列改进措施。首先是针对零售终端力量不足的问题,提出了对零售终端实行双重管理。即行政上归销售人员管理,而业务上归市场人员管理;其次,针对对分销商唯以销售额论英雄的现状,提出对分销商实行关键绩效指标管理措施,从而使分销商更多地纳入新飞公司市场战略管理体系之中;第三,针对对销售人员唯以回款论成败的现状,提出关键绩效指标管理措施,来加强对销售人员管理,从而使销售人员更好地执行新飞公司的市场与销售政策,培养一支优秀的销售队伍。
Henna Xinfei Electric Co., Ltd. is established in the beginning of 1990's. But while it was established, it is attacked by many national fridge companies. At that time, the focus of competition was scrambling the leading marketing companies who owned large quantities of capital and marketing channel. Xinfei had cultivated several distributors of its own, these distributors had devoted very much for the development of Xinfei, but they had also troubled Xinfei a lot, and caused Xinfei lost many advantage and the control of the marketing channels. After that, Xinfei positively pursues the precise cooperation with the distributors, pursues using the advantage of the distributor and using Xinfei's own leading position at the same time, thus both sides can benefit from the cooperation. Along with the change of the main point of the marketing operation, the use of the distributors is rising, the distributors led by Guomei and Suning play a main rule in the marketing of appliance. It is the only way for Xinfei to go to construct the strategy with the appliance marketing chain.Xinfei has many shortcomings in the management of marketing channel, in this article, the author discussed the inspiration、 product、 price. Combines with the different demand of the distributors and its own marketing goal in different periods, Xinfei used the force of reward、 law and expert, pushed out price reducing policy、 profit transfer policy、sample price reducing policy and others relative policy of inspiration. Xinfei uses product period theory, pushed out different management methods and got good results. Although the price problem is most difficult one among the problems of the marketing management.Based on the analyzing system of selling price, Xinfei pushed out policies of cross type、 distributor in one market and strengthen salesman's management. And took many management method to strengthen the management to strengthen the management of channels, strictly control the market price. All in all, Xinfei has many advantages worth to be learn by others, but also has many shortcomings to be corrected.Based on the knowledge learnt during MBA course, the author advacate a
series of promotion method. First, double management shall be applied in the management of selling terminal. It means administration part be managed by the sales department, and the business part be managed by the marketing department; second, the reward shall be given according to the achievement of the distributors, thus the distributors can be put into the management system of Xinfei's market strategy. And in the end, the businessman's achievement should be appraised not only by the cash flow, but also by the whole achievement and according to the key achievement, thus the salesman can perform the marketing policy well, and thus the salesman team can be cultivated more better.
新飞公司在对市场渠道的管理过程中,有着许多成功与不足之处,本文从渠道管理中的激励问题、产品问题和价格问题等三方面进行阐述。结合不同时期经销商的需求与自己的市场目标,新飞公司利用报酬力量、法律力量和专家力量等力量形式,分别推出了降价补差政策、单台商品让利政策、样机折价政策、年终返利政策和其它相关激励政策。新飞公司利用产品生命周期管理理论,在产品的不同生命周期推出了不同的渠道管理措施。而渠道管理过程中的价格管理问题是让许多家电制造公司头疼的问题之一。新飞公司在对零售价格体系分析的基础上,推出了交叉机型政策、部分市场独家经销政策和加强对导购人员管理等举措来稳定零售市场价格。针对分销市场价格管理,新飞公司也相应采取了一系列渠道管理措施,比如制定全国统一的市场分销价格体系、严格监控市场分销价格执行情况和利用产品条型码跟踪产品走向等。综上所述,新飞公司渠道管理过程中有许多值得别人学习与借鉴之处,但是也存在许多不足和有待完善的地方。
作者对新飞公司渠道管理的成功与不足进行陈述与分析的同时,提出了一系列改进措施。首先是针对零售终端力量不足的问题,提出了对零售终端实行双重管理。即行政上归销售人员管理,而业务上归市场人员管理;其次,针对对分销商唯以销售额论英雄的现状,提出对分销商实行关键绩效指标管理措施,从而使分销商更多地纳入新飞公司市场战略管理体系之中;第三,针对对销售人员唯以回款论成败的现状,提出关键绩效指标管理措施,来加强对销售人员管理,从而使销售人员更好地执行新飞公司的市场与销售政策,培养一支优秀的销售队伍。
Henna Xinfei Electric Co., Ltd. is established in the beginning of 1990's. But while it was established, it is attacked by many national fridge companies. At that time, the focus of competition was scrambling the leading marketing companies who owned large quantities of capital and marketing channel. Xinfei had cultivated several distributors of its own, these distributors had devoted very much for the development of Xinfei, but they had also troubled Xinfei a lot, and caused Xinfei lost many advantage and the control of the marketing channels. After that, Xinfei positively pursues the precise cooperation with the distributors, pursues using the advantage of the distributor and using Xinfei's own leading position at the same time, thus both sides can benefit from the cooperation. Along with the change of the main point of the marketing operation, the use of the distributors is rising, the distributors led by Guomei and Suning play a main rule in the marketing of appliance. It is the only way for Xinfei to go to construct the strategy with the appliance marketing chain.Xinfei has many shortcomings in the management of marketing channel, in this article, the author discussed the inspiration、 product、 price. Combines with the different demand of the distributors and its own marketing goal in different periods, Xinfei used the force of reward、 law and expert, pushed out price reducing policy、 profit transfer policy、sample price reducing policy and others relative policy of inspiration. Xinfei uses product period theory, pushed out different management methods and got good results. Although the price problem is most difficult one among the problems of the marketing management.Based on the analyzing system of selling price, Xinfei pushed out policies of cross type、 distributor in one market and strengthen salesman's management. And took many management method to strengthen the management to strengthen the management of channels, strictly control the market price. All in all, Xinfei has many advantages worth to be learn by others, but also has many shortcomings to be corrected.Based on the knowledge learnt during MBA course, the author advacate a
series of promotion method. First, double management shall be applied in the management of selling terminal. It means administration part be managed by the sales department, and the business part be managed by the marketing department; second, the reward shall be given according to the achievement of the distributors, thus the distributors can be put into the management system of Xinfei's market strategy. And in the end, the businessman's achievement should be appraised not only by the cash flow, but also by the whole achievement and according to the key achievement, thus the salesman can perform the marketing policy well, and thus the salesman team can be cultivated more better.
引文
1.(美)伯特·罗森布罗姆著.李乃和,奚俊芳等译.《营销渠道管理》.机械工业出版社2002年第6版
2.(美)菲利普·科特勒,洪瑞云,梁绍明,陈振忠著.梅清谊译.《市场营销管理》.中国人民大学出版社,亚洲版第2版
3.王璞,程山著.《营销管理咨询实务》.中信出版社2003年第1版
4.赵晓桅,周战锋著.“合作伙伴配销系统的建立和管理”,《销售与市场》2000年第9期,P34
5.李锦魁,卜珊红著.“美的从精耕细作到决胜终端”,《销售与市场》2000年第9期,P28
6.高强著.“甄别真正的业绩英雄”,《销售与市场》2004年第7期,P48
7.(美)加里·德斯勒著.刘昕,吴雯芳等译.《人力资源管理》.中国人民大学出版社第6版
8.(美)斯蒂芬·P·罗宾斯著.孙健敏,李原等译.《组织行为学》.中国人民大学出版社第7版
9.(美)迈克尔·A·希特,R·杜安·爱尔兰,罗伯特·E·霍斯基森著.吕巍等译.《战略管理》.机械工业出版社第4版
10.(美)迈克尔·波特著.陈小悦译.《竞争优势》.华夏出版社
11.(美)迈克尔·R·所罗门著.张硕阳,尤毅文等译.《消费者行为》.经济科学出版社第5版
12.(美)斯科特·贝斯利,尤金F·布里格姆著.刘爱娟,张燕等译.《财务管理精要》.机械工业出版社第12版
13.杨杜著.《现代管理理论》.中国人民大学出版社
14.李维安等著.《现代公司治理研究》.中国人民大学出版社
15.王璞,詹正茂,范勇峰,贡玉春,贺岩著.《战略管理咨询实务》.机械工业出版社
16.(美)拉里·博西迪,拉姆·查兰著.刘祥亚译.《执行》.机械工业出版社2003年第1版
2.(美)菲利普·科特勒,洪瑞云,梁绍明,陈振忠著.梅清谊译.《市场营销管理》.中国人民大学出版社,亚洲版第2版
3.王璞,程山著.《营销管理咨询实务》.中信出版社2003年第1版
4.赵晓桅,周战锋著.“合作伙伴配销系统的建立和管理”,《销售与市场》2000年第9期,P34
5.李锦魁,卜珊红著.“美的从精耕细作到决胜终端”,《销售与市场》2000年第9期,P28
6.高强著.“甄别真正的业绩英雄”,《销售与市场》2004年第7期,P48
7.(美)加里·德斯勒著.刘昕,吴雯芳等译.《人力资源管理》.中国人民大学出版社第6版
8.(美)斯蒂芬·P·罗宾斯著.孙健敏,李原等译.《组织行为学》.中国人民大学出版社第7版
9.(美)迈克尔·A·希特,R·杜安·爱尔兰,罗伯特·E·霍斯基森著.吕巍等译.《战略管理》.机械工业出版社第4版
10.(美)迈克尔·波特著.陈小悦译.《竞争优势》.华夏出版社
11.(美)迈克尔·R·所罗门著.张硕阳,尤毅文等译.《消费者行为》.经济科学出版社第5版
12.(美)斯科特·贝斯利,尤金F·布里格姆著.刘爱娟,张燕等译.《财务管理精要》.机械工业出版社第12版
13.杨杜著.《现代管理理论》.中国人民大学出版社
14.李维安等著.《现代公司治理研究》.中国人民大学出版社
15.王璞,詹正茂,范勇峰,贡玉春,贺岩著.《战略管理咨询实务》.机械工业出版社
16.(美)拉里·博西迪,拉姆·查兰著.刘祥亚译.《执行》.机械工业出版社2003年第1版