营销管理中国版_ppt_第13章.ppt

Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,*,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,第,篇：传递价值,第,13,章,设计和管理整合营销渠道,菲利普,科特勒,-,凯文,莱恩,凯勒,-,卢泰宏,营销管理（中国版）,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,2,本章问题,什么是价值网络和营销渠道系统？,营销渠道的作用是什么？,在设计、管理、评价和调整营销渠道时，公司需要作出何种决策？,公司应如何整合渠道并解决渠道冲突？,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,3,本章内容,营销渠道与价值网络,渠道设计决策,渠道管理决策,渠道整合与渠道系统,飞利浦电子,营销在中国：,中国农村的分销渠道,创新营销：,戴尔,营销在中国：,跨国公司在中国的渠道变革,本章案例：亚马逊,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,4,什么是营销渠道？,营销渠道,体系是使产品或服务能够被得到以用于使用或消费的过程中的一系列相互关联的组织。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,5,购买者分类,习惯购买者,高价值交易购买者,喜好多品种的购买者,高卷入度的购买者,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,6,渠道成员的职能,收集信息,开发和传播有说服力的的沟通信息,就价格等条款达成一致,为存货融资,承担风险,提供存储,为购买者的账单提供付款方式,监督所有权的实际转移过程,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,7,营销渠道流程,供应商,运输者,仓库,银行,运输者,仓库,银行,广告代理商,制造商,制造商,制造商,制造商,制造商,运输者,仓库,银行,运输者,仓库,银行,广告代理商,经销商,运输者,银行,运输者,银行,顾客,供应商,供应商,供应商,供应商,经销商,经销商,经销商,经销商,顾客,顾客,顾客,顾客,1.,实物流,2.,所有权流,3.,付款流,4.,信息流,5.,促销流,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,8,消费品营销渠道,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,9,工业品营销渠道,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,10,营销渠道决策,营销渠道决策是管理者所面临的最关键的决策之一。,公司所选择的渠道会对其他所有的营销决策产生重大的影响。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,11,设计营销渠道体系,分析顾客需求,评估主要的选择方案,识别主要的渠道选择方案,建立渠道目标,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,12,渠道服务产出,批量,等待,/,配送时间,空间便利性,产品多样性,支持性服务,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,13,识别渠道选择方案,中间商类型,中间商数量,权利和义务,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,14,中间商的数量,排他分销,选择分销,密集分销,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,15,不同渠道的附加价值和成本比较,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,16,选择公司销售队伍和制造商销售代理的盈亏平衡表,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,17,渠道管理决策,选择渠道成员,培训渠道成员,激励渠道成员,评估渠道成员,调整渠道成员,目标是建立一个对所有渠道成员都有利可图的长期合作关系。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,18,渠道实力,强制力,奖赏力,法定力,专家力,感召力,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,19,什么是渠道冲突？,渠道冲突,是指某一渠道成员的行为使另一渠道成员无法实现其目标。,渠道冲突的类型,垂直型,水平型,多重渠道型,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,20,渠道冲突的原因,目标的不一致性,权力和义务不明确,理解差异,中间商对制造商的依赖,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,21,管理冲突,公司可通过如下措施管理冲突,制定更高的目标,对不同渠道层次中的人员进行职位互换,鼓励行业协会内部或之间进行合作,利用交际手段、调节或仲裁等措施,寻求法律帮助,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,22,渠道整合与系统,垂直营销系统,公司型,管理型,契约型,水平营销系统,多渠道营销系统,营销渠道的一个特征就是持续而有是有剧烈的变化。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,23,营销讨论,哪个更好？,分销渠道,还是,直销渠道,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,24,案例讨论,创新营销：,戴尔,本章案例：,亚马逊,案例讨论,营销在中国：,跨国企业在中国的渠道变革,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 13-,25,