分销渠道管理 CHANNEL MANAGEMENT DISTRIBUTION CHANNELS typically account for 15 to 40 percent of the retail price of goods and services in an industry (Exhibit 1) and there is every reason to expect that they could represent a commensurate opportunity for boosting proÞts and competitiveness. Indeed, the potential payoÄf from thoughtful and innovative management of channels could be even greater, given that many organizations have already lavished attention on the reengineering of internal operations, while channel issues tend to suÄfer from neglect. The challenges and opportunities presented by channel management are likely to multiply over the next few years CHANNEL MANAGEMENT We would like to thank Tanuja Randery and Molly Nelson for their contributions to this article. ARE YOU TOUGH ENOUGH TO MANAGE YOUR CHANNELS? Losing companies, on the other hand, tend to throw up their hands and complain that it is impossible to change channels. Signs of latent opportunity There are six tell-tale symptoms that point to a developing channel opportunity: 1. Unhappy end users Unhappy consumers are diÄÞcult to detect, especially when an entire industry is performing badly. But industries that universally under-serve consumers present the biggest opportunities. Computer lore has it that Michael Dell started Dell Computer aÄter trying to buy equipment from dealers who knew less about computers than he did. His frustration prompted him to create a direct channel that allowed consumers to obtain product information over the phone from a knowledgeable company employee instead of a store clerk. Dell provided high-performance customized computers, direct technical support, and other value-added services to a small segment of sophisticated PC users. AÄter replicating its US direct marketing strategy overseas, it saw international sales grow from $40 million in 1989 to over $1billion in 1995. ......