D公司是一家从事精密切割设备,精密研磨设备,以及相关耗材的研发、生产和销

售的跨国公司。全球营业额超过10亿美元。在中国的销售额近2亿美元。D公司的设

备在rr行业的电子元器件制造中处于上游,对行业的发展有很强的引导作用,此设备

在n精密切割设备市场上的市场占有率超过80%,几乎占据了所有一二线的芯片制造

厂,如此高比率的市场占有率,对营销渠道的要求自然也会很高,对D企业来说,在销

售渠道的设计和管理方面都是一个很大的工程。同时,渠道之间的矛盾冲突也就很难避

免,解决这些矛盾也成为D公司各级管理者很重要的工作。

本文分析了 D公司在中国市场做渠道所遇到的渠道商销售积极性不强;不同代理

商、经销商、贸易商之间出现抢夺客户的冲突;渠道商之间经常窜货的问题,渠道不畅

以及渠道冲突时常出现,出现时又不能有效的解决这些矛盾,主要原因就是D公司没有

完善系统的经销商管理策略和方法,更没有严厉的奖惩措施来保证渠道的通畅和有效的

运行。本论文运用渠道以及渠道冲突管理的相关理论,提出了 D具体的矛盾,具体指出

现公司在营销渠道方面存在的问题,并进一步提出了应该采用何种营销渠道方式,才能

最大限度地避免冲突,提高渠道的效率和提出渠道冲突管理的支撑策略。最后针对此文

提出建议和展望,同时也指出了在研究过程中的不足,但文的研究对公司和类似公司在

销售价格高昂的工业设备方面对其渠道冲突管理具有一定的指导意义,即减少制造商与

渠道商的渠道冲突,提供渠道的效率,最终达到协调配合的效果。

关键词:销售渠道;渠道冲突;渠道冲突管理

第II页
华东理工大学硕士学位论文

The Research of D Company Channel Conflict Management Strategy

Abstract

With the rapid development in today's society, channel has become a more and more

p^-amoimt role in the development of the market. It is impossible to take its place in the

battle field, the business world,if the company cannot create or make good use of the sales

channel.

D company is a multinational company engaged in the R&D,production and sales of

precision dicers,precision grinding equipments, and related supplies. Its global turnover is

over one billion U.S. dollars, and sales in China nearly two hundred million U.S. dollars. D

company's equipment,positioned upstream of the manufacture of electronic components in

the IT industry, plays an important guiding role in the development of the industry. The

market share of this equipment in IT precision cutting equipment is more than 80 percent,

accounting for almost all the first-tier & second-tier chip manufactures, which also has high

demands of the marketing channels. The design and management of sales channels is a big

project for D company. Meanwhile,the conflict between the channels will be difficult to

avoid. Thus,resolving these contradictions is vital to all levels of managers in D company.

Through the analysis of the weak enthusiasm of channel partners in Chinese market, the

conflict to rob customers among different agents, dealers, and traders,together with the

channel conflicts,combined with theoretical analysis and comparison of the case analysis, the

paper specially points out the problems that present in D company in terms of marketing

channel, and how to adopt marketing channel modes to avoid conflict to the limits, improving

the efficiency of channels. Besides the suggestions and prospects raised from the paper,it

also figure out the deficiencies in process of research,which made certain guiding

significance for D company and other similar companies in selling expensive industrial

equipment, that is, reducing the channel conflict between manufacturers and distributors,

enhancing the channel efficiency, eventually achieving the effect of coordination.

Keywords: sales channel; channel conflict; conflict management