B 公司成立于 1992 年，是一家从事日化产品生产和销售的外商独资企业，现已成 为国内知名的家庭清洁产品生产商。其产品分为三大系列，衣物护理、个人护理和家居 护理，衣物护理所占比例最大，最具代表性的产品是洗衣液。在洗衣液上市之前，衣物 护理的主要产品是洗衣粉，洗衣皂也占据一定的市场份额。B 公司率先推出洗衣液，通 过改变消费者的洗衣习惯，成功地打造出自己的洗衣液品牌。经过不懈努力地经营，B 公司的洗衣液占据了 40%的市场份额，牢牢地占据着市场主导地位。 家庭清洁产品的主要销售渠道是零售终端（超市）。由于掌握着终端客户资源，零 售终端一直都是游戏规则的制订者，生产商只能被动地接受不平等的条款，花费高额的 陈列费用，以求获得最好的地理位置，提高产品销量。生产商和零售商表面上一团和气， 暗地里你争我斗，一些品牌因为无法忍受零售商的层层盘剥而奋起反抗，而反抗的结果 几乎无一例外都是产品被超市下架，为求生存，生产商只能“赔款道歉”，继续忍受零 售商的欺压，零售商的强势可见一斑。长久以来，生产商一直在苦苦地寻求脱离零售商 控制的方法，却终不能得偿所愿，直到网购的兴起，生产商才看到了一丝曙光。 网购突破了时间和空间的限制，人们可以足不出户、随时随地购买自己想要的产品， 对传统的零售业造成了剧烈的冲击。近几年“双十一”单日销售额的爆发式增长，引爆 了人们对电子商务的无限渴望，各种购物网站如雨后春笋般涌现而出，不少新兴的生产 商通过电子商务取得了巨大成功。“互联网+”等词汇频现于媒体杂志，被无数创业者所 追捧，并且得到了李克强总理的肯定。 零售商的优势地位受到威胁，但迫于生存和竞争的压力，零售商并未停止或减弱对 生产商的欺压，反而变本加利，一方面通过压榨生产商获得更多利润，一方面逼迫生产 商减少对网购平台的支持，在线下降价促销，以期吸引更多消费者。生产商苦不堪言， 都在思考如何顺应互联网趋势进行变革，并且开始进行一些新的尝试。 B 公司的销售渠道主要是零售终端的各大卖场和超市。由于受零售商的欺压太重， B 公司计划自建直营门店，希望通过互联网开辟直达消费者的销售渠道，摆脱或减弱零 售商的控制。本文致力于研究 B 公司如何自建直营门店和销售平台，如何通过互联网进 行销售，以及新渠道能为 B 公司带来怎样的财务回报。 关键词，洗衣液；销售渠道；互联网；直营店II Abstract Company B, a wholly foreign-owned enterprise, founded in 1992, engaged in producing and selling chemical products, has become a well-known household cleaning products manufacturer in China. Its products are divided into three series- clothes care, personal care and household care. And clothes care occupies the largest proportion while the most representative product is laundry detergent. Before laundry detergent came into the market, the main product of laundry care was washing powder, and laundry soap also occupied a certain market share. Company B took the leading launching laundry detergent, and successfully built its brand by changing consumers' laundry habits. Through unremitting efforts in management，company B occupied 40% of market share in laundry detergent, and firmly stood in the leading position. The main sales channels of household cleaning products is retail terminal(supermarket). who has always been the game maker for its customer resources. And producers have to passively accept the terms of the inequality, and pay high display fee in order to get the best location to improve sales. Producers and retailers look harmonious on the surface while fight fiercely secretly. Some producers didn't want to stand the retailers' exploitation and tried to rise against them. Unfortunately, the producers got the result of pulling their products off shelves. For survival, the producers had to apologize reparations, and continued to endure the oppression of retailers. The strength of the retailers is obvious. For a long time, manufacturers have been struggling to seek out a way to get rid of the control of the retailers, but they had never made it until the rise of online shopping. Online shopping breaks through the limit of time and space, which helps people buy product whenever and wherever you want without leaving home. As a result, it caused severe impact to the traditional retail. In recent years, the explosive growth of sales of a single day in Double Eleven triggers people's infinite desire for e-commerce. Various shopping websites have sprung up, and many emerging producers achieved great success through e-commerce. Many new words like Internet +appears frequently in magazines, making it sought after by countless entrepreneurs, and it has received the affirmation of premier Li Keqiang. As a result, the position of retailers is threatened. However, under the pressure of survival and competition, retailers never stopped or reduced the oppression of producers, oppositely, the situation become even worse. The retailers, on one hand, squeeze the producers to get more profits, on the other hand, they force producers to reduce support of online shopping. In the same time, producers must cut the price offline to attract moreIII consumers. Under this circumstances, producers are suffering and thinking how to conform the trend of the Internet to change, and begin to make some new attempt. The sales channels of Company B are mainly big stores and supermarkets. And company B begins the exploration of the Internet + because of the heavy oppression of the retailers, hoping to open up direct consumer marketing channels via the Internet and to get rid of the control of retailers. This article is studying how company B open up new sales channels by Internet +, and what financial returns the new channels bring to it. Key words: laundry detergent, sales channels, the Internet, direct-sale storeIV 目 录 摘要.I ABSTRACT II 图表清单....IX 第一章 绪论1 1.1 研究背景.. 1 1.2 研究目的和意义.. 1 1.3 国内外研究现状.. 2 1.4 研究内容和方法.. 3 1.4.1 研究内容. 3 1.4.2 研究方法. 3 第二章 项目概述....4 2.1 公司介绍.. 4 2.1.1 公司简介. 4 2.1.2 发展历史. 4 2.1.3 公司的宗旨... 4 2.2 组织架构和职能.. 5 2.2.1 组织架构. 5 2.2.2 各部门职能... 5 2.3 产品简单介绍 6 2.3.1 衣物护理类... 6 2.3.2 个人护理类... 6 2.3.3 家居护理类... 6 2.3.4 产品总结. 7 2.4 项目背景和介绍.. 7 2.4.1 项目产生的背景. 7 2.4.2 项目基本介绍..... 8 2.5 本章小结.. 9 第三章 项目外部环境10 3.1 行业背景分析.... 10V 3.2 市场环境分析.... 10 3.2.1 宏观环境..... 10 3.2.2 微观环境..... 11 3.3 市场规模、市场结构与划分.... 13 3.3.1 市场规模..... 13 3.3.2 市场结构与划分..... 13 3.4 目标市场分析.... 14 3.4.1 消费群体..... 14 3.4.2 消费方式和消费习惯... 14 3.5 竞争对手分析.... 14 3.5.1 主要竞争对手和竞争产品. 14 3.5.2 潜在竞争对手分析. 15 3.6 市场趋势预测和机会分析.. 15 3.6.1 市场趋势预测... 15 3.6.2 机会分析..... 16 3.7 面临的困境和解决方法 16 3.7.1 行业困境..... 16 3.7.2 公司困境..... 17 3.7.3 解决方法..... 17 3.8 本章小结 18 第四章 项目内部资源能力....19 4.1 公司产品市场状况和品牌分析 19 4.1.1 公司产品的市场状况... 19 4.1.2 品牌分析..... 19 4.1.3 产品竞争优势... 20 4.2 人员和培训体系 20 4.2.1 二线人员..... 20 4.2.2 销售队伍..... 20 4.2.3 培训体系..... 22 4.3 资金和渠道.. 22VI 4.3.1 资金来源..... 22 4.3.2 渠道优势..... 22 4.4 本章小结 22 第五章 项目定位..23 5.1 定位的基础.. 23 5.1.1 问卷调研情况... 23 5.1.2 调研结果和分析..... 23 5.2 定位的方向.. 27 5.2.1 销售渠道和销售平台的拓展... 27 5.2.2 销售范围的拓展和延伸..... 28 5.2.3 对“互联网+”的探索和尝试 ..... 29 5.3 本章小结 29 第六章 项目实施计划30 6.1 团队配备和分工 30 6.1.1 团队配备..... 30 6.1.2 职能分工..... 30 6.1.3 运营逻辑图. 31 6.2 销售政策、渠道和方式 31 6.2.1 销售政策..... 31 6.2.2 销售渠道..... 32 6.2.3 销售方式..... 33 6.3 产品和价格方案 33 6.4 培训体系 34 6.4.1 销售人员的培训..... 34 6.4.2 目标客户的培训..... 34 6.5 物流网络的建立 34 6.5.1 物流网络..... 34 6.5.2 城市网点..... 35 6.5.3 乡镇网点..... 35 6.6 营销计划 36VII 6.6.1 市场营销策略... 36 6.6.2 营销区域..... 36 6.6.3 营销渠道和方式..... 36 6.6.4 预估目标..... 36 6.7 促销活动 36 6.7.1 促销方案和安排..... 37 6.7.2 促销预算..... 37 6.8 销售目标和预估 38 6.8.1 短期和中期的销售目标..... 38 6.8.2 销售预估（5 年）.. 39 6.9 本章小结 40 第七章 财务分析..41 7.1 项目投资与融资 41 7.1.1 项目投资计划... 41 7.1.2 项目资金来源... 41 7.2 财务数据预测.... 41 7.2.1 收入分析..... 41 7.2.2 成本分析..... 42 7.2.3 费用分析..... 44 7.2.4 损益分析..... 46 7.2.5 现金流分析. 46 7.2.6 财务评价..... 47 7.3 本章小结... 49