摘要 全球化工行业目前正在面临大洗牌，化工巨头之间的并购案足以颠覆旧有的全球化 工行业格局。在完全独立的两家公司并成一家公司的时候，随之而来在管理层面会伴随 着各种各样的问题。目前大部分化工公司的巨头虽集中在欧美，但是中国市场作为这些 跨国公司最大的海外市场，其地位是不可忽视的，如果管理好中国市场对于这些跨国公 司而言具有举足轻重的意义。 本文以跨国公司 D 为例，在其 2016 年中并购了 DC 公司以后，这两家公司分别都 有的 HPC 工业也顺势并到一个部门，其 E 产品线在中国的业务也收到诸多冲击。在中 国市场，E 产品线的销售额 80%左右来自于经销商渠道，20%左右来自于跨国公司的全 球大客户。所以，经销商管理显得尤为重要。 在 2016 年中合并之前，D 公司和 DC 公司在 E 产品线分别有多家经销商，合并之 后的 HPC 部门 E 产品线的代理商数目为过于饱和。通过分析各经销商的优势及弱点， 以及结合 D 公司的发展策略，在 2016 年年底已经开始设计建立多种经销商评价指标体 系，并结合产品生命周期不同阶段产品市场发展战略对经销商的不同要求，从 2018 年 年初的 7 家经销商进行择优选择，重点培育到目前为止仅存 4 家经销商战略合作伙伴。 本文首先参阅了国内外各行业经销商评价体系，然后根据化工行业的若干特点，建 立了 D 公司 HPC 部门 E 产品线的经销商评价体系，从三个维度 DRT（Distributor Rating Tool， 经销商等级评价指标），SPS(Sales Performance Scorecard,销售业绩评价指标)，以 及各经销商年销售额及权重来评价经销商， 并结合产品生命周期理论（Product Life Cycle）为指导基础，把现有产品根据生命周期分为导入期，成长期，成熟期以及衰退期 这四类产品，建立经销商现状管理分析及研究，从之前的 7 家经销商进行选择，选择出 4 家符合公司要求的经销商，并且探索这四家经销商与 D 公司期望值之间的差距，从而 有效管理各个经销商，提高经销商工作积极性并充分地发挥经销商有效力，互补共助， 让 E 产品线业务在中国健康发展的目的。 关键词，经销商选择；产品生命周期；经销商等级评价指标体系；经销商有效力II ABSTRACT Chemical industries in the world is facing the great classification currently, the merger case of the chemical engineering tycoon's is good enough to overturn old global chemical engineering profession structure and form. When two completely independent companies combine into a company, following will accompany with the problem of various each kind at managing a level. Currently although the tycoon of big parts of chemical engineering companies concentrates in the Europe and America, but China market is the oversea market of these biggest multinational companies, its position can’t neglect, if manage a good China market to have prominent meaning to these multinational companies. This paper takes multinational company D as an example, after its 2016 the middle of the years merged DC company, these two companies distinguish to all have of the HPC industry also comply with the surrounding and arrive a section, its E product line the business in China also receive many impacts. In China market, the sales of the E product line 80% be or so to come from distributor's outlet, 20% is or so to come from big customer in the world of multinational company. So, the distributors’management seem to be particularly importance. Before merging for 2016 the middle of the years, the D company and DC companies have several distributors respectively in the E product line, merger the business agent number of the HPC section E product line after is too saturated. Pass the advantage and weakness of analyzing each distributor, and combine the development strategy of D company, at 2016 have already started designing to build up various management system of distributors at the end of every year, Be from 2017 beginning of every years'7 distributors carry on choosing an optimization to choose, particularly cultivate so far only save 4 distributor strategy to cooperate a colleague. This paper with the product life cycle theory (Product Life Cycle), SPS(Sales Performance Scorecard evaluation system), DRT(Distributor Rating Tool evaluation system) manages the system as theory foundation and is divided into lead into a period according to the life cycle the existing product, growth expect, the maturity expects and declines to expect four stages, then to business agent from four build up distributor's present condition to manage analysis to study, from 7 existing distributors, choose an optimization to choose 4 the suitable D company E products develop of need, and try to investigate this 4 distributors and the margins of the of D company expectation value, thus and effectively manage each distributor, raise the effective dint of distributor, because of ground system proper, reasonable division of labor, each exhibition bureau chief, the advantage repairs with each other, common progress, let the EIII product line business healthily develops in China of purpose. Key words，Distributor Management/Distributor Rating Tool/Distributor EffectivenessIV 目录目录 摘要.......................................................................................................................................I ABSTRACT..........................................................................................................................II 目录目录.................................................................................................................................... IV 图目录目录 ................................................................................................................................ VI 表目录目录 ..............................................................................................................................VIII 第一章 绪论......................................................................................................................... 1 1.1 研究背景及意义..........................................................................................................1 1.1.1 研究的背景 ...........................................................................................................1 1.1.2 研究的意义 ...........................................................................................................2 1.2 文献综述 .....................................................................................................................3 1.3 研究目标与主要内容..................................................................................................7 1.3.1 研究的目标 ...........................................................................................................7 1.3.2 研究的内容 ...........................................................................................................8 1.4 研究方法及思路框架..................................................................................................8 1.4.1 研究方法 ..............................................................................................................8 1.4.2 思维框架 ............................................................................................................10 第二章 D 公司背景介绍.....................................................................................................11 2.1 D 公司全球概述 ........................................................................................................11 2.1.1 D 公司企业历史..................................................................................................11 2.1.2 D 公司企业文化..................................................................................................12 2.2 D 公司中国区概述.....................................................................................................12 2.2.1 D 公司中国区的发展 ..........................................................................................12 2.2.2 D 公司中国区 HPC 部门介绍.............................................................................13 2.2.3 HPC 部门 E 产品线介绍 .....................................................................................13 2.2.4 E 产品线代理商介绍...........................................................................................14 2.3 本章小结..................................................................................