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硕士毕业论文_于危机生命周期理论的直销企业危机管理模式研究

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随着中国我国直销行业立法改革进程的不断推进,直销相关产品逐渐开始走入我国 人民的日常生活,为人民大众所熟知。截至 2018 年底,全国已经累计有 91 家直销企业成 功获得国家商务部正式颁发的直销经营牌照,获准在国内的不同地区开展商品直销经营 业务。其中共有外商投资企业 33 家,内资民营企业 58 家。由于全国直销经营企业公司 注重提高产品质量、关心广大顾客消费体验、重金投资奖励优秀销售管理人员,越来越 多地受到我国传统化妆品、保健品行业生产经营企业的高度青睐;同时各个营销管理团 队也积极加入直销企业,截止 2018 年底,商务部每年公布的全国直销企业培训销售员 2935 人、直销员 391.8 万多余人。 直销企业的壮大与发展,也伴随着企业危机不断。直销企业危机类型多种多样,最主 要以涉嫌传销、虚假宣传、夸大宣传、违规直销等行为为主。直销因其与传销的双生 关系,难以摆脱其拉人头收取高额入门费等违法行为在大众认知中的不良影响;直销企业 在其经营过程中,也难免被不良销售团队所利用,借助企业产品或品牌,开展传销活动。销 售团队为吸引更多普通消费者加入销售队伍,夸大收入水平、产品功效,甚至不惜谎称保 健品可以治愈癌症,以达成其取得高额收入的目的。国内直销企业尽管对危机给予了足 够的重视,但在行业竞争压力巨大、经销商追求一夜暴富心理的影响下,仍然会不断出现 企业危机,甚至足以影响企业的存亡。危机管理能力成为直销企业发展的瓶颈。 本文从危机生命周期理论视角入手,对中国直销企业的典型危机案例分析进行深度 共性归纳分析,结合包括危机公关 5s 理论、危机公关管理 4r 理论等,对面临危机的各种 类型、诱因、应对以及处理等问题进行共性归纳分析总结,试从中准确找出直销企业面 临危机的几个根源性潜在问题,并以此构建有效的直销企业危机公关管理模式。为直销 企业的应急危机反应管理工作提供一个具有重要实践指导意义的参考。 关键词:危机生命周期理论;直销企业;危机管理模式II Abstract With the promotion of direct selling legislation, direct selling products have gradually entered people's lives and are well known to the public. By the end of 2018, 91 enterprises in China had obtained the direct marketing license issued by the Ministry of Commerce, and were approved to carry out direct marketing business in different regions of the country. Among them, there are 33 foreign-funded enterprises and 58 domestic funded enterprises. As direct selling enterprises pay attention to product quality, care about customer experience and reward salespeople heavily, they are more and more favored by traditional cosmetics and health products manufacturers. At the same time, various marketing teams are also actively participating in direct selling companies. By the end of 2018, the Ministry of Commerce has announced 2935 direct selling trainers and 3918000 direct selling employees. The growth and development of direct selling enterprises are accompanied by the continuous crisis of enterprises. There are various types of crisis in direct selling enterprises, mainly involving suspected pyramid selling, false propaganda, exaggerated propaganda and illegal direct selling. Because of its twin relationship with MLM, it is difficult for direct selling to get rid of the adverse effects of its illegal behaviors such as pulling people's heads and charging high entry fees in the public cognition; in the process of its operation, direct selling enterprises are also inevitably used by the bad sales teams to carry out MLM activities with the help of enterprise products or brands. In order to attract more ordinary consumers to join the sales team, the sales team exaggerates the income level, product efficacy, and even pretends that health care products can cure cancer, so as to achieve the goal of high income. Although the domestic direct selling enterprises pay enough attention to the crisis, under the influence of the huge competition pressure in the industry and the dealers' psychology of seeking overnight wealth, the enterprise crisis will continue to appear, even enough to affect the survival of the enterprise. Crisis management has become the bottleneck of the development of direct selling enterprises. From the perspective of crisis life cycle theory, this paper analyzes the common characteristics of the typical cases of direct selling enterprises, summarizes the types, causes and solutions of the crisis, tries to find out the root causes of the crisis of direct selling enterprises, and constructs an effective crisis management model of direct selling enterprises. This paper provides a practical reference for crisis management of this type of enterprises.III Key words: Crisis life cycle theory; Direct selling enterprises; Crisis management modelIV 目录 第 1章 绪论... 1 1.1 研究背景与意义 ................. 1 1.1.1 研究背景....................... 1 1.1.2 研究意义....................... 2 1.2 研究目的与方法 ................. 3 1.3 研究框架和主要内容 ......... 4 1.4 创新点 .. 6 第 2章 文献综述..........................7 2.1 国外研究状况 ..................... 7 2.2 国内研究状况 ..................... 8 第 3章 相关理论及定义概述....10 3.1 危机 .... 10 3.2 危机生命周期理论 ........... 11 3.3 危机管理 ........................... 13 3.3.1 危机管理 4R 理论 ...... 14 3.3.2 危机公关 5S 理论....... 16 3.4 直销 .... 16 3.5 直销企业 ........................... 17 第 4章 直销企业危机案例及类型分析...................18 4.1 直销企业典型案例分析 ... 18 4.1.1 如新公司典型案例..... 18 4.1.2 权健公司典型案例..... 20 4.1.3 河北华林典型案例..... 21 4.1.4 无限极典型案例......... 21 4.1.5 危机类型解释............. 22 4.2 案例直销企业危机根源分析 .......................... 23V 4.2.1 夸大和虚假宣传产品功效问题................ 23 4.2.2 违规召开会议问题..... 24 4.2.3 违规经营直销或涉嫌传销问题................ 24 4.3 直销企业危机管理的共性分析 ...................... 25 4.3.1 危机生命周期阶段分布............................ 25 4.3.2 危机潜伏期共性分析. 25 4.3.3 危机爆发期共性分析. 26 4.3.4 危机扩散期共性分析. 27 4.3.5 危机处理期与危机结果与后遗症期共性分析....................... 27 4.4 危机对直销企业影响分析 .............................. 28 4.4.1 危机对行业环境的影响分析.................... 28 4.4.2 危机对直销企业利益相关方的影响分析 30 第 5章 直销企业危机管理模式构建.......................32 5.1 构建直销企业危机管理模式的要点 .............. 33 5.1.1 基于危机管理生命周期与企业全过程危机管理................... 33 5.1.2 直销企业危机管理模式的支持体系........ 34 5.2 直销企业危机管理模式设计 .......................... 38 5.2.1 危机管理模式的设计目的........................ 38 5.2.2 危机管理模式的影响因素........................ 39 5.2.3 危机管理模式的层次结构........................ 39 5.2.4 危机管理模式的概念模型........................ 40 5.3 危机管理模式危机内生性治理要点 .............. 40 5.3.1 企业战略的设计与践行............................ 40 5.3.2 产品设计与宣传......... 41 5.3.3 经销商奖励机制的设计............................ 42 5.3.4 经销商营业守则的指定与实施................ 43 5.4 危机潜伏期的危机自查系统 .......................... 43 5.4.1 危机类型分析及全员普及系统................ 43 5.4.2 危机预警系统............. 44VI 5.4.3 危机处理系统............. 44 5.4.4 制定企业危机应对预案............................ 44 5.4.5 危机预防公共关系体系............................ 45 5.5 危机爆发期与扩散期的危机公关系统 .......... 45 5.5.1 迅速对危机做出反应. 45 5.5.2 危机调查与评估......... 46 5.5.3 确定并实施危机应对方案........................ 46 5.5.4 有效的危机沟通......... 47 5.6 危机管理模式危机处理期的联动系统 .......... 47 5.7 危机结果与后遗症期的危机修复系统 .......... 47 5.7.1 危机的善后与总结..... 48 5.7.2 恢复企业的经营策略. 48 5.7.3 恢复并重塑企业形象. 48 第 6章 结语. 49 6.1 研究结论 ........................... 49 6.2 研究不足之处 ................... 49。。。。。。以下内容略