：在数字化时代，运营商如何应用先进技术实现渠道数字化的全面 转型，促进多渠道融合，提升渠道成员协同性，实现运营商对渠道的全面 管控显得意义重大。在三大运营商中，中国移动集团无论是在用户规模还 是渠道成员数量方面均占比最大，其渠道成员服务质量的好坏直接影响着 用户的去留，渠道成员效能的高低直接决定着公司的价值评估、成本收益， 因此将渠道能力视为核心竞争力，近年来试图开展渠道的集中化管理，但 基本还停留在渠道管理的基本层面，渠道管理工作力度不足，渠道效能尚 未充分激活。 本文通过分析中国移动衡阳分公司渠道内外部环境，梳理对中国移动 衡阳分公司的渠道成员组织架构，解读中国移动衡阳分公司面临的政治、 经济、技术、经济环境，将中国移动衡阳分公司与中国联通衡阳分公司、 中国电信衡阳分公司的渠道管理工作进行对比，发现中国移动衡阳分公司 在渠道转型方面的面临的困难和渠道管理工作的不足。通过大量的神秘顾 客调查及内部访谈，对中国移动衡阳分公司渠道管理的现状进行分析，从 渠道成员选择、渠道成员激励、渠道成员绩效评估、渠道冲突四个方面揭 示中国移动衡阳分公司渠道管理中存在的问题，并剖析问题产生的原因。 分析发现，中国移动衡阳分公司在渠道成员选择方面，存在渠道成员构成 不合理、优质成员过少的问题。在渠道成员激励方面，直销渠道存在量化 薪酬激励不科学、业务办理效能低下导致员工积极性不高的问题；间接渠 道存在渠道酬金管理工作不足、渠道成员套利行为严重的问题。在渠道成 员绩效评估方面，存在指标评估体系不完备、评估不合理、方式不科学的 II 问题。在渠道冲突方面，直销渠道成员存在线下资源效能尚未充分挖掘、 线上资源难以支撑的问题，间接渠道缺乏日常监控、异常预警、集中管控 机制。 最后，本文从拓展新型渠道成员、加大渠道酬金管控力度、完善渠道 成员绩效评估和渠道冲突解决方面提出渠道管理提升对策，对中国移动衡 阳分公司在渠道转型过程中凸显的问题进行解决，为中国移动衡阳分公司 进行全面数字化转型提供方向，并针对提升对策的实施从高层支持、组织 搭建、系统支撑三个层面给出保障措施，为中国移动衡阳分公司渠道管理 的改善提供参考，为渠道的数字化转型提供借鉴。本文对中国移动衡阳分 公司渠道管理策略的优化和完善具有指导的意义，对渠道管理理论在通信 运营行业的实际应用具有实践作用。 关键词：中国移动衡阳分公司；运营商渠道；渠道管理；渠道控制；渠 道提升 III RESEARCH ON MARKETING CHANNEL MANAGEMENT IMPROVEMENT COUNTERNEASURES OF HENGYANG BRANCH OF CHINA MOBILE Chen Qing(MBA) Directed by Li Dongsheng Abstract: In the digital era, it is of great significance for operators to apply advanced technology to realize the overall transformation of channel digitization, to promote the integration of multiple channels, to enhance the synergy of channel members, and to realize the overall control of channels. Among the three major operators, China Mobile Group has the largest proportion of users and the number of channel members. The quality of its channel members directly affects the retention of users. The effectiveness of channel members directly determines the company. The value assessment, cost-benefit, and therefore channel capacity as a core competitiveness, in recent years tried to carry out centralized management of channels, but basically remain at the basic level of channel management, channel management efforts are insufficient, channel efficiency has not been fully activated. This thesis analyzes the internal and external environment of Hengyang Branch of China Mobile, combs the organization structure of Hengyang Branch of China Mobile, and interprets the political, economic, technological and economic environment of Hengyang Branch of China IV Mobile. The pressure that the company faces in the channel transformation and the insufficiency of the channel management work. Through a large number of mysterious customer investigations and internal interviews, this thesis analyzes the present situation of channel management in China Mobile Hengyang Branch, reveals the problems existing in channel management in China Mobile Hengyang Branch from four aspects: channel member selection, channel member incentive, channel member performance evaluation and channel conflict, and analyzes the causes of the problems. The analysis found that China Mobile Hengyang Branch has the problem that the channel members are unreasonable and the quality members are too few among the channel members. Channel member incentives exist in the direct sales channel. Quantitative salary incentives are unscientific, and the low efficiency of business handling leads to low employee enthusiasm; in the indirect channel, there are problems of insufficient channel fee management and serious channel member arbitrage behavior. In the channel member performance evaluation, there are problems that the indicator evaluation system is incomplete, the evaluation is unreasonable, and the method is not scientific. Channel conflicts have problems in the offline channel resources that have not been fully exploited but the online resources are difficult to support. Indirect channels lack daily monitoring, abnormal warning, and centralized management and control mechanisms. V Finally, this thesis proposes channel management promotion countermeasure from the aspects of expanding new channel members, increasing channel remuneration management and control, improving channel member performance evaluation and channel conflict resolution, and solving the problems highlighted by China Mobile Hengyang Branch in the process of channel transformation. China Mobile Hengyang Branch provides direction for comprehensive digital transformation. According to the implementation of promotion countermeasure, the three aspects of high-level support, organization construction and system support are given to provide guarantees for the improvement of channel management of China Mobile Hengyang Branch, and provide reference for the digital transformation of channels. This thesis has guiding significance for the optimization and improvement of the channel management strategy of China Mobile Hengyang Branch, and has practical effects on the practical application of channel management theory in the communication operation industry. Keywords: Hengyang branch of China Mobile operator channel channel management channel control channel promotion 目 录 摘要 ......................................................... I Abstract ................................................... III 第1章 绪 论 ............................................... 1 1.1 研究背景 .............................................. 1 1.2 研究目的 .............................................. 3 1.3 研究意义 .............................................. 3 1.4 国内外研究现状 ........................................ 4 1.4.1 国内外企业渠道管理研究 ........................... 4 1.4.2 国内外运营商渠道管理研究 ......................... 6 1.5 研究内容及方法 ........................................ 7 1.5.1 研究内容 ......................................... 7 1.5.2 研究方法 ......................................... 8 第2章 相关概念及理论基础 .................................. 10 2.1 渠道的内涵与分类 ..................................... 10 2.1.1 渠道的内涵 ...................................... 10 2.1.2 渠道分类 ........................................ 10 2.2 渠道管理理论 ......................................... 11 2.3 营销渠道冲突理论 ..................................... 12 2.4 小结 ................................................. 13 第3章 中国移动衡阳分公司营销渠道内外部环境分析 ............. 14 3.1 内部环境分析 ......................................... 14 3.1.1 整体组织架构 .................................... 14 3.1.2 实体渠道 ........................................ 15 3.1.3 电子渠道 ........................................ 16 3.2 宏观环境分析 ......................................... 17 3.2.1 政治环境 ........................................ 18 3.2.2 经济环境 ........................................ 18 3.2.3 技术环境 ........................................ 19 3.2.4 社会环境 ........................................ 19 3.3 竞争环境分析 ......................................... 20 3.3.1 整体用户渠道需求格局 ............................ 20 3.3.2 主要竞争对手对比分析 ............................ 21 3.3.3 上游渠道对比分析 ................................ 23