伊利集团液态奶事业部长春分公司营销渠道管理优化研究 随着改革开放进程的不断推进，国内乳制品企业已经遍地崛起，已经达到两千家 之众，并且，经济全球化的不断加剧，许多大型外国乳品公司也进入了中国市场，市 场竞争日趋激烈。激烈的竞争也改变了行业的发展。所以，所有的企业都面临着渠道 管理的难题，伊利集团作为一家国有企业，有着悠久的发展历史，健全的公司制度和 全面覆盖的产品类别以及自由的优质牧场可以提供奶源，深厚的营销渠道确保伊利在 中国市场中的占比规模。但是，在很多地方伊利公司也存在问题，比如销售渠道的管 理，在竞争日益剧烈的当代，只有不断改变自己，拥抱变革，才能在激烈的市场竞争 中生产，以继续前进。 文章对伊利集团液态奶事业部长春分公司进行了深入的剖析，经过具体的市场调 研和专业文献的查询，对公司目前的管理模式作了研究。根据企业目前面临的实际情 况，结合权威理论进行指导，在理论的指导下寻找管理模式中存在的问题，并针对性 的提出优化管理的策略指导；并由此深入，根据所制定的方案进行风险预估，判断方 案实施中有可能产生的一些问题，并提前做出相应的解决方案。经过深入的剖析现状， 得出以下结论：首先，公司应该尽快对经销商确定出一个可行的考核方案，其次，对 公司的营销团队进行进一步的更换和培训，以便他们可以胜任不同环境的营销活动， 还有，要对零售终端的管理制定量化标准和上升渠道，以激励员工的积极性和上进心， 我们将尽最大努力发挥大品牌和老品牌的实力，提升竞争优势。文中针对伊利的一些 分析报告不仅仅是适用于伊利集团本身，这些管理中存在的问题在乳制品行业具有普 遍性，文中所提出的方案对其他的同行们也十分具有参考价值。 关键词： 乳制品，渠道管理，市场营销 III Abstract Research on Optimization of Marketing Channel Management of Changchun Branch of Yili Group Liquid Milk Department At present, there are about more than 2000 dairy enterprises in China. With the intensification of global competition, foreign dairy enterprises have gradually penetrated into the Chinese market, and the competition among dairy brands has become increasingly fierce. The fierce market competition has led to the transition of the industry development from extensive and simple to fine growth, and the status of marketing channels has become increasingly important. Therefore, effective channel management has become a key problem faced by SMEs. Inner Mongolia Yili Industrial Group Co. , Ltd. is one of the largest and most complete dairy enterprises in China. With its high quality milk sources, extensive distribution channels and reasonable target market positioning, it occupies a place in the domestic dairy market. However, there are still some defects in the specific marketing channels and management mode. Only by changing the traditional marketing management mode can we survive and further develop in the fierce external competition. In this paper, Yili Group liquid milk minister Chun Branch as the research object, in the access to sufficient literature and field research on the basis of its management status analysis. Combining with the current situation of channel management in enterprises, this paper analyzes the problems existing in market channel management by using existing theories, and puts forward the optimization scheme of channel management； then, through in-depth analysis, the concrete implementation steps of channel management optimization scheme are given, and the possible problems in the implementation process are predicted. A solution is available for reference. It is found that Chun Branch, Yili Group's liquid milk minister, should establish reasonable standards for dealers ‘auditing, actively build professional marketing teams that can adapt to different channel environments, quantify the management of retail terminals and related channels, properly motivate outstanding employees and teams, and establish indicators to regularly evaluate channel performance. Quantitative assessment, further optimize their own channel management process； in the case of reducing fleeing goods, improve the efficiency of distribution system and terminal sales promotion capabilities, give full play to brand advantages, enhance the competitiveness of enterprises. IV This paper makes a systematic analysis of the problems existing in the channel management of Chun Branch of Yili Group's Minister of Liquid Milk, and puts forward the optimization scheme of channel management, which has certain reference significance for the dairy industry to optimize the channel strategy and improve the channel sales efficiency. Keywords: Dairy products, Channel management, Marketing V 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 国内外研究现状 ...................................................................................... 2 1.2.1 国外研究现状 .................................................................................... 2 1.2.2 国内研究现状 .................................................................................... 4 1.3 研究内容与研究方法 .............................................................................. 5 1.3.1 研究内容 ............................................................................................ 5 1.3.2 研究方法 ............................................................................................ 6 第2章 营销渠道管理相关理论概述 .............................................................. 7 2.1 营销渠道管理的概念与现状 .................................................................. 7 2.2 营销渠道的常见模式 .............................................................................. 8 2.2.1 KA渠道 ............................................................................................. 8 2.2.2 传统渠道 ............................................................................................ 9 2.3 营销渠道建设概述 ................................................................................ 10 2.4 渠道营销的冲突类型 ............................................................................ 11 2.4.1 垂直渠道冲突 .................................................................................. 11 2.4.2 水平渠道冲突 .................................................................................. 11 2.4.3 交叉冲突 .......................................................................................... 12 第3章 伊利液态奶事业部长春分公司营销渠道管理现状 ....................... 13 3.1 伊利液态奶事业部长春分公司营销渠道管理简介 ........................... 13 3.1.1 伊利集团概况 .................................................................................. 13 VI 3.1.2 伊利集团液态奶事业部长春分公司概况 ..................................... 13 3.1.3 伊利液态奶事业部长春分公司营销渠道分销模式 ..................... 17 3.2 伊利液态奶事业部长春分公司营销渠道管理存在问题 ................... 19 3.2.1 渠道成员的选择缺乏合理的审核标准 ......................................... 19 3.2.2 各部门成员职能不明确 ................................................................. 19 3.2.3 终端的建设缺乏系统性和专业性 ................................................. 20 3.2.4 渠道之间相互冲突 ......................................................................... 21 3.2.5 与竞品在传统渠道上处于劣势 ..................................................... 21 3.3 伊利液态奶事业部长春分公司营销渠道管理问题成因分析 ........... 22 3.3.1 缺乏渠道的调整和把握能力 ......................................................... 22 3.3.2 经销商经营意识落后 ..................................................................... 22 3.3.3 渠道忠诚度下降.............................................................................. 23 3.3.4 渠道经营不善利润下降 ................................................................. 23 第4章 伊利液态奶事业部长春分公司营销渠道优化设计 ......................