英文文献027销售渠道的新变化.doc

外文翻译：销售渠道的新变化原文来源: New changes in the distribution channel 更多原创经管论文及英文文献与翻译请访问：http:/经管论文.com/ ,并提供定制服务译文正文: 市场在变，竞争在变。市场竞争日趋增强的激烈性和对抗性，要求企业经营更加深入化和细致化，提高市场资源的可控程度。而销售渠道作为企业最重要的资源之一，其“自我意识”和不稳定性对企业的经营效率、竞争力和经营安全形成的局限和威胁却逐渐显现，对销售渠道的重新整合成为企业关注的话题。本期我们编发一组这方面的文章，希望能对您有所借鉴或启发。厂家总经销商二级批发商三级批发商零售店消费者，此种渠道层级可谓传统销售渠道中的经典模式。然而这样的销售网络却存在着先天不足，在许多产品可实现高利润、价格体系不透明、市场缺少规则的情况下，销售网络中普遍存在的“灰色地带”使许多经销商实现了所谓的超常规发展。然而众多的厂家却有“养虎贻患”之感。多层次的销售网络不仅进一步瓜分了渠道利润，而且经销商不规范的操作手段如竞相杀价、跨区销售等常常造成了严重的网络冲突；更重要的是，经销商掌握的巨大市场资源，几乎成了厂家的心头之患销售网络漂移，可控性差，成了说不定哪天就会掉下来的一把利剑。改革势在必行。由此，我国企业的销售网络进入了一个多元化发展的新阶段。一、渠道体制：由金字塔式向扁平化方向转变传统的销售渠道呈金字塔式的体制，因其广大的辐射能力，为厂家产品占领市场发挥出了巨大的作用。但是，在供过于求、竞争激烈的市场营销环境下，传统的渠道存在着许多不可克服的缺点：一是厂家难以有效地控制销售渠道；二是多层结构有碍于效率的提高，且臃肿的渠道不利于形成产品的价格竞争优势；三是单项式、多层次的流通使得信息不能准确、及时反馈，这样不但会错失商机，而且还会造成人员和时间上的资源浪费；四是厂家的销售政策不能得到有效的执行落实。因而，许多企业正将销售渠道改为扁平化的结构，即销售渠道越来越短、销售网点则越来越多。销售渠道短，增加了企业对渠道的控制力；销售网点多，则增加了产品的销售量。如一些企业由多层次的批发环节变为一层批发，即厂家经销商零售商，一些企业在大城市设置配送中心，直接面向经销商、零售商提供服务。二、渠道运作：由总经销商为中心，变为终端市场建设为中心销售工作千头万绪，从销售网络开发到经销商开发、从铺货到促销，内容繁多，但归结起来，销售工作要解决两个问题：一是如何把产品铺到消费者的面前，让消费者见得到；二是如何把产品铺进消费者的心中，让消费者乐得买。不同时代，企业解决这两个问题的方式是不同的。即便是在20世纪90年代后期，企业还多是在销售通路的顶端，通过市场炒作和大户政策来展开销售工作。当市场转为相对饱和的状态，对企业的要求由“经营”变为“精营”、由“广耕”变为“深耕”时，这种市场运作方式的弊端表现得越来越明显：企业把产品交给经销商，由经销商一级一级地分销下去，由于网络不健全、通路不畅、终端市场铺开率不高、渗透深度不足等原因，经销商无法将产品分销到厂家所希望的目标市场上，结果厂家产品的广告在电视上天天与消费者见面，消费者在零售店头却难觅产品踪影。厂商无法保证消费者在零售店里见得到、买得到、乐得买。产品进入零售店后，摆放到什么位置、如何展示陈列、POP广告如何张贴、补货能否及时等等，这些终端工作经销商往往做不到位，影响终端销售力。厂家的销售政策无法得到经销商的全面执行，其结果是厂家的促销力度越来越大，但促销的效果越来越差。厂家与经销商的利益矛盾，使得厂家无法确保一个稳定的市场，经销商无序经营，窜货、降价倾销现象屡禁不绝。厂家调动经销商积极性的成本越来越大，导致厂家无利经营，如此等等。实践证明，这种市场运作方式越来越成为销售工作的桎梏。针对这些弊病，成功企业开始以终端市场建设为中心来运作市场。厂家一方面通过对代理商、经销商、零售商等各环节的服务与监控，使得自身的产品能够及时、准确而迅速地通过各渠道环节到达零售终端，提高产品市场展露度，使消费者买得到；另一方面，在终端市场进行各种各样的促销活动，提高产品的出样率，激发消费者的购买欲，使消费者乐得买。 三、渠道建设：由交易型关系向伙伴型关系转变 传统的渠道关系是“我”和“你”的关系，即每一个渠道成员都是一个独立的经营实体，以追求个体利益最大化为目标，甚至不惜牺牲渠道和厂商的整体利益。在伙伴式销售渠道中，厂家与经销商由“你”和“我”的关系变为“我们”的关系，由油水关系变为鱼水关系。厂家与经销商一体化经营，实现厂家对渠道的集团控制，使分散的经销商形成一个整合体系，渠道成员为实现自己或大家的目标共同努力，追求双赢（或多赢）。厂家与经销商合作的形式很多，如（1）联合促销。厂家与经销商共同进行促销，如合作广告经销商发布广告，厂家给予一定金额的补贴（从货款中扣除或凭单据报销）；陪同销售厂家派销售人员协助经销商向其下级客户销售；销售工具厂家为经销商提供样品、POP等。（2）专门产品。厂家为经销商提供专门产品既可以增强销售网络凝聚力，也可以减少消费者购买时对价格的比较。如厂家对大的零售商专门生产某一产品，以及经销商买断某一品牌经营等。（3）信息共享。厂家与经销商共享市场调查、竞争形势、消费者动向等方面的信息。（4）培训。即厂家为经销商提供销售、产品、管理和营销等方面的培训活动，以提高经销商的销售和管理水平。如此等等。在紧密型的伙伴关系中，厂家与经销商共同致力于提高销售网络的运行效率、降低费用、管控市场。从厂家的角度讲，需要重视长期关系（如帮助经销商制定销售计划），渠道成员责任共担（如建立零库存管理体制），积极妥善解决渠道纠纷，厂家的销售人员要担当经销商的顾问（而不仅是获取订单），为经销商提供高水平的服务。厂家为经销商提供人力、物力、财力、管理和方法等方面的支持，以确保经销商与厂家共同进步、共同成长。在实践中，有以下几种方式来组合厂家与经销商的关系：1合同式体系。在厂家与经销商之间，经销商与经销商之间，以一定的合约为约束，在一定的利益基础上，把渠道中各个独立的实体联合起来，形成一个合同式的营销体系。特许经营就是一个典型的合同式体系，通过特许权，将生产到经销的各个环节连接起来，形成一个完整的直达终端的经营体系。2管理式体系。一些厂家依靠自己的市场声誉、产品创新能力及其它力量，成为整体流通渠道的主导成员，从而将销售渠道中的不同成员联合成一个体系。3所有权式体系。厂家以入股的方式来控制销售渠道，如格力空调西南销售公司就是由格力集团与经销商共同入股组成的。所有权经营体系的整合水平最高，厂家与经销商的联系最为巩固。在这一体系中，渠道成员的独立性部分或全部丧失，整个渠道的活动将全部受制于厂家的目标，渠道的经营能力也大大提高。四、市场重心：由大城市向地、县市场下沉以往许多企业是以大城市为重点开发的目标市场，在大城市，至少是在省会城市设立销售机构。当众多企业为争夺大城市市场而进行你死我活的竞争时，一些企业则已将市场重心转移到地区、县级市场，着眼于地、县级市场的开发，在地、县级市场上设立销售机构，如双汇集团在一个省设立的办事处多达一、二十个。企业以大城市为销售重心，靠一个或几个经销商来辐射整个省级市场，受经销商销售网络宽度和深度的局限，容易出现市场空白点，造成市场机会的浪费。将销售重心下沉，在地区设立销售中心，则可能做好地区市场；以县为中心设立办事处则可能做好县城乡镇村级市场。市场重心下沉是一个细化市场的过程，这种细化也反映在对经销商的选择上，销售机构下沉，客户也要下沉。以往企业是以省城为中心来选择经销商，有一些经销商是在省城做市场，甚至是在省城做局部市场，而“下沉”则要求在每个县选择、设立经销商。企业对经销商的政策也由此发生了变化，从重点扶持大客户转移到重点扶持二、三批经销商。美的集团的小家电经销商以前多在省会城市，现在要让地、县级经销商占全部经销商的2/3，把市场发展的重心真正放到地、县市场上，一级市场的经销商只负责给美的提供资金，让二、三级经销商去做市场。一个地区级的经销商的销售量可能只有一级经销商的1/10，但得到的美的集团的支持可能会比大客户更好。通过提高地、县级经销商市场竞争力，做“小方块”的规范来实施更大市场的规范，美的现在的渠道战略就是“弱化一级（经销商）、加强二级（经销商）、决胜三级（终端商）”。 五、渠道激励：由让经销商赚钱变为让经销商掌握赚钱方法我国现有的经销商队伍是以个体户为基础发展起来的，整体的素质不高。许多经销商是在经商大潮中靠着“敢干”而发家的，他们具有四点不足：一是市场开发能力不足，二是促销能力不足，三是管理能力不足，四是自我提高能力不足。等等。厂家对渠道的激励措施已不再仅仅是给经销商送“红包”，而是让经销商掌握赚钱的方法，对经销商进行培训。美的集团家电部销售总经理朱凤涛认为，经销商要与美的一同进步，如果他们跟不上美的的步伐，难道要让美的停下来等经销商上来？所以美的要送经销商去上MBA，要与新加坡及香港的大学合作，把美的经销商送去强化培训，真正学到东西，实实在在提高。这也是厂家给经销商的一份长远利益。总之，营销环境的变化要求企业的经营必须做出相应调整。目前一些企业进行的销售渠道的改造正是这种调整的体现，先知先为者无疑将在日后的激烈竞争中握有更大的致胜筹码。外文翻译：New changes in the distribution channel The market is changing, competition is changing. Market competition becomes more intense and confrontational enhanced to require a more in-depth business and detail oriented, to improve the controllability degree of market resources. The sales channel as one of the most important resources company, its self awareness and not the stability of the enterprises operational efficiency, competitiveness and operational security in the limitations and threats are gradually emerging, re-integration of the sales channel the enterprise concerned topic. This issue we have compiled and distributed a set of this article, hoping to learn from or inspired you to be. Manufacturer - distributor - two wholesalers - 3 wholesalers - retailers - consumers, the level of such channels can be described as traditional distribution channels in the classic mode. However, such a distribution network but there is inherent in many products for high profit, non-transparent price system, the lack of rules of the market situation, widespread sales network in the gray area for many dealers to achieve the so-called extraordinary development . However, there are many manufacturers, sowed seeds of trouble feeling. Multi-level marketing network not only further divide the channel profit, and dealers are not standard operating means, such as race to the bottom, cross-sales network is often caused serious conflicts; more importantly, to grasp the huge market dealer resources, almost into the hearts of patients manufacturers - sales network drift, control is poor, maybe someday it will fall into a sword. Reform. As a result, our sales network of enterprises has entered a new phase of diversification. First, the channel system: from pyramid-style changes to the flat direction The traditional pyramid-style sales channel structure, because the vast radiation, as manufacturers of products to capture the market play a huge role. However, when supply exceeds demand, the competitive marketing environment, the traditional channels, there are many insurmountable drawbacks: First, manufacturers can not effectively control the sales channels; second multi-layer structure impede efficiency, and bloated channels not conducive to the formation of competitively priced products; third single, multi-level information flow can not make accurate, timely feedback, this will not only miss opportunities but also resulting in waste of resources and time; Fourth, the marketing policies of manufacturers can not be effectively implemented. Therefore, many companies are be changed to flat sales channel structure, that is, more and more short sales channels and sales network is growing. Short sales channels, increased control over business channels; sales outlets and more, an increase of product sales. Some companies, such as multi-level wholesale wholesale segment into a layer that manufacturers - distributors - retailers, some companies set up distribution centers in major cities, directly facing the distributors, retailers and service. Second, the channel operation: by the distributor as the central building of the center into the terminal market Sell many things, from the sale of dealer network development to development, from the Distribution with the promotion, content variety, but it boils down to, sales to solve two problems: First, how to shop to the consumer product in front of him consumers see are; second is how to shop their products into the minds of consumers so that consumers happy to buy. Different age, the way to solve these two problems are different. Even the late 90s in the 20th century, business is more than the top of the sales channel, through the market hype and the big policy to expand sales. When the market became relatively saturated state, the requirements of the business from business to doing fine, from broad farming to deep plowing, the disadvantages of this mode of operation the performance of the market becoming more and more obvious: - The product to the distributor business, land distribution by the distributor a one go, because the network is not perfect, poor access, end-market spread is not high, lack of penetration depth, and other reasons, not the product distributor distribution to the desired target market manufacturers, the results of factory product advertising on television every day and to consumers, consumers are hard to find products in retail stores first sight. Manufacturers can not guarantee that consumers see in retail stores get, buy, happy to buy. - Products into retail stores after the place and to what location, how to display the display, POP advertising how to post, timely replenishment and so on, these terminals tend to not do dealer work place impact of the terminal sales force. - Manufacturers sales policy can not be the full implementation of the dealers, the result is a growing manufacturer of promotional efforts, but the promotional effect of getting worse. - Manufacturers and distributors of conflicts of interest, so manufacturers can not ensure a stable market, dealers disorder management, changing commodity, price cuts dumping despite repeated prohibitions. - Manufacturers cost of mobilizing the enthusiasm of dealers increasing, leading to non-profit business manufacturers, and so on. Practice shows that this market has increasingly become a sales operation of the shackles. Address these shortcomings, successful companies began to market development as the central terminal to operate in the market. Manufacturers on the one hand through agents, distributors, retailers and other aspects of the service and monitoring, making their products in a timely, accurately and quickly get through the channel part of the retail end, improve the degree of market showing off, so that consumers buy get; the other hand, in the end markets for a variety of promotional activities, and increase the sample rate to stimulate consumer purchases, consumers happy to buy. Third, channel development: from transactional relationships to the partnership-type relationship changes The traditional channel relationships is the I and you relationship, that each channel member is an independent operating entity, in order to pursue the objective of maximizing individual interests, even at the expense of channels and manufacturers as a whole. Sales channels in the partner type, manufacturer and distributor of the you and I relationship into a we relationship, the relationship between oil and water into the fish and water. Integration of manufacturers and distributors operating on the channel group to achieve control of manufacturers, distributors to form an integrated distributed system, channel members to achieve their own goals or we work together to pursue a win-win (or win). Manufacturers and distributors in many forms, such as (1) Joint promotion. Manufacturers and distributors joint promotions, such as cooperative advertising - advertising distributors, manufacturers provide a certain amount of subsidies (or deducted from the purchase price upon presentation of receipts for reimbursement); accompanied by sales - manufacturers send sales people to help dealer clients to its lower sales; sales tools - factory for the dealer to provide samples, POP, etc. (2) specialized products. Manufacturers for the dealer to provide specialized products can enhance the sales network cohesion, but also can reduce the price when consumers purchase more. Manufacturers to large retailers such as specialized production of a product, and distributor of a brand name operation buyout. (3) information sharing. Manufacturers and distributors to share market research, competitive situation, such as information on consumer trends. (4) training. The manufacturer for dealers to provide sales, product management and marketing training programs to improve the dealers sales and management. And so on. Type in close partnership, the manufacturers and distributors work together to improve the sales network of operational efficiency, reduce costs, control the market. From the manufacturers point of view, need to focus on long-term relationship (such as help distributors to develop marketing plans), channel members shared responsibility (such as the establishment of zero inventory management system), an active channel to properly resolve disputes, and factory sales staff to act as a consultant Dealers (and not just for orders), for dealers to provide high quality services. Manufacturers to distributors to provide human, material and financial resources, management and methods, and support to ensure the progress of distributors and manufacturers together, grow together. In practice, there are several ways to combine the relationship between manufacturers and distributors: 1. Contract type system. Between the manufacturers and distributors, resellers and dealers to a certain contract for the constraints on the basis of certain interests, to channel the various separate entities together to form a contract-based marketing system. Franchising is a typical contractual system, through the concession, the distribution of all aspects of production to link directly to end to form a complete operating system. 2. Managed system. Some manufacturers rely on their market reputation, product innovation and other forces, to become the leading member of the overall distribution channels, sales channels in which the different members of the joint into a system. 3. Ownership type system. Manufacturers to sell shares to control the channels, such as Gree Air Southwest Sales Company is the distributor by the Gree Group and the composition of the common shares. Proprietary operating system, the highest level of integration, most manufacturers and distributors to consolidate the links. In this system, the channel members of the independence of the loss of some or all of the entire channels activities will be fully subject to the manufacturers goals, the business channel capacity greatly increased. Fourth, the market focus: from the big city gravitropic county market sinking The past, many companies are focusing on the development of cities target market, in large cities, at least set up sales offices in the capital city. While many companies compete for large cities to the market as cut-throat competition, some enterprises are already the market focus shifted to the regional, county market, focusing on the land, county-level market development, in places, the establishment of county-level market sales organization such as Shineway Group set up office in a province as much as a, 20. Enterprises to large cities for the sales center, by one or a few distributors to radiation throughout the provincial market and sales by the dealer network breadth and depth limitations, prone to market gap, creating a market opportunity to waste. Sales focus will sink, in the areas of the sales center, you may do regional markets; to county offices for the center may make county - rural - village market. Market focus is a detailed market sinking process, this refinement is reflected in the choice of dealers, sales organizations sink, the customer must sink. Enterprise is a provincial capital in the past as the center to select dealers, some dealers are doing in the provincial capital markets, and even make the local market in the provincial capital, while the sink is required in each county choose to set up dealers. Business-to-dealers policy has thus changed from a focus on supporting large customers to the major support two, three batches of dealers. U.S. small appliance dealer groups in the capital city more than before, and now want to, county-level distributors of the total dealer 2 / 3, to really put the focus of market development, the county market, a market dealer is only responsible for providing funds to the U.S. to allow two, three distributors to do the market. A regional dealer sales may only be a distributor of 1 / 10, but