业务拓展中英文

1、第一章、业务拓展一年磨砺，TCL进驻墨西哥主流渠道2004年8月，TCL开始布局中南美市场，在EM区域内相对成熟的、渠道 集中度高的墨西哥开辟自己的一番天地。从墨西哥回来的李红兵执行副总经理， 对TOMOC畅述了在墨西哥分公司相继取得的一系列丰硕的成果，并且他们在开 发渠道过程中所遇到的挑战，以及如何化压力为动力的制胜筹码，最后，李副总 经理还对墨西哥分工司的近远期目标进行了分析和规划。渠道开发获得的硕果1、2005年5月，TCL与墨西哥境内第二大连锁经销商沃尔玛签订了供销合同， 并且在其100多家店内上柜销售。如果能利用沃尔玛在墨西哥境内拥有的256 个连锁店进行全线销售，将极大促进分公司销

2、售量；2、TCL与墨西哥最大的本土连锁客户ELECTRA签订了 2005年下半年35万 台的0EM业务合作协议，TCL品牌业务的业务合作计划也在进一步的商谈 中；3、TCL与当地第三大连锁客户COPPEL进行合作接洽，并且已经获得该客户下 达的3000台的订单。谈判过程中的阻力1、TCL品牌知名度不够高，当地渠道经销商对其知之甚少；2、TCL人才储备不足，技术资料翻译不到位。打动经销商的筹码1、TCL以分公司实力为依托，深入腹地，力争为渠道商提供更优质的服务；2、TCL产品有过硬的品质保证，经受住了经销商的严格测试和检验；3、TCL采取了以小型客户开发带动、牵制大型客户的多层次、多方位的渠道策

3、 略；4、TCL通过开发最有影响力的主流连锁渠道一一沃尔玛来带动其它开发渠道； 5、TCL充分利用日韩欧品牌整体下滑渠道经销商普遍对其信心不足的大趋势。近期目标和远景规划令近期攻坚1、继续开发渠道客户，争取进驻墨西哥的强六大强渠道客户，增加渠道覆盖率， 拉近与消费者的距离；2、通过型号买断等方式做好资源调配来平衡经销商们之间的利益关系，避免因 资源重复、价格差距带来的市场震动；3、逐步完善和优化供应链体系。令远期规划像韩国大宇那样，用35年的时间从一个新品牌做到墨西哥市场占有率第 一，成为韩国大宇的接班人。Chapter IBusiness exploitationChapter IBusin

4、ess exploitationTCL enter into the mainstream channels of Mexico after oneyears struggleAugust 2004, TCL began the layout of Latin America market to open his own world. Mexican market with high concentration of channels is relatively mature in EM,s regions, Li Hongbing, the Executive vice manager ba

5、ck from Mexico talked to TOMOC. He collogued a series of successes made one after the other by Mexico branch, and also their challenges during the course of channels development .He added the winning chips of how they turned the pressure into motivation, finally, Lee vice manager made some analysis

6、and planning of the Mexico branch both in the short-run and the long-term. The great achievements of channel developmentIn May 2005, TCL and Mexico, second largest chain of dealers signed a supply and marketing contracts, and the product have been listed for sale in its more than 100 shops. If the c

7、ompany can fully exploit Walmart, which in Mexico owns 256 chain stores, then it will greatly promote the company,s sales;TCL and the Mexican largest local chain client ELECTRA signed the OEM business cooperation agreements, the ordered quantity from 30,000 to 50,000. TCL brand business operational

8、cooperation is also planned further talks;The cooperation of TCL and the third largest chain of local client COPPEL are approaching, and the client also has made the 3,000 orders from us. The resistance during the negotiationsTCL,s brand recognition is not high enough, and it is ill-informed by the

9、local channel distributor;TCL,s talent reserves are inadequate, and the translation of technical information is also unavailable. The chip to touch the dealersTCL relied on the strength of a branch and penetrated into the hinterland, striving to provide better services for the channel dealers;TCL,s

10、products are excellent quality assurance, so they can outlive through the dealers, rigorous testing and inspection;TCL took the multi-level, multi-dimension strategy to promote the channel though developing the small customers, and keeping touch with large clients;TCL used the strategy that through

11、the development of the most influential mainstream channels - Walmart chain to drive the development of other channels;TCL,s brand took full advantage of the trend that channel distributor are general lack of confidence for the overall channels decline of Europe, Japan, South Korea. The immediate go

12、als and long-term planning弋 Near objectsContinue to develop the channel client; strive for the entry o f Mexican,s six strong channel clients; increase the channel coverage and keep the zero distance with the consumers;Through the way of buying out the model for a better resource allocation to balance the interests among all dealers and to avoid the market shock brought by the resources duplication and the price gap;Gradually improve and optim