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| 论文编号： | 2742 | |
| 作者编号： | 2120082437 | |
| 上传时间： | 2010/11/27 9:27:53 | |
| 中文题目： | 海尔集团家电产品分销渠道研究 | |
| 英文题目： | Researches on the Distribution Channel of Haier’s Household Appliances | |
| 指导老师： | 张永强 | |
| 中文关键字： | 海尔集团 家电 分销渠道 | |
| 英文关键字： | Haier Household Appliances Distribution Channel | |
| 中文摘要： | 我国消费电子市场的竞争日趋激烈，产能过剩导致的激烈价格战使利润空间降到了前所未有的最低水平，同时，家用电器零售商之间的整合浪潮使得该市场的竞争态势趋于白热化。 因此制造企业需要改造品牌组合，重新定位市场投入重心，争取获得对消费者需求更加深入的发掘，深化细分市场的管理与定价策略，重新设计销售、服务与渠道战略。那些能够充分整合家电连锁巨头的资源，同时又不过于依赖它们的制造企业，将在新一轮的竞争中利用差异化的竞争优势脱颖而出。 本文正是在以上背景下，应用分销渠道理论，并对海尔集团家电分销渠道进行调查、分析与研究，论述海尔集团如何在现有分销渠道基础上进行改进以满足集团向服务业转型的需要，如何通过分销渠道的建设给企业带来持久竞争优势。本文的研究结论对转型期海尔的分销渠道建设有实际的指导意义，同时海尔家电分销渠道管理模式的转型，也会给中国的其他家电制造企业提供借鉴。 本篇论文共分为六个部分: 第一部分阐述了论文研究的背景及意义、研究的问题及方法、论文的基本内容及框架。本章是全文的大纲，首先阐述了本文选题的背景及意义，研究的背景主要有四个，即产品同质化、价格战不断、零售连锁巨头的崛起进一步压缩了制造企业的利润空间，在此同时海尔提出将工作重心转移至服务业，本文的研究结论对转型期海尔的分销渠道建设有实际的指导意义，同时海尔管理模式的转型，也会给中国的其他家电制造企业提供借鉴。其次介绍了本文研究的重点问题及方法，主要思路是：从中观行业分析和微观企业分析着手，发现问题并提出改进建议，之后简要介绍了本研究过程中涉及的七种研究方法。最后概括了本文研究的主要内容及逻辑框架。 第二部分主要是回顾分销渠道相关理论, 本章简要介绍了分销渠道的相关理论，首先阐述了分销渠道的概念及其作用，之后重点介绍了分销渠道的设计及其评估，主要从制定分销渠道战略、设计分销渠道结构、选择渠道成员、激励与控制渠道成员、评估渠道绩效等五个方面概括了分销渠道的设计流程。 第三部分详细分析了我国家电行业分销渠道的现状，并在此基础上进一步预测未来家电分销渠道的发展方向, 本章主要分析了我国家电行业分销渠道的现状及其发展趋势，首先从行业内竞争和分销渠道服务商两个维度分析了家电行业的竞争格局，其次阐述了家电分销渠道的发展历程和现状，之后在概括现存分销渠道模式的基础上对不同模式进行了对比分析，最后从产销关系和渠道模式两个方面预测了家电分销渠道的发展趋势。 第四部分与第五部分是本文的核心，第四章主要是介绍海尔分销渠道现状及其存在的问题,本章主要概括了海尔集团分销渠道从1986年建厂以来的发展历程，并创新性地从外部成员结构和内部管理结构两个方面介绍了海尔分销渠道的现状，最后从五个方面阐述了海尔集团分销渠道存在的问题，即：信息流各自为政，渠道冲突严重，连锁渠道仅停留在简单的产与销的结盟，三级市场专卖店对四级市场控制力薄弱，产品生命周期缩短导致公司库存风险日益加大。 第五部分主要是针对以上问题提出解决对策。2010年海尔给自己的定位是成为美好住居生活解决方案服务商，力求通过定位引导企业将工作重心转移至服务领域，在日趋白热化的竞争中体现差异化的竞争优势，分销渠道必须针对以上问题做出相应的调整，调整的基本思想是：以创造客户价值为核心，以倒三角组织结构为基础，以零库存下的即需即供模式切入，创新虚实网融合的信息化平台，建立“人单合一”的双赢文化,具体的实施措施从以下五个方面着手： 构建集团层面ERP系统——海尔全球增值系统（GVS, Global Value Systems），将定单流、物流、资金流集成在一个平台上，实现以业务单元为经营主体的全流程打通，实现业务运作、财务核算、财务管控在同一个平台上的集成。 从杜绝窜货与严格控价两个方面完善渠道控制体制，制定相关制度规范并严格执行是基础，改变急功近利的考核体制是关键。 构建协同商务模式，以深化海尔同连锁渠道商的战略联盟。通过以下五个方面的工作构建该模式：搭建信息共享平台、调整组织结构、交叉持股、打造协同的企业文化、签订信息共享协议。 深化三、四级市场网络布局的基础上，出售该市场的分销渠道。通过一镇两点的建立、客户保利模式的实施、研发团队的下沉等三个方面深化网络布局，整合专卖店资源成立日日顺电器连锁公司，为其他制造商提供三、四级市场的分销渠道服务。 推进零库存下的即需即供的商业模式，实施“1-6-1”周订单模式。 第六部分即是本论文的结论，总结了论文研究过程中的不足：论文中的大部分分析是基于原有经验、已发布的资料与历史数据，使得论文的研究相对于变化的环境，存在滞后性；对相关理论的收集不够全面，对已引用的资料的理解不够深刻，可能会影响到结论的准确性；行业资料的采集及目标企业各个部门信息的采集不够全面，使得论文的结论存在片面性。 本论文的创新之处也是第五章提出的解决问题的核心思想，即：以创造客户价值为核心，以人单合一为保障，以倒三角组织结构转型为基础，以零库存下的即需即供模式切入，创新虚实网融合的信息化平台，构建产销协同的商务模式。 关键词：海尔集团 家电 分销渠道 | |
| 英文摘要： | Competing in mainland China’s consumer electronics market has never been easy: rampant price wars caused by over capacity have squeezed profit margins to some of the lowest levels in the world. And as if things were not bad enough for manufacturers, a wave of consolidation among large retail chains is turning up the heat. Unless these manufacturers rethink their strategy, they risk losing the battle for millions of mainland consumers. The result is a need to reorganize brand portfolios, rethink spending approaches, generate more fine-grained customer insights, overhaul pricing and segment management, and restructure sales, service, and channel strategies. The manufacturers that figure out a strategy for collaborating with these retail giants-without becoming too dependent on them-will have a better chance at succeeding in this dynamic marketplace. As a leading brand of white goods globally and the most valuable brand in China, Haier grows fast and also has many drawbacks in its domestic distribution channels. It is of big significance for Haier to solve these problems successfully and adjust its channels to adapt to new environment, and it can also provide other manufacturers with valuable experience. This paper is composed of six parts, the first part introduces the background, meaning, contents, and frame of the paper. This chapter is the outline of this paper. First of all, it provides the background and significance of this topic: rampant price wars caused by over capacity have squeezed profit margins to some of the lowest levels in the world, and as if things were not bad enough for manufacturers, a wave of consolidation among large retail chains is turning up the heat, in the meanwhile, Haier proposed a transition from manufacturing to service industries, The results of the study have practical guidance on Haier, while the success of this transformation can also provide guidance on the other appliance manufacturers. Secondly, It describes the key issues and methods used in the paper, It starts from five forces analysis and micro enterprises analysis, than introduces seven research methods used in the paper. Finally, It summarizes the main content and the logical framework of the paper. The second part provedes the theories of distribution channel. It shows us how to design, develop, maintain and manage effective relationships among worldwide marketing channels to achieve sustainable competitive advantage by using strategic and managerial frames of reference. The third part makes a detailed analysis of the domestic household appliances industry and predicts the future of domestic household appliances distribution channels. First, it provides two important forces determine competitive power in the business situation. These are buyer power and competitive rivalry. Second, it predicts the future of appliances distribution channels from two dimensions. The fourth part analyzes specifically in the distribution channels of Haier and points out its drawbacks from five directions. It provides different stages of the distribution channel of Haier since its establishment in 1986, and introduces the distribution channels of Haier from two angles: external structure and internal management structure. The fifth part presents the solutions to the problems mentioned above. It provides a model that can be built from five dimensions: Presenting an incentive mechanism on “Alignment between market Order and Personnel”; Exploring and building a customer-centered autonomous units system, the so-called autonomous unit refers to the line managers and staff members making decision from the intrinsic driving force to create value for customers rather than receiving instructions from their superiors; Continue to take advantage of the opportunities arising from the growth in China’s 3rd and 4th tier markets and further establish the distribution network throughout these markets. Building Haier Global Value System; Improving channel control system from two angles. The sixth part makes the conclusion of the paper. Since most of the analysis in the paper is based on experience and historical data, it may make the result of the study lag behind the changing environment. As the understanding of the issue is not comprehensive and profound, it may affect the accuracy of the conclusions. Considering that the collection of information is not comprehensive enough, it is possible to lead to one-sided conclusions. The main innovation of this article is that exploring and building a customer-centered organizational structure, presenting an incentive mechanism on “Alignment between market Order and Personnel”. Key words: Haier Household Appliances Distribution Channel | |
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