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论文编号：	4996
作者编号：	2220110848
上传时间：	2013/2/26 15:10:53
中文题目：	坚朗五金营销渠道建设研究
英文题目：	The Study of Kin Long Hardware Marketing Channel Construction
指导老师：	韩德昌
中文关键字：	坚朗公司，渠道营销，多元化营销渠道，渠道建设，渠道风险
英文关键字：	Kin long Company; distribution channel; diversified distribution channel; distribution channel construction; distribution channel risk
中文摘要：	中国建筑五金企业与国际知名的建筑五金企业间存在质与量的差别，中国最大的建筑五金企业生产规模10亿多，而国际最大五金企业规模高达300亿。存在差别的原因有多方面，除资本运作，兼并收购，技术研发，多元化经营与一元化经营之间的差别外，还有一个重要的原因来自于营销渠道的不同。如果想扩大规模，要解决的不仅仅是产品线的延伸，更重要的是销售渠道的设计和建设。 坚朗公司地处国家发展战略的重点——广东东莞境内，地理位置优越，经济环境宽松，人力资源丰富，为坚朗公司的发展带来巨大的机遇。经过十几年的发展，坚朗公司已经逐步成为国内建筑五金企业的中坚力量，完成了小型民营企业到中型企业的成功转型。纵观坚朗公司成长之路不难发现，产品专业化经营奠定了坚朗发展的基础，而多元化的产品经营则打开了坚朗成长之门；技术研发、资本运作是坚朗五金逐步壮大的保证；更为重要的营销渠道的设计与建设则为坚朗五金发展的必然载体和顺畅的市场道路。本文将运用渠道营销的概念，深入分析坚朗公司所制定的渠道策略，研究其渠道竞争优势来源。通过企业多渠道营销和驱动因素分析，甄别坚朗公司现有的战略资源种类、核心渠道和未来开发的战略资源，寻求提升坚朗公司核心能力的途径及渠道变革的对策。笔者根据十几年来的实践经验和教训提出了以渠道营销为主要策略来实现坚朗公司扩张的竞争战略，尽管像坚朗公司这样以渠道营销为主线的策略有所欠缺，但只要制定适合企业资源条件的竞争战略，不断的进行渠道调适、整合，运用适当的实施策略和管理机制，实现公司更进一步的发展壮大是可行的。
英文摘要：	There exist qualitative and quantitative differences between Chinese construction hardware enterprises and internationally known construction hardware enterprises, with the total size of the largest one respectively in China and abroad as high as 1 billion RMB and over 30 billion RMB. And the reasons for the differences are manifold. Besides the differences in capital operation, mergers and acquisitions, technical research, products of diversified operations and unified operations, another important reason lies in the different distribution channels. So, to expand the businesses and sales volume, what should be resolved is not only the diversification of the product series (the extension of the product line), but more importantly the programming and construction of the distribution channels. As far as Kinlong company is concerned, situated in Dongguan, it is blessed with advantageous geographic positions, free and easy economic environment and abundant human resources, which bring great development opportunities to Kinlong. Kinlong company is now gradually becoming the mainstay of the domestic construction hardware enterprises and has completed the transformation from a small-sized private enterprise into a medium-sized enterprise successfully. Kinlong’s development shows us clearly the unified operation and management of the products have indeed laid a firm/solid foundation for its development, but diversified operations have undoubtedly opened the door of Kinlong’s rapid development; Technical research and capital operation have guaranteed the gradual growth of Kin long hardware; Programming and construction of distribution channels, more importantly, is the necessary carrier of Kinlong hardware development. This aims to deeply analyze the channel strategy formulated by Kinlong and study the sources of the competitive advantages by using the distribution channel concept, put forward the countermeasures by analyzing multi-channel distributions and the driving factors behind, and explore the way of promoting the core competences of Kinlong by screening the sorts of Kinlong’s strategic resources, core channels and strategic resources for future development. The author, on basis of more than ten years’ experience and lessons learned, puts forward the competitive strategy of taking distribution channel as the main tactics to expand Kinlong’s business, and then concludes that, despite the difficulty in adopting distribution channel as the main tactics, it is still workable for Kinlong to further expand and develop by formulating the competitive strategies conforming to its resource conditions, constantly improving and integrating all the channels and implementing appropriate tactics and management mechanisms.
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