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论文编号：	6883
作者编号：	2120122964
上传时间：	2014/12/8 10:19:45
中文题目：	洋河蓝色经典营销渠道改进策略研究
英文题目：	Research on improvement strategy about Yanghe spirit classic marketing channel
指导老师：	杜建刚
中文关键字：	洋河股份 渠道模式 渠道设计 O2O 渠道策略
英文关键字：	Yanghe, channel mode, channels design, O2O channel strategy
中文摘要：	摘 要 白酒行业是中国的传统行业之一，浓缩了中华文明五千年的文化，是代表中国文化一张重要的名片。我国各地有众多的白酒企业，经过多年的发展，通过建国后的历次评酒活动，逐渐形成了八大历史名酒品牌。洋河大曲是八大历史名酒之一。进入新世纪，白酒行业经历了2002到2012十年的黄金发展期，取得了惊人的发展成绩。2013年以来中国白酒行业在内外部因素共同影响下进入行业的调整时期，白酒企业业绩大幅度下滑。这些因素包括政府限制三公消费、白酒产业产能过剩等等。为了摆脱困境，主要白酒企业之间展开了激烈的市场竞争，为了在竞争中取得优势，纷纷调整市场策略，销售渠道策略调整是重要的调整部分。 洋河股份经过近十年的高速发展，从一个三线品牌发展到年销售额达到150亿元、年利润50亿元的一线品牌，已经成长为企业实力仅次于茅台、五粮液的第三大白酒企业。洋河股份以深耕团购市场为主要的渠道策略，在面对反腐、限制三公消费的市场环境下，遇到市场推广难以开展的问题。同时在竞争中遇到省内外品牌的激烈竞争。受到各种因素的共同影响，洋河股份2013年销售同比首次下滑。为了重新走上快速发展的道路，需要对渠道策略进行调整，以适应新的环境变化，这是本文的主要研究目的。 本文通过查阅大量的文献资料，收集整理了2003年以来白酒行业产量、销售额及产业政策调整文献，对比分析了茅台、五粮液、今世缘等主要白酒上市公司的近年来年报，并分析了这些企业的市场策略调整方向，同时重点介绍了电子商务对传统渠道模式的影响。在此基础上结合洋河股份自2003-2008年以来的销售数据、2009年以来的洋河股份发布的年报，提出了洋河股份渠道模式面对的主要问题。 在新的市场环境下，洋河股份在传统渠道和电商渠道遇到发展困境。传统渠道的困境主要体体现在品牌内涵上，长期以企事业单位为主要的营销目标，洋河蓝色经典品牌受到影响，成为腐败酒的代名词，在搞品鉴活动时，企事业单位领导不愿参加。在同经销商的合作过程中渠道激励和渠道冲突问题没有得到有效解决，销售的下降激发了同经销商之间的矛盾，相互推卸责任。传统渠道销售很难取得较大幅度的销售提升。电商渠道包括B2C、B2B、O2O三种形式。B2C电商渠道与传统渠道存在价格冲突，洋河股份在B2C电商渠道没有产生较大销售量，但拉低了整体的价格水平。B2C电商平台企业与洋河股份存在经营理念冲突，电商平台追求流量和销售额为上市做准备，促销活动不考虑对品牌的影响，洋河股份要维持蓝色经典品牌的长期生命力，不能与价格战。同时，B2C电商渠道不能为洋河股份培养新的品牌产品。B2B的电商模式冲击了洋河蓝色经典原有的渠道模式，对洋河股份影响更为巨大。洋河股份在O2O电商进行了尝试，目前这一模式存在开放性不够的问题，消费者不会为了购买一种产品而下载一款手机软件。这一模式没有重视经销商在营销中的作用，只靠单纯的网上销售拉动，很难培养新的品牌。 针对这些问题，本文对洋河股份的渠道模式进行了重新设计，渠道改进要适应目前及未来发展的时代要求。洋河股份渠道总体设计方案分成以下方面：传统经销商渠道、大客户团购定制渠道、O2O渠道、B2C渠道和重点商超渠道。传统经销商渠道是销售的基础，在返利的设计、销售区域等方面提出了解决激励传统渠道的办法，通过利用对经销商评估、规范业务人员职业行为、理顺厂商关系策略找到解决渠道冲突的有效途径；大客户团购定制渠道是适应消费者个性化需求的重要营销方式，要大力推进；B2C渠道是重要的电商渠道，虽然销售较少，但是对整个渠道系统有非常重要的影响力，B2C渠道需要重新进行规划；O2O渠道是适应移动电子商务发展的主要销售渠道，应该积极推进。 本文重点对O2O渠道改进策略进行了研究，提出了新的渠道结构模式。消费者通过企业网站、电商平台等方式订货，第三方物流直接送货，由洋河厂家和地方经销商组成地方营销中心负责落地品牌推广工作，其利润来源于洋河股份支付的返利；消费者可以同企业进行互动，生产个性化产品；这种模式保证了洋河股份和地方营销中心的利益；满足了消费者在移动互联时代产生了新的需求；同时有利于有利于维护市场秩序，解决困扰洋河发展的渠道冲突问题。改进型渠道模式设计充分整合了洋河股份和经销商的资源，重视了经销商在营销体系中的作用。在O2O渠道策略的实施过程中，要开发渠道专有产品，同其他渠道进行划分；设立专门的事业部负责O2O渠道的运营，避免同传统渠道在经销商资源上的冲突；还要同第三方物流加强合作，保证货物的快速送达。有利于降低物流成本，提高消费者满意度。
英文摘要：	Abstract Liquor-making industry is one of China's traditional industries, enriched the culture of five thousand years of Chinese civilization, is an important business card on behalf of the Chinese culture. Our country has many liquor companies, after years of development, through after the founding of the previous evaluation of wine activities, gradually formed the eight famous brands. Yanghe was one of the eight famous brand. Entering the new century, liquor-making industry experienced a golden development from 2002 to 2012, a surprising development achievement. But, under the influence of both internal and external factors, such as the limitation of excessive government spending, the rapid development of electronic commerce and the overcapacity, the Chinese liquor industry has gone into the period of adjustment and liquor enterprises suffered sharp decline in sales. In order to step out of the difficult situation and gain advantage in market competition, all liquor enterprises have to optimize their marketing strategy, among which selling strategy is the most important part. After about 10 years’rapid development, Yanghe has developed itself into the third biggest liquor enterprise ranking only after Moutai and Wuliangye. Facing with a new market environment of anti-corruption and limitation of excessive government spending, the original channel marketing strategy featuring group purchase encountered difficulty in promoting sales. It recorded its first year-on-year sale decline. The channel strategy needs to be adjusted to keep on rapid development, which is the research purpose of the essay. By consulting lots of documentation and organizing information on output, sales volume and industry policy development of liquor industry since 2003, annual reports of recent years of Maotai, Wuliangye and Jinshiyuan were compared and analyzed to recognize market strategy adjustment direction of those enterprises and meanwhile stressed the influence of E-commerce on traditional channel mode. Based on the above research, by study Yanghe sales data from 2003 to 2008 and annual report since 2009, main problems for channel mode are raised at last. In the new market environment, Yanghe, in the traditional channels and e-commerce channels in a dilemma. The plight of traditional channel main body, embodied in the brand connotation, enterprises and institutions as the main marketing objectives for a long time, Yanghe blue classic brand, become the pronoun of corruption wine, doing tasting activity, enterprise or business unit leaders are reluctant to participate. In the process of cooperation with distributors channel and channel conflict problems haven't been solved effectively, decline in sales has inspired the contradiction between with dealers, mutual shirk responsibility. Traditional marketing channels sales are difficult to obtain a significant sales promotion. Electric business channels including B2C, B2B, O2O three forms. B2C electrical business channel price conflict with traditional channels, Yanghe in B2C electrical business sales channels do not produce a larger, but lower the overall price level. B2C electronic business platform for enterprise management concept conflict with Yanghe shares, electric business platform for traffic and sales in preparation for the listing, don't consider the impact on the brand promotion activities, Yanghe shares to maintain the long-term viability of blue classic brand, with price war. At the same time, the channels of B2C electrical contractor for Yanghe shares to cultivate new brand products. B2B mode of electricity hit Yanghe blue classic original channel mode, more tremendous influence on Yanghe shares. Yanghe shares in O2O electricity tried, now this model is the lack of openness, consumers not to buy a product and download a mobile phone software. This model did not pay much attention to the function of dealers in the marketing, just by a simple online sales drive, it is hard to develop new brand. To solve these problems, this paper deals with the channel mode of Yanghe, channel improvement to current and future development to meet the demand of The Times. Channels of Yanghe shares overall design is divided into the following aspects: traditional dealer channels, big customer group purchase custom channels, O2O, B2C channels and key business channels. Traditional dealer channels is the basis of sales, in such aspects as design, sales area of the rebate put forward the solution to the incentive traditional channels, by using evaluation of dealers, standardize business personnel professional conduct, straighten out the manufacturer relations strategies to find an effective way to solve the channel conflict; Big customer group purchase custom channels is an important marketing methods to meet the needs of customers personalized, to vigorously promote; B2C channels is an important electrical contractor, although less sales, but have very important influence on the whole channel system, B2C channels need to be planned; O2O channel is adapt to mobile electronic commerce development the main sales channel, should actively push forward. This paper mainly studied the O2O channel improvement strategy, puts forward the new mode of channel structure. Consumers through the enterprise web site, the electric business platform methods such as ordering, third-party logistics direct delivery, composed of Yanghe manufacturers and local dealers place marketing center is responsible for the brand promotion, landing its profits derived from the rebate of Yanghe share-based payment, Consumers can interact with the enterprise, the production of personalized products; This model to ensure the interests of Yanghe shares and local marketing center; To satisfy the consumers in the era of mobile Internet creates new demand; At the same time is conducive to maintaining the market order, solve the problem of the development of the Yanghe channel conflict. Improved channel pattern design fully integrated the Yanghe shares and dealer resources, pay more attention to the effect of the dealers in the marketing system. In O2O channel strategy implementation process, to develop proprietary products, channels and other channels division; Set up a special department responsible for O2O channel operation, avoid conflict with the traditional channel on the distributor resources; Also with the third party logistics cooperation, to ensure the fast delivery of the goods. Is beneficial to reduce logistics costs, improve customer satisfaction.
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