创业初期的单一系列产品向多系列延伸过程中,渠道重组成为不可回避的课题。广义的渠道重组,包含两方面内容:对原有渠道资源的充分利用、新型渠道的拓展和建立。一项针对378家企业新品上市的跟踪调研结果表明,67%的产品多系列延伸运作不力,源于渠道结构重组的失败。原有渠道活力不足生产日化用品的 T 公司,依赖一两个产品做大,有了一批和企业一起发展起来的经销商,他们对企 In the early days of a single series of products to extend the process of multiple series, channel restructuring has become an unavoidable issue. Generalized channel reorganization, contains two aspects: the full use of the original channel resources, new channels to expand and establish. A follow-up survey of 378 new listings shows that 67% of products are ineffective in multi-series extension and stem from the failure of channel structure reorganization. The original channel less than the vitality of the production of T-products company, relying on one or two products bigger, with a number of enterprises and the development of the dealers, their business