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市场竞争日趋激烈,要求企业经营更加深入化和细致化,提高市场资源的利用效率。销售渠道作为企业最重要的资源之一,由于制造商和分销商追求各自利益的最大化,导致了渠道的“自我意识”和不稳定性,从而对企业的经营效率、竞争力形成了巨大的威胁。渠道不象产品、价格、促销等营销要素那样富于弹性、易于变化,可选择面广。并且它的建设期长,因此对渠道控制权的争斗变成了竞争各方斗争的焦点。 根据波特的五种竞争力量模型,特定产业的竞争性质,由如下五种力量决定:1、企业间的竞争,2、潜在新竞争者进入,3、潜在替代产品的开发,4、供应商议价能力,5、购买者议价能力。从中我们不难发现前三种力量是产品竞争博弈,后两种是渠道竞争博弈。开发商的议价能力的大小和购买者的议价能力的大小都取决于他们对渠道的控制能力。
Increasingly fierce market competition, requiring more depth and meticulous business management, improve the utilization efficiency of market resources. As one of the most important resources in an enterprise, sales channels are the “self-awareness” and instability of channels because manufacturers and distributors pursue the maximization of their respective interests, thus forming a huge business operation efficiency and competitiveness Threats. Channel is not as flexible as a marketing element such as product, price, promotion, etc., is easy to change and has a wide range of options. And its long construction period, so the channel of control of the battle has become the focus of competition in all parties. According to Porter’s five competitive forces model, the competitive nature of a particular industry is determined by five forces: 1. Competition among firms; 2. Entry of potential new competitors; 3. Development of potential substitutes; Price ability, 5, buyers bargaining power. From which we can easily find the first three kinds of forces are product competition game, the latter two are channel competition game. The size of the developers bargaining power and bargaining power of buyers depends on their ability to control the channel.