在开拓国际分销渠道时,跨国公司知道自己需要与当地经销商合作。但是,他们之间的合作最终往往以分手而告终。在市场进入之初,由于经销商对当地的市场特征十分清楚,大多数消费者也倾向与这些当地经销商打交道,跨国公司与当地经销商之间的合作感觉会非常良好,市场表现也很优异。然而,好景不长,经销商现有的顾客在熟悉其产品之后,销量的增长就会陷入停滞,跨国公司会产生诸如“经销商不知道如何拓展市场”、“经销商并没有为业务增长率进行投资”、“经销商的志向不够远大”之类的抱怨。于是,跨国公司不得不进行巨大的调整,或者是收购当地的经销商,或者收回经销权并开设自己的分支机构。这些调整不仅耗资巨大,而且暗藏着风险。 下面的原则可能有助于跨国公司预见和纠正潜在的问题。 When developing international distribution channels, multinationals know they need to work with local distributors. However, the cooperation between them eventually ends up by breaking up. At the beginning of market entry, most dealers also tended to work with these local distributors, as dealers were very aware of the local market characteristics and the cooperation between TNCs and local distributors felt very good and the market performed very well . However, the good news is not long, dealers, existing customers are familiar with their products, sales growth will fall into stagnation, multinational companies will have such as “dealers do not know how to expand the market,” dealers did not increase business growth rate Investment “,” dealers ambition not ambitious "and the like. As a result, multinationals have had to make major changes, either by acquiring local distributors or by withdrawing distribution rights and opening their own branches. These adjustments are not only costly but also hidden risks. The following principles may help multinationals to anticipate and correct potential problems.