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从线性思维的角度看,当通路延伸到乡镇,创新已经没有空间。那么,何不作发散性思维?20世纪初,手表是在珠宝店销售的商品,美国天美时(Timex)公司将手表引入百货商店销售,定位面向普通消费者。由于天美时公司在手表销售终端方面创新,很快就成为美国手表行业的领袖品牌。长期以来,提到通路创新,我们总是不约而同地想到通路长度的变化(如通路扁平化、市场重心下沉)和新型经销商的开发,而对通路宽度的变化关注不够。天美时公司正是通过开辟新的销售终端拓宽了通路,并最终取得竞争优势的。由于制造商的重心不断下沉,以及超级终端对通路的逆向整合,通路长度越来越短,以通路长度的变化为特征的通路创新将越来越难。在终端直供、通路精耕思想指
From a linear thinking point of view, there is no room for innovation when the pathway extends to villages and towns. So, why not divergent thinking? In the early 20th century, watches are sold in jewelry stores, the United States Time (Timex) will watch the introduction of department stores sales, positioning for the average consumer. As the day beauty when the company in the watch sales terminal innovation, soon became the leader in the US watch industry brand. For a long time, when it comes to pathway innovation, we always think about the changes in path length (such as the flattening of the path and the market downturn) and the development of new distributors, but we are not paying enough attention to the change of path width. When the United States and the United States is the company opened up new sales terminals to broaden the access, and ultimately gain a competitive advantage. As manufacturers' center of gravity continues to sink, as well as hyper-terminal reverse integration of pathways, path lengths become shorter and shorter, and path innovation characterized by changes in path length will become more and more difficult. Direct supply in the terminal, access means thorough thinking