上世纪80年代改革开放以来,电梯欧亿·体育（中国）有限公司得到了快速发展,从最初的四五家电梯制

造厂家到现如今500多家电梯制造厂家,电梯市场也从卖方市场转变成了买方市场。年

轻的EDU公司面对竞争日益激烈的市场环境,一方面加大产品的研发和改进,在电梯

欧亿·体育（中国）有限公司同质化非常严重的今天能有比较好的卖点,吸引客户的眼球,同时通过技术的改进

降低生产成本,获得价格优势;另一方面加大营销渠道的拓展力度,抢占市场份额。

本文首先回顾了营销渠道的相关理论和研究,其次介绍了 EDU电梯公司经营现状,

并通过SWOT分析方法研究EDU公司在中国市场中的优势、劣势、威胁和机会,阐述

了其营销渠道的现状和存在的问题。如:渠道管理模式过于扁平化从而影响了市场覆盖

率;缺乏对代理商专业的考核和激励措施,导致代理商水平参差不齐,影响了市场占有

率和品牌形象;营销渠道管理效率低下,各个环节不能有机结合,各自为阵,针对客户

和代理商的需求反应速度慢,不利于客户和代理商关系维护;渠道外部和内部均无有效

的考核和激励措施,不能有效的提高销售人员的积极性和代理商的忠诚度;终端客户掌

控力薄弱,不能及时发现客户的真正需求,不利于培养终端客户的忠诚度等问题。

本文针以上所分析的问题,通过营销渠道相关管理理论,结合EDU公司现有营销

渠道的特点,提出了相应的优化对策。如:设立分公司,扁平化管理和深度营销相结合,

扩大市场覆盖率;建立标准的代理商评估体系、考核体系,完善目前公司的代理商管理

体系;通过完善内部流程、运用信息化的手段以及合理集权和分权的方式提高渠道运营

效率;制定科学合理的销售目标,采用多种激励相结合的方式激励代理商,培养其忠诚

度;加强终端客户关系建设和完善销售人员的日常管理工作,从而增强其终端掌控能力。

最后指出EDU公司从营销渠道制度、人员和信息三个方面入手建立保障措施,以

确保其营销渠道的健康有序的发展。最后给本研究的结论和建议。

关键词:电梯市场;营销渠道管理;营销渠道策略;渠道冲突;渠道激励

第II页
华东理工大学硕士学位论文

The marketing channel optimization strategy with EDU elevator company

Abstract

The elevator industry has got the rapid development since the reform and opening up in

the 1980s of the last century. At the very beginning, there were only four or five elevator

manufactures, but today, this number has increased to more than 500. The elevator market has

also turned into a buyer' s market from the initial seller,s market. Facing the increasingly

competitive market environment, the young EDU Elevator Company, on the one hand,

increase the product development and improvement to challenge the serious homogeneity in

the elevator industry, and reduce the production cost to gain the price advantage, so that

they can have better selling points to attract customers; on the other hand, they take efforts to

expand the marketing channels and to seize the market shares.

This thesis retrospects the relevant theory and research approach in marketing channels,

and introduces the operating status of the EDU elevator company, including their current

marketing situation and their existing problems. For instance, the channel management model

is too flat to affect the market coverage, the assessment and incentives to agents are not

sufficient enough, leading to the uneven agents level,the inefficient market channel

management, and the poor brand reputation. The reaction to client concerns and agent needs

are too slow to maintain a satisfying relationship. The appraisal and incentive measures for

both internal and external channels are not so motivating to keep the morale and loyalty of

sales representatives and agents. The terminal control is not so strong to immediately find the

real needs of customers as well as to keep their loyalty.

This thesis puts forward the proposals and solutions to the above mentioned issues

through the relevant management theory, by combining the characteristics of the EDU

existing marketing channels. For example, establishing branches; combining horizontal

management with the vertical one; combining to flat management and deep marketing,

expanding the market coverage; establishing the standard agent evaluation and appraisal

system to improve the current agency management; raising the market channel efficiency by

improving the internal process and applying to the information technology as well as

centralizing and decentralizing the authority; setting up the scientific sales target by

integrating many kinds of rewarding to raise the loyalty of agencies; strengthening the

terminal control abilities to improve the long-lasting relationship with clients and to enhance

the daily management with sales staff.

In the end, the thesis summarizes the the results and proposals of this research in order to

ensure the healthy and orderly improvement of the company marketing channels by

establishing the measurement rules through three aspects of the marketing channel system, of

the personnel, and of the information.

Keywords: elevator market; marketing channel management; marketing channel strategy;

channel conflict; channel incentives