渠道管理：与目标客户直接沟通

1、渠道管理：与目标客户直接沟通为了更加有效，产品或服务的提供者不仅需要能够提供有价值的东西给 客户，而且还需要能够提供给市场。虽然直接营销可以有效地完成这项 工作，但在许多情况下，越来越多的机构通过多种渠道或者网络将自己 的产品或服务推向市场。为了有效地为客户增加产品或服务的价值，以 及为所有伙伴优化渠道的价值，他们需要通过制定和执行政策和程序进 行有效管理，在渠道中获得和维持各种合作机构并协调它们的活动。需 求链的需求、功能、渠道的成本、渠道控制，和有竞争力的行动是影响 渠道的短期行动及其长期演变的主要因素。概述不管一个机构如何有效或有效率地生产一种产品，如果产品不能投入到 消费者手中，该机构

2、将不会取得成功。虽然家庭工业可能会产生货物和 直接销售给客户，对多数大型企业而言这是不现实的。例如，一个病人 是不允许直接从医药公司购买药品的，必须经过药店获得处方单。同样, 虽然人们可以偶尔去裁缝店改衣服或不时去做衣服，但大多数人会去一 个不仅提供了选择，而且可以选择来自不同服装生产厂家，可以很方便 地比较的服装店。虽然有一些商店出售自己品牌的产品，如罐头食品或 gain and maintain the cooperation of the various organizations in the channel and to coordinate their activities. Ch

3、annel management helps organizations manage activities and the flow of information among the channel partners.Although channel management is necessary for effectiveness of the marketing strategy and of the organization as a whole, many channels are dysfunctional. Stronger channel members often impos

4、e their will on other members in the channel and the weaker members suffer as a result One of the objectives of channel management is to optimize the benefits for all members of the channel; policies and processes need to be developed and implemented that will minimize this problem. In addition, goo

5、d channel management needs to consider the needs of the customer- the ultimate user of the processes in the value chain 一 which are often ignored in the design of the distribution channel.Channel StewardshipA recent development in channel management is the concept of channel stewardship. This approa

6、ch to channel management is the ability of a given participant in the distribution channel to design a strategy that addresses both problems of optimizing benefits for channel members and considering the needs of the customer. In channel stewardship, the channel processes and communication flows are

7、 design to take into account the best interests of the customer and optimize profits for all partners in the channel. A channel steward - the channel partner given this task - can be any member of the channel including the manufacturer or service provider, the maker of a key component of the final p

8、roduct, the supplier or assembler, or the distributor. Effective channel stewardship has two outcomes. First, stewardship can help increase the value of the end product or service for the customer as well as the value of the relationship for the channel steward. Second, stewardship results in a stro

9、nger yet more flexible channel. In an effectively managed channel under this paradigm, the channel partners that contribute to the utility are rewarded and the less valuable partners are weeded out.Designing Effective Marketing Strategies In designing an effective marketing strategy, a number of fac

10、tors need to be considered. These factors tend to be the same regardless of the industry or the specifics of the channel. The major factors influencing both the short-term action of the channel as well as its long-term evolution are the requirements of the demand chain, the capabilities and costs of

11、 the channel, the power of the channel, and competitive actions.DemandTraditionally, demand is defined narrowly as the desire of the customer for a product or service. However, for effective channel management, demand needs to be viewed in a broader context. In addition to the desire of the customer

12、 for the product or service, demand can also include the customer7 s desire for supplemental or supporting products or services, maintenance of the product, training about the product7 s use, etc. For example, when purchasing a new computer, there may also be a demand for a new printer or other peri

13、pheral, an extended service contract, or training or consulting in how to use the new computer. Effective channel management should include consideration of all such demands, not just for the main product or product line.Capabilities & CostsAnother factor to be considered in channel design is channe

14、l capabilities and costs. An effective channel needs to be a value chain where each partner adds value to the product or service before it is offered to the customer. Channel partners who do not add to the value of the product or service raise its cost without raising its value. Value can be added t

15、o a product or service by adding information (e.g., writing a userz s guide or technical manual), inventory or warehousing the product, convenience for the customer (eg, delivering the product to the customer7 s door or making it available in a retail outlet where the customer can examine or compare

16、 products), and so forth. However, these activities not only add value to the customer, but also add cost to the channel partners. The comparative benefits of these additions must be estimated in order to determine whether or not the additional capabilities are of benefit to the channel members.Dist

17、ribution of PowerAnother factor to be considered in the design and management of a channel is the distribution of power among the channel partners. More powerful partners exert more influence over the policies and procedures governing the relationships within the channel. This power can come from tw

18、o sources. A channel partner may have power because it has a unique product or technology that is necessary for the effectiveness of the channel (eg, in a channel distributing computers, the computer manufacturer will have significant power). Power can also come froma channel partner s access to the

19、 market or intelligence about the market (eg, although the computer manufacturer may have power because of its product, if it does not know how to effectively market its product, the other partners in the channel that do have this skill also have power). Power is often also correlated with other fac

20、tors such as the partner7 s size. While in some ways this can be an advantage for the partner exerting the power, it can also be disadvantageous not only to the weaker partners but to the channel as a whole. Channels should foster cooperation and communication among the partners if they are to be ef

21、fective. Channel management requires coordination and facilitation of these relationships.Actions of the Competition Finally, it is imperative that channel design and management take into account the actions of the competition. No matter how well an organization or channel markets a product, most cu

22、stomers make their purchasing decisions after some level of comparison with similar products. Therefore, the policies and procedures associated with the channel structure and management need to be flexible so that the channel can not only respond quickly and appropriately to the demands of the custo

23、mer, but also to meet or exceed the offerings of the competition.柜台的药品，这些产品往往只占据少量的货架空间。然而，它不仅是有 形的产品，还必须提供给客户。机构在服务上还需要销售和分销他们的 服务。例如，酒店可以通过各种不同的媒介和方法去销售他们的房间， 包括旅行社，旅游经营者，旅游局，中央预订系统，以及在线旅行服务 等。（-）分销渠道网络参与提供企业的产品或服务并将其推向市场，这就是所谓的分销渠 道。渠道就是企业销售和分销其产品或服务的路径（如批发商，零售商， 邮购，互联网）。最简单的渠道，当然就是该组织直接销售自己的产品 给

24、消费者。然而，许多其他渠道也是可行的。直销是帮助该机构确定潜 在客户，获取数据，管理潜在的和现有的客户，建立与客户的关系，并 影响他们的看法，最终销售该机构及其产品或服务的客户关系管理战略。 在直销中，提供的产品或服务的促销信息直接一对一地投向潜在客户， 而不是通过使用大众媒体。这可以通过该组织本身的（例如，销售电话 的市场营销代表）或透过代理人（例如，电话营销通过第三方机构）来 实现。另一种营销渠道利用大众传播媒介（如报纸或电视广告）。虽然 大规模的营销可以以比直接营销更经济的方式辐射更多的潜在客户，但 一对一的做法也就是直销往往能够产生较高的回应率。一个机构的产品 也可以通过分销商或销售给

25、批发商和零售商，或通过零售商直接销售给 顾客。（二）渠道管理 就像一个组织需要管理以便顺利进行，渠道中的各种伙伴关系也需要这 样。渠道管理，也称为渠道关系管理或合作伙伴关系管理，是各组织间 制定和执行政策和程序，以达成和保持合作，并协调它们活动的原则。 渠道是帮助管理组织和管理合作伙伴之间活动和信息交流的渠道。虽然渠道管理是实现效力和组织作为一个整体必要的营销战略，但是许 多渠道是行不通的。更强势的渠道成员往往将自己的意志强加于其他较 弱的渠道成员身上。渠道管理的目标之一是实现所有成员的利益；政策 和进程需要制定并且实施，将最大限度地减少这一问题。此外，良好的 渠道管理需要考虑消费者的需要一价

26、值链中的终端用户，但这是常常 在分销渠道的设计中被忽视的。（三）渠道管理者 渠道管理最近的发展是渠道管理者的概念。这与渠道管理接近，是某一 参与分销渠道设计的一项战略,解决了渠道成员和客户需求的最佳利益, 并考虑到这两个因素的能力。在渠道管理中，渠道流程和通信流量的设 计要考虑到客户和利润优化中的所有伙伴的最大利益。渠道管理者，渠 道合作伙伴被赋予的这项任务，可以是任何的渠道成员，包括制造商或 服务供应商，最终产品的一个关键组成部分的制造商，供应商或散件组 装商，或分销商。有效的渠道管理有两个结果，首先，渠道管理者可以 帮助增加最终产品或服务对于客户的价值，以及渠道管理者自身的价值。 第二，渠

27、道管理者能够组织更强大更灵活的渠道。在一个有效管理的渠 道模式下的渠道合作伙伴，对终端有贡献的渠道商被奖励，而价值少的 合作伙伴被逐步淘汰。有效营销设计的战略设计一个有效的营销策略，有若干因素需要加以考虑。这些因素往往是 相同的，无论行业或具体的渠道。主要因素能够影响渠道的短期行动, 以及其长期演变的渠道链的需求、渠道的功能和成本、渠道控制，和有 竞争力的行动。（一）需求传统意义上说，需求狭义地是指客户对于产品或服务的愿望。然而，有 效的渠道管理中，需求被认为具有更广泛的意义。除了客户对于产品或 服务的要求，需求还可以包括客户的愿望，对产品或服务的补充或支持, 产品维修，培训有关该产品的使用等

28、。例如，客户购买一台新电脑，也 可能需要买新的打印机或其他周边设备，延长服务合同，培训或咨询如 何使用新的电脑。有效的渠道管理应包括考虑所有这些要求，不仅对主 要产品或生产线。（二）功能和成本 另一个需要考虑的因素，是渠道设计的渠道能力和费用。一个有效的渠 道需要是一个价值链，每个合作伙伴在把它提供给客户之前增加产品或 服务的价值。渠道合作伙伴谁不增加产品或服务的价值都会提高她的成 本，而不提高其价值。价格可以被以以下方式添加到产品或服务当中, 增加信息（例如，写用户手册或技术手册）、囤积或储备产品、方便客 户（例如，为客户送货上门，或方便零售商店的客户可以检查或比较产 品），等等。然而，这些

29、活动不仅为客户增加价值，同时也为渠道合作 伙伴增加了成本。这些相对增加的好处，必须认真估算，以确定是否对 增加渠道成员的利益有好处。（三）力量分布在渠道的设计和管理中另一个需要考虑的因素是渠道合作伙伴之间的 权力分配。更强大的伙伴在渠道中施加更大的影响力来领导政策和程序 的制定。这种权力可以有两个来源。一个渠道的合作伙伴可能因为他具 有独特的产品或技术对整个渠道的效率具有重要意义而有力量（例如在 一个电脑销售的渠道中，电脑制造商将有重大力量）。力量也可以来自 渠道合作伙伴的市场准入或对于市场的智慧（例如，尽管计算机制造商 可能已经力量，因为它的产品，如果它不知道如何有效地销售其产品, 渠道中的

30、另外合作者就具有这方面的能力，这也算有力量）。力量也往 往与其他因素，如合作伙伴的大小有关。虽然在某些方面，这可能对合 作伙伴施加力量有好处，但在另一方面，它也不仅对较弱的伙伴，而且 对于整个渠道都是不利的。渠道商需要促进合作和加强合作伙伴之间的 沟通，这才能使合作更加有效。渠道管理就是要协调和促进这种关系。（四）竞争行为最后，至关重要的是,渠道设计和管理需要考虑到竞争行为。不管机构 或者渠道如何销售产品，大多数顾客都会在对类似的产品进行一定程度 的比较后，才会做出购买的决定。因此，与政策和程序相关的渠道结构 和管理需要采取灵活的态度，这样渠道才能不仅对客户的需求做出快速 反应和适当的反应，而

31、且还达到或超过竞争所带来的东西。Channel Management : Talking Direct to Our ListeningCustomersTo be effective, the provider of a product or service needs not only to be able to offer something of value to the customer, but also able to deliver it to market. Although direct marketing can do this effectively in many s

32、ituations, an increasing number of organizations are offering their products or services through multiple channels - networks involved in delivering the product or service to market. To effectively add value to the product or service for the customer and to optimize the value of the channel to all i

33、ts partners, the channel needs to be effectively managed through the development and implementation of policies and procedures that gain and maintain the cooperation of the various organizations in the channel and coordinate their activities. The major factors influencing both the short-term action

34、of the channel as well as its long-term evolution are the requirements of the demand chain, the capabilities and costs of the channel, the power of the channel, and competitive actions.OverviewNo matter how effective or efficient an organization is in producing a product, if that product can not be

35、put into the hands of consumers, the organization will not be successful. Although cottage industries may produce goods and sell them directly to the customer, for most larger businesses this is no longer true. For example, a patient is not allowed to purchase medication directly from a pharmaceutic

36、al company and must go through a pharmacy to get a prescription filled. Similarly, although one may visit a tailor from time to time to have clothes altered or the occasional garment made, most people purchase clothes from businesses that not only offer a selection of garments, but a selection of ga

37、rments from differentmanufacturers for comparison and convenience. Although some stores sell their own brand of products such as canned goods or over-the-counter medications, these products tend to take up a minority of their shelf space. However, it is not only tangible products that need to be del

38、ivered to the customer. Organizations in the service sector also need to market and distribute their services. For example, hotels may sell their rooms through any number of media and methods including travel agents, tour operators, tourist boards, centralized reservation systems, and on-line travel

39、 services.Distribution ChannelsThe network involved in delivering a business s product or service to market is called the distribution channel. A channel is a route used by a business to market and distribute its products or services (eg, wholesalers, retailers, mail order, Internet). The simplest channel, of course, involves only the organization itself selling directly to the consumer. However, many other channels are available. Direct marketing is a customer relationship management strategy to help the or