经销商的管理和激励

经销商的管理和激励以及在企业的应用DEALER MANAGEMENT AND MOTIV ATION AS WELL AS IN THE APPLICATION OF THE ENTERPRISE

孙春美

Sun Chun Mei

2012年12 月29 日

Dec 29, 2012

指导教师对毕业论文（设计）的评语Advisor’s Comments on Graduation Thesis (Design)

评语：

指导教师（签章）

Signature of Advisor_____________

日期

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评阅人意见：

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答辩（评审）委员会意见

Appraisal of Defence Commission

答辩（评审）成绩

Mark of Defence

鉴定意见

Appraisal & Comments

主任（签章）

Signature of Dean

日期Date

摘要

在当今渠道制胜、终端为王的条件下，经销商可谓是产品销售中不可缺乏的一环。经销商不仅承担着“承上启下”的作用，而且还决定着一个企业在该市场的话语权。传统的营销渠道是由制造商和若干经销商（在某些行业包括批发商和零售商）组成的，它们彼此之间是较为松散的合作关系，每个渠道成员都是作为一个独立的企业实体追求自己利润的最大化。经销商担负着把产品或服务顺利地从制造商转向消费者的功能。因此，对制造商而言经销商队伍是一项关键性的外部资源，它的效率和业绩对制造商的市场地位产生着举足轻重的影响。同时因为经销商的独立性，以及双方在产业价值链中的竞争性分配关系，使得制造商与经销商在合作过程中发生冲突是不可避免的$如何解决冲突#有效管理与激励经销商便成了制造商现实所面对的问题。文章试图对这些现实存在的问题进行探索性的分析。

关键词：冲突；解决建议；有效管理；激励计划

Abstract

In today's channel winner, terminal for the king's condition, the dealer is a lack of part of product sales. Dealer not only bear the "as" effect, but also depends on an enterprise in the market of discourse. The traditional marketing channel consists of several manufacturers and distributors (in some industries including wholesalers and retailers), their relationship between each other is relatively loose, each channel member is as an independent business entity maximize their profits. Distributor for the products or services from manufacturers to consumers' function smoothly. , therefore, for the manufacturer to the distributor team is a key of external resources, its efficiency and performance has a decisive influence on the manufacturer's market position. At the same time because the independence of the distributor, and both sides of the value chain in the industrial competitive distribution relationship, make manufacturers and dealers in the conflict is inevitable in the course of cooperation # $how to solve the conflict management and effective incentive dealers became the issue that manufacturers facing reality. This article attempts to the reality of the problems of exploratory analysis.

Key words:Conflict; solve it; effective; management; incentive plan

目录

目录................................................................. VII 一、管理和激励经销商的意义....................................... VIII

（一）经销商的利益追求........................................... VIII

(二) 厂商的利益追求.............................................. VIII

(三) 对经销商进行管理与激励的目的................................ VIII 二、经销商的各种冲突............................................... IX

（一）经销商与制造商之间的冲突..................................... IX （二）经销商之间的冲突............................................. IX （三）冲突产生的根源............................................... IX 三、解决经销商冲突的建议........................................... IX

（一）通过建立一体化垂直营销系统加强制造商对经销渠道的控制......... IX （二）加强制造商品牌建设能力。...................................... X （三）加强对经销商的有效管理........................................ X

1.关注经销商的利益 .............................................. X

2.满足经销商的需求就是满足自己 .................................. X

3.培训 ......................................................... XI

4.不要纵容经销商 ............................................... XI

5.管好经销商的下线客户 ......................................... XI

(四) 对经销商的激励措施............................................ XI

1.直接激励方式 ................................................. XI

(1)对中间商返利............................................ XII

(2)各种补贴............................................... XIII

2.间接激励方式 ................................................ XIV

（1）让中间商参与企业的战略制定及业务管理工作。............. XV

（2）扩大与中间商的合作范围。............................... XV

（3）帮助渠道成员共同成长。................................. XV

四、结论.......................................................... XVI

五、致谢......................................................... XVII

六、参考文献.................................................... XVIII