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1、中国企业营销渠道冲突一、中国企业营销渠道冲突的现状中国企业分销渠道模式正处于从传统的分销模式向现代分销模式转变的过程中，但不少企业仍运用传统的、粗放式的经验管理方式，尚无渠道网络和系统的概念，把企业渠道成员之间的关系视作一种短期利益关系，而非长期的合作关系，从而使渠道冲突成为企业渠道关系中的一种普遍现象。其表现主要为两大类冲突：即分销商之间的冲突和企业与下游渠道成员之间的冲突。首先，从企业分销商之间的冲突看，主要是恶性的价格竞争和窜货。进入20世纪90年代后期尤其是最近几年来，我国不少产品的市场竞争进入白热化状态，价格大战此起彼伏，许多原有的游戏规则被打破，开始了无序的价格战，表现为同一地区的
2、多家代理商为了争夺客户或基于不同的库存压力，而进行残酷的价格“搏杀”。无论是在传统的产业如彩电、空调等，还是IT等高技术产业，纷纷陷入了价格大战之中。应该说，这种以分销商之间的价格竞争所表现出来的是一种无序的市场竞争，它造成了极为严重的后果：增加了分销渠道的共同成本，使利润不正常，严重制约品牌成长、分销商壮大和良好市场经济秩序的建立。而窜货，作为当前企业营销渠道中存在的一个普遍现象，虽然有不同的类型，人们对之也有不同的认识，但总体来看，我国市场上目前大量的窜货已演变成为恶性窜货，不少经销商为了获得非正常的利润，蓄意向自己辖区以外的市场倾销产品（即以低于厂家规定的销售价格向非辖区销货）。这种行为
3、，其危害是严重的：降低营销渠道的运行效率，导致企业渠道价格体系的紊乱，渠道受阻，经销商对所经销产品品牌丧失信心，甚至会导致企业的营销渠道网络毁于一旦。如昔日长虹因为其超级代理商郑百文疯狂窜货，就几乎毁掉了长虹的半壁营销通道。其次，是制造商与其下游渠道成员之间的冲突。由于缺乏“双赢”的观念，制造商与其分销商之间的冲突则主要表现在权利及其相关“利益”的冲突上。主要表现包括：分销商凭借自己所拥有的渠道资源的优势，向制造商讨价还价；所谓的“大户”称霸问题；许多下游渠道成员缺乏商业信用；以及上游企业对其渠道成员的信任度和渠道成员对上游企业的忠诚度都在下降等。此外，从营销渠道的角度看，还存在一种令人瞩目的
4、渠道冲突现象，即顾客与企业之间的冲突，表现为消费者或用户状告厂家、对簿公堂等。二、中国企业营销渠道冲突的成因按照西方渠道管理理论的阐述，在渠道成员组成的“超组织”中，具有独立所有权的各渠道成员追求自身经济利益最大化的结果必将导致渠道成员之间的冲突。经济利益和社会分工把这些渠道成员联系在一起，使得他们相互依赖。而渠道冲突就根源于渠道成员之间所固有的相互依赖，作为一种功能性的相互依赖关系，需要渠道成员之间有最低层次上的合作。然而，各渠道成员都力图获得最大限度的自主权，于是依赖问题的建立就带来了利益的冲突。但上述分析是建立在西方发达国家成熟市场的基础上的，而国内的市场还处于不成熟或向成熟市场的转变阶
5、段，还存在更多诱发企业渠道冲突的诱因。 总体看来，造成企业渠道冲突的原因主要包括两方面：一是企业宏观市场营销渠道环境方面的因素；二是企业自身的因素。从企业所处的外部环境因素讲。首先是因为中国市场目前还处于一个转型市场阶段，或称一个转型市场，而这个转型市场是一个不成熟的市场。与之相应的是政府政策多变，法规不健全，管理缺位；市场秩序混乱，假冒侵权严重；商业信誉极度缺乏，商业信用低等。所有这些现存的问题使得国内企业的渠道环境十分复杂，连国际上著名的美国Boston咨询公司从跨国公司的角度说：中国的分销通道令人头痛。正是我国营销渠道环境的复杂性为企业的渠道冲突提供了沃土。其次是渠道网络基础设施的发展滞
6、后。由于处于市场转型期，中国企业市场营销渠道网络的发展缓慢。一方面是因为相对而言，国内分销领域对外开放的步伐较慢，国外许多新型的商业业态、渠道模式在国内尚处于引进和发展阶段，从客观上使得企业的营销渠道模式过于单一、老化；另一方面也与我国企业长期不重视渠道网络的建设有关。在此背景下，国内渠道的变革带有自发性质，使整个渠道网络呈混乱状态。同时，与营销渠道的其他方面相比，中国企业物流配送系统的发展更加滞后。在国内，物流成本过高已是不争的事实。据统计，运输和仓储成本占到制成品总成本的3040%；占食品和家畜产品的60%；占某些化工产品的7080%。平均而言，存货加运货周期超过30天”。 整个物流配送系
7、统不仅落后、缺乏整合，而且由于历史的原因，在一定程度上具有垄断性，第三方物流产业还没有真正兴起。以致于麦卡锡公司在一篇报告中认为中国物流业还处于一种“萌芽状态”。三是渠道成员之间力量正在发生变化。在计划经济时期，国内企业营销渠道基本上是一种以制造商为中心的传统渠道模式。在这种模式下，制造企业成为渠道的领导者，中间商尽管拥有重要的渠道资源，但也不得不处于从属地位。而在市场转型期，特别是在90年代后期，随着买方市场的形成，在许多产业领域，如家电、服装等，生产能力过剩引致过度竞争。在此背景下，渠道权力中心呈现向渠道下游转移的趋势。Philip.Kotler在评价当前分销商和制造商的关系时认为，因为分
8、销商更接近市场，所以传统的生产厂商和分销商的关系正在发生改变，分销商的力量逐渐显示出比制造商更大的成长性。确实，在市场的转型过程中完成了原始积累的渠道中间商，由于拥有丰富的渠道资源，使得渠道上游企业对它的依赖性更强了。依赖性越强，被依赖方获得的权力就越大。这些渠道新贵们要求渠道中的权力重新分配。然而渠道下游成员关于权力方面的要求很难为渠道上游的企业所接受，因为长期在渠道中处于领袖地位使他们已经形成了一种思维定势，在他们看来，由制造企业控制产品的分销渠道是天经地义的事情，并且企业规模的扩大也需要企业加大对渠道的控制力。于是厂商之间控制与反控制势在必然，分歧产生了。从企业自身原因讲，主要在于制造企
9、业对自己与渠道下游成员之间的关系认识不清。厂商之间究竟是一种交易关系还是一种合作伙伴关系？或者是一种战略同盟关系？实际上，从目前国内企业渠道冲突的表现及他们在渠道中的具体行动看，大多数渠道成员之间实质上还是一种交易关系，是一种控制和反控制的关系，虽然也有合作关系存在，但成员之间关系松散，利益相对独立，短期行为严重。许多企业还把渠道成员之间的关系看成是一种博弈关系，因此还远未形成真正的战略伙伴关系。由于上述原因，企业对自己角色无法准确界定，使渠道管理存在误区，造成渠道管理工作滞后。主要表现为：由于传统经济形成的优势角色转换不及时，企业对自己是渠道的领导者还是建设者认识不清或模糊，造成两个极端要么
10、在渠道中滥用权力，管得过多；要么放任自流，撒手不管，最终导致企业渠道体系的不稳定。在渠道设计、分销商的选择方面缺乏科学性和统一规划；企业渠道运作和维护管理缺位，包括在企业渠道成员角色和权力分配上，没能承担起其应尽的职责，信息管理不到位以及对营销人员特别是销售人员管理不力等。诸如此类的问题与原因，为企业的渠道冲突埋下了祸根。三、中国企业营销渠道冲突管理的战略构架如前所述，企业渠道冲突是不可避免的。但如果渠道运行中存在的冲突和障碍长期发展下去，势必会影响到整个渠道网络的正常运作，严重的还会导致企业整个渠道网络瘫痪，使企业销售陷入危机进而危及整个企业的生存。从我国当前企业冲突管理的现状以及对其成因分
11、析来看，在企业分销活动中建立一整套渠道冲突管理运行机制或者说一整套预防冲突和消除障碍的机制来保障企业营销渠道系统的正常健康运行是非常必要的。基于上述分析，我们初步拟定了企业营销渠道冲突管理的战略构架。它主要由三部分组成：渠道冲突管理的目标、系统（原则、步骤）、策略等（一） 渠道冲突管理的目标渠道冲突管理就是指企业通过分析和研究渠道合作关系，对预防、化解渠道冲突工作加以计划、组织、协调和控制的过程。企业渠道冲突的不可避免性决定了企业渠道冲突管理是一项长期、持久的工作，必须结合我国现有渠道中存在的问题制定明确的渠道冲突管理目标。从长远的角度讲，企业渠道冲突管理的目标应该是一致的，即：预防渠道冲突和
12、及时有效的处理现实冲突问题，确保渠道的整体运作效率不断接近理想状态，有助于实现渠道管理目标。由于企业以及渠道面临的外部环境和发展阶段不同，渠道冲突的表现各异，因此企业渠道冲突管理的近期目标不尽相同。而从对我国企业渠道冲突现状的分析来看，缓解和降低企业渠道冲突的水平应成为当前国内企业渠道冲突管理的重点。另一方面，企业渠道冲突管理目标应是由一系列目标所构成的一个目标体系，从总体上看，可以包括预防性目标、缓解性目标、化解性目标和无冲突目标等四类目标。预防性目标实质上是预防冲突发生和预防冲突恶化的目标；缓解性目标是指降低冲突水平的管理目标；化解性目标是指消除和解决冲突问题的目标；无冲突目标可能是扩张性
13、的，即通过并购而使渠道成员之间的合作关系变为渠道成员的归属关系，也可能是紧缩性的，即中断与某渠道成员的合作关系甚至摒弃该渠道系统，根除产生冲突的基础和条件。（二）国内企业渠道冲突管理的系统构架1国内企业渠道冲突管理的基本原则首先是效率原则。不断减少渠道的冲突成本、提高渠道运行效率是企业渠道管理的目标之一，同时也是企业渠道冲突管理的终极目标。其次是系统性原则。渠道管理工作是一项系统性的工作，它贯穿于整个渠道管理过程。因此国内企业从渠道的战略计划、组织结构设计到渠道资源的配置和运用管理，都应体现渠道冲突管理的思想并落实有关的冲突管理措施。第三，创新原则。这一原则要求国内企业在解决渠道冲突问题时要体
14、现出必要的灵活性和创造性。从战略的角度看待渠道冲突问题，充分运用现代信息技术革命的成果（如SCM、CRM等现代信息管理工具）来解决渠道冲突问题。第四，权变原则。在转型市场环境下，国内企业在渠道冲突管理过程中，应随着渠道环境的变化不断调整冲突管理的对策，灵活处理渠道冲突问题。2国内渠道冲突管理的基本步骤按照以上原则，我国企业渠道冲突管理系统的基本架构和步骤大体如下：第一步，渠道冲突防御。尽管渠道冲突是不可避免的，但并不意味着渠道冲突完全不可预防。我们可以通过分析现成的渠道关系，找出可能引起渠道冲突的各种直接因素并制定相应的对策，达到预防渠道冲突的目的。从当前国内企业渠道冲突管理的水平来看，这是一
15、项亟待加强的工作。第二步，渠道冲突预警。即企业建立一套渠道冲突预警系统，在渠道冲突转变为现实冲突或进一步转变为病态冲突之前及时发现并采取对策。第三步，渠道冲突诊断。即对感受到的渠道冲突进行诊断，包括确定冲突问题和分析冲突问题等两个方面。第四步，渠道冲突处理。主要应考虑的思路是：制定并优选渠道冲突管理方案和执行冲突管理方案等。第五步，渠道冲突管理的效果及反馈。在这一阶段，主要是检查、评估渠道冲突管理工作，进一步晚上冲突管理措施，提高冲突管理水平。（二） 国内企业冲突管理的基本策略结合西方渠道冲突管理理论、策略的研究和我国企业渠道冲突管理的现状，我们认为，有二种基本的冲突管理策略可供国内企业选择：
16、1 关系型渠道策略即为了提高整条营销渠道的质量和效率，在保证企业与分销商双赢局面的基础上，企业从团队的角度来理解和运作企业与分销商的关系，以协作、双赢、沟通为基点来加强对企业营销渠道的控制力，为消费者创造更具价值的服务，并最终实现企业渠道管理目标。这是鉴于当前国内企业分销渠道冲突在很大程度上是因为与下游渠道成员之间关系恶化的事实而采取的策略，其实质是通过加强企业与渠道下游其他成员之间的关系来预防和化解渠道冲突。具体包括：信息加强型策略。企业可通过加强自己与其他渠道成员之间的信息交流与沟通，实现信息共享，从而增进相互了解和信任，达到弱化和降低渠道冲突的目的，并起到预防渠道冲突的作用。设立“超组织
17、”目标。这一方法通常是处理渠道矛盾和冲突的主要方法。其实质就是由合作者确立共同的奋斗目标以及共同的价值观，共同价值观的核心是增进各个成员对渠道合作、相互依赖的认识。它特别适用于渠道成员感觉到环境威胁，而且又对它方力量有明显依赖需要的场合。建立战略联盟。这是一种典型的关系营销形式，主要以产销联盟的形式出现。产销联盟由低到高有多种形式：会员制、独家销售代理制、联营公司等。2 渠道的整体优化策略渠道的整合策略。即企业在对现有的渠道模式、渠道关系以及企业运作渠道的管理方式进行重新审视、分析的基础上，对企业现有的渠道进行重新组合、优化，简化渠道关系，提高渠道整体运行的效率，以此来适应渠道环境变化，增进渠
18、道成员彼此之间的合作，从而预防和控制渠道冲突。渠道扁平化策略。主要围绕减少和消除多余的中间环节，避免信息传递的失真和失效，降低渠道运行和管理成本，减少利益纠纷。在信息技术不断发展与成熟的年代，这种策略实施的可能性正在不断加大。chinese enterprises marketing channel conflict. Chinese enterprises marketing channel conflict present situationChinese enterprises is in a mode of distribution channels of distribution f
19、rom the traditional model to a modern distribution model in the process of change, but many enterprises are still using traditional, extensive management experience, yet no channel network and systems concepts, their channels of the relationship between members as a short-term interests, rather than
20、 long-term relationships, so that channel conflict between channels in the enterprise become a universal phenomenon. The performance of major conflict for two categories: namely, the conflict between distributors and enterprises and downstream channel conflict between members.First, from the enterpr
21、ises of the conflict between distributors, mainly vicious price competition and FALSIFYING PRODUCTS.The beginning of the 20th century, the late 1990s, especially the last few years, many products in China market competition into the white-hot state, a price war to break out, many of the existing rul
22、es of the game were broken, started the price war disorder, for the same performance in the multi - home agents to scramble for customers or based on different inventory pressures, and its ruthless price warfare. Whether in the traditional industries such as color televisions, air-conditioners, or I
23、T, and other high-tech industries, one after another into a price war among. This should be among the distributors demonstrated by the price competition is a disorderly market competition, which caused extremely serious consequences: increased distribution channels common costs and make profits is n
24、ot normal, serious constraints brand growth, distributors grow and good order of the market economy established.While FALSIFYING PRODUCTS, as the current marketing channels in the enterprise to be a universal phenomenon, although there are different types of people have different understanding, but,
25、 in general, Chinas markets at present a large number of malignant FALSIFYING PRODUCTS have evolved into FALSIFYING PRODUCTS, many dealers to obtain non-normal profits, intend to market outside their own area dumping products (that is, below the sales price provides manufacturers to non-area sales).
26、 Such acts, the harm is serious: to reduce the operating efficiency of marketing channels, resulting in the price system for enterprise channels disorder, channels blocked, dealers Distribution of products by brand lost confidence and even lead to the enterprise network marketing channels destroyed.
27、 Because of its past as Changhong super agents Zhengbaiwen crazy FALSIFYING PRODUCTS, Changhong almost destroyed the半壁marketing channel.Second, the manufacturers and their downstream channel conflict between members. Due to the lack of win-win concept, manufacturers and their distributors are mainly
28、 the conflict between performance and related rights in the interests of the conflict.The main performance include: distributors on their own resources channels owned by the advantages to manufacturers bargaining; the so-called big to dominate the problem of the lack of many downstream channels comm
29、ercial credit, and its upstream business confidence in the members of channels and channels members of the upper reaches of corporate loyalty are on the decline, and so on.In addition, from the point of view of marketing channels, but also there is a remarkable phenomenon of channel conflict, namely
30、 the customers and the conflict between enterprises, the performance of consumer or user sued the manufacturers, such as court. Chinas enterprise marketing channels in accordance with the causes of conflict management theory Western channels as described in the channel members of the super-organizat
31、ion, which has an independent ownership of the channel members to pursue their own economic interests of the outcome will definitely lead to maximize member of the channels among conflict. Economic interests and the social division of labor members linked to these channels, making them interdependen
32、t. Channel conflict rooted in the channel between members and the inherent interdependence, as a functional interdependence between the need channels between members of a minimum level of cooperation. However, the channel members have been trying hard to obtain maximum autonomy was dependent on the
33、establishment on issues brought interests conflict.However, the above analysis is built on the western developed countries on the basis of mature markets, and the domestic market is still immature or mature market changes to the stage, and there are still more channels for enterprises conflict-induc
34、ed incentives.Generally speaking, a business channel conflict, including two main reasons:First, corporate marketing channels macro environmental factors;Second, the enterprises own factors. From the external environment in which enterprises factors stresses.First, because the China market is still
35、in a transition stage of the market, or a market in transition, and this is a market in transition immature market. Accordingly, the government policy changes, regulations, and administration becomes vacant; market disorder, a serious infringement of fake; extreme lack of business reputation, commer
36、cial credit low. All of these issues makes the existing enterprise channels environment is complex, and even well-known international consulting firm Boston from the United States point of transnational corporations: Chinas distribution channel headache. My marketing channel environment is the compl
37、exity of the channels for enterprises to provide fertile ground conflict. This was followed by the channel network infrastructure development lags behind. Because in a market in transition, Chinese enterprises marketing channels for the development of networks slow.On the one hand, because relativel
38、y speaking, the area of opening up the domestic distribution slower pace, foreign many new commercial activities, channel pattern in the country is still in the introduction and development stage, from the objective of making enterprise marketing channels over a single model, the aging; On the other
39、 hand with the Chinese enterprises attach importance to long-term construction of the network channels. Against this background, domestic channels with spontaneous nature of the changes, so that the entire channel network was chaos. At the same time, and marketing channels compared to other aspects
40、of Chinese enterprises in the development of logistics distribution system more lag. Domestically, the high cost of logistics is an indisputable fact. On average, stock plus freight cycle over 30 days. The entire logistics and distribution system not only backward, and lack of integration, but also
41、because of historical reasons, to a certain extent, in a monopoly, the third party logistics industry has not really rise. Resulting in the company McCarthy in a report that Chinas logistics industry is still in an embryonic stage.three power among members of the channels are changing.in the planned
42、 economy period, the domestic enterprises is basically a marketing channel to manufacturers as the center of traditional channels mode In this mode, the channels for manufacturing enterprises to become the leader, brokers despite important channel resources, but also had to subordinate status. trans
43、ition in the market, particularly in the late 1990s, with the buyers market formed in many industrial sectors, such as home appliances, clothing, etc., lead to excessive competition with excess capacity, in this context, the power center channel downstream channels for the transfer to show the trend
44、. Philip.Kotler Assessing current distributors and manufacturers relations when that because distributors closer to the market, so the traditional manufacturers and distributors are taking place in the relationship between changes in the strength of distributors gradually manufacturers show greater
45、than growth. Indeed, the transition process in the market the completion of the primitive accumulation in the channel brokers, as the channels with rich resources, it makes enterprise channels upstream of the stronger dependence. dependence is stronger, obtained by relying on the greater power. thes
46、e channels require new leaders channels in the redistribution of power. however channels on the lower reaches of the requirements in terms of power it is very difficult for enterprises in the upper reaches of the channel, because in a long-term leader in the channel status so that they have already
47、developed a set thinking, in their view, by manufacturing enterprises control products distribution channels is only right and proper that, and the expansion of the scale enterprises also need to enterprises, increase the control of the channels. therefore manufacturers control and anti-control inev
48、itably, differences emerged.speak from their own reasons , mainly in manufacturing enterprises and their downstream channels understanding of the relationship between the member unclear. manufacturers is a transaction between what a relationship or partnership? or a strategic alliance relationship?
49、In fact, from the current domestic enterprises channel conflict the performance and channel them in a concrete action, most of them members of channels between, in essence, is a trading relationship, is a kind of control and anti-control relationship, although a cooperative relationship exists, but members of the loose ties between the interests of relatively ind