珠三角石油气市场垂直渠道冲突调查与LR公司策略研究

【作者】 刘勇；

【导师】 胡介埙；

【作者基本信息】 浙江大学 ， 管理科学与工程， 2005， 硕士

【摘要】 珠三角石油气市场近十年来经历了从供不应求到供大于求,从卖方市场到买方市场的过程,企业面临的渠道环境与传统的渠道模式相比已经发生了根本性的变化。面对这种转变,大多数的企业对此反应比较迟钝,对渠道的管理还处于一种粗放式的经验管理阶段。目前,在珠三角石油气市场中,垂直渠道冲突已成为普遍的现象,也成为了行内人士公认的管理难点,恶性冲突时有发生,而企业对此却束手无策。 西方学术界对渠道冲突问题早已做过深入的研究,并已形成了较为系统化的冲突管理理论。本文在对西方渠道冲突管理理论进行系统的概括的基础上,结合目前国内外渠道冲突管理的理论和实践,从石油气零售商的角度构思垂直渠道冲突生成要素模块和垂直渠道冲突缓解措施模块,搭建起石油气市场垂直渠道冲突管理体系模型,并提出模型所包含的假设,然后通过实证调查加以研究验证。 通过问卷调查,并以SPSS(社会科学统计软件)对调查问卷资料进行分析,结果表明,从石油气零售商的角度来看: 1、珠三角石油气市场垂直渠道冲突生成要素主要在于6个方面:目标不相容、对现实认知的差异、渠道分工的差异与矛盾、沟通困难、目标顾客的归属差异与矛盾以及技术的差异与矛盾。 2、珠三角石油气市场垂直渠道冲突缓解措施主要包括5个方面:平等伙伴关系、共同愿景、充分沟通、信息与技术共享以及长期合作。 3、不同的石油气企业的零售商对垂直渠道冲突生成要素的认同和重视程度不尽相同,对垂直渠道冲突缓解措施的期望和诉求的侧重也有所不同。 根据以上实证结果,对垂直渠道冲突管理体系模型进行修正。石油气企业与零售商可以据此互相准确定位,共同建立适合自己的垂直渠道冲突管理体系,不断促进双方的合作关系,在激烈竞争中共同维护渠道的健康、高效运转,共同获取竞争优势,成为竞争赢家。 根据垂直渠道冲突管理体系模型,以LR公司为例,对LR公司垂直渠道冲突进行了深入分析,并提出了LR公司垂直渠道冲突管理体系设计的原则,并针对目前现状提出了马上可采取的几条措施。 最后对结论进行了总结和说明,并指明本文研究的不足以及未来的研究方向。更多还原

【Abstract】 If you have some sense of the market trend of LPG(Liquefied Petroleum Gas) market in PRD(Pearl River Delta), you may find in the past decade, everything had been greatly changed. The demand-exceed-supply, product-oriented market was substituted by a supply-exceed-demand, customer-oriented market. Meanwhile, the marketing channels and marketing model had also been totally changed.However, most LPG companies made less sense of it. They were still using the traditional ways to manage their marketing channels, which were totally handled by experiences. Therefore, the vertical channel conflicts are very common in PRD LPG market today. Sometimes these conflicts even turned into violence. Everyone was so tired of them, but no one can make a satisfying solution.However, there were existing academic theories about how to solve those problems of channel conflict in western textbooks.This article is based on the outline of western theories, and combined with domestic practices and theories in this area. First of all, we build up a model of management system for vertical channel conflict in LPG market, it includes conflict created module and conflict solved module. This model is concerned from the retailer side. In this model, some hypotheses have to be issued. Therefore, we can make our further research via our later practical investigation.In this case study, we accessed our target info provider through questionnaire. And we got our result by using a program called SPSS (Statistical Package for Social Sciences) to analyze those questionnaires. Hereby are the results we got from the LPG retailer side:1 .There are 6 elements that may cause vertical channel conflict:● Goal incompatibility;● Different perceptions of reality;● Different roles in channel collaboration;● Lack of communication;● Competition to target customer;● Different technology.2.There are 5 types of solutions to handle those problems: ● Equal partnership; ● Shared vision; ● Adequate communications; ● Information and technologies sharing; ● Long-term cooperation.3.There are different awareness and emphasis of the creation of vertical channel conflict among those LPG retailers, so they have different expectations and demands of the solutions.Based on the analysis above, we can adjust the model of management system forvertical channel conflict of LPG market in PRD. So the suppliers and retailers can re-target themselves accordingly. They need to sit together and build up a suitable vertical conflict management system , and maintain a healthy and efficient channel. So that every one involved can make win-win situation in the marketplace.In this case study, we invited LR Company as our example based on the model we set before. We work through the vertical channel conflict of LR Company deeply during our study, issued some principles for designing the vertical conflict management system, and some instant solutions according to the existing system which LR Company were running.There is summary, conclusion, constraints and further direction of the research at the last part of the article.更多还原