序言：寫作是分享個(gè)人見解和探索未知領(lǐng)域的橋梁，我們?yōu)槟x了8篇的營(yíng)銷制度樣本，期待這些樣本能夠?yàn)槟峁┴S富的參考和啟發(fā)，請(qǐng)盡情閱讀。

第1篇

關(guān)鍵詞：醫(yī)藥營(yíng)銷；執(zhí)業(yè)制度；注冊(cè)

藥品是人們用以防病治病、康復(fù)保健的特殊商品，它既是 商品又不同于一般商品。目前，人們將從事醫(yī)藥銷售人員稱之 為醫(yī)藥代表。在西方國(guó)家，醫(yī)藥代表這一職業(yè)至少已有上百年 歷史，國(guó)內(nèi)的醫(yī)藥代表最初也是來(lái)自改革開放后進(jìn)人中國(guó)市場(chǎng) 的外國(guó)醫(yī)藥企業(yè)及其合資企業(yè)，由于外資、合資企業(yè)中的醫(yī)藥 代表非常有效地促進(jìn)了企業(yè)產(chǎn)品的推廣和銷售業(yè)績(jī)的增長(zhǎng)，隨 后，國(guó)內(nèi)醫(yī)藥企業(yè)開始紛紛效仿。我國(guó)各地也陸續(xù)出現(xiàn)了這一 新職業(yè)―――醫(yī)藥代表，而與之相對(duì)應(yīng)的管理規(guī)范卻嚴(yán)重缺乏和 滯后.

以英國(guó)為代表的西方發(fā)達(dá)國(guó)家，已對(duì)從事藥品銷售的人員 實(shí)施了認(rèn)證管理，有著較為嚴(yán)格的準(zhǔn)入門檻.

我國(guó)外商投資企業(yè)協(xié)會(huì)藥品研制和開發(fā)行業(yè)委員會(huì)（簡(jiǎn)稱 RDPAC）、38家跨國(guó)制藥會(huì)員公司在全體會(huì)員公司中全面推廣 “RDPAC醫(yī)藥代表內(nèi)部認(rèn)證項(xiàng)目”，并于2006年制定新的“藥 品推廣行為準(zhǔn)則”，旨在建立行業(yè)自律和防控醫(yī)藥商業(yè)賄賂的 長(zhǎng)效機(jī)制。2003年，RDPAC開始對(duì)英國(guó)、日本和香港的相關(guān)認(rèn) 證項(xiàng)目進(jìn)行研究。在借鑒這些國(guó)家和地區(qū)現(xiàn)有經(jīng)驗(yàn)的基礎(chǔ)上， 2004年RDPAC醫(yī)藥代表內(nèi)部認(rèn)證項(xiàng)目正式立項(xiàng)，確定了“醫(yī) 藥代表內(nèi)部認(rèn)證項(xiàng)目”的初步框架。由于發(fā)達(dá)國(guó)家和我國(guó)在醫(yī) 療衛(wèi)生保障體系以及公共事務(wù)管理方面有較大差別，因此其管 理模式只起到借鑒和引導(dǎo)的作用。而我國(guó)外資企業(yè)建立的“醫(yī) 藥代表內(nèi)部認(rèn)證項(xiàng)目”牽涉的企業(yè)同我國(guó)17 000家醫(yī)療企業(yè)相 比，所占比重非常小。加之企業(yè)內(nèi)部監(jiān)督不具有強(qiáng)制力，在現(xiàn)有 國(guó)情下很難發(fā)揮較大作用。因此，應(yīng)建立以政府主導(dǎo)的行業(yè)自 律的醫(yī)藥注冊(cè)認(rèn)證模式.

目前，我國(guó)醫(yī)藥營(yíng)銷行業(yè)從業(yè)人員良莠不齊、文化程度偏 低、法律觀念淡漠、職業(yè)道德觀念不強(qiáng)。針對(duì)醫(yī)藥營(yíng)銷行業(yè)存在 的問題，國(guó)家食品藥品監(jiān)督管理局（簡(jiǎn)稱食藥監(jiān)局）應(yīng)建立市場(chǎng) 準(zhǔn)入制度，從認(rèn)證入手，加強(qiáng)醫(yī)藥營(yíng)銷行業(yè)管理，提高我國(guó)醫(yī)藥 營(yíng)銷行業(yè)的業(yè)務(wù)水平和職業(yè)道德修養(yǎng)，規(guī)范醫(yī)藥營(yíng)銷行業(yè)行為，維護(hù)消費(fèi)者權(quán)益，使我國(guó)醫(yī)藥營(yíng)銷行業(yè)逐步走上規(guī)范有序、 公開統(tǒng)一的健康發(fā)展軌道，并建立符合我國(guó)國(guó)情的醫(yī)藥營(yíng)銷人 員執(zhí)業(yè)資格考試制度和醫(yī)藥營(yíng)銷人員誠(chéng)信保障體系等.

1建立醫(yī)藥營(yíng)銷人員執(zhí)業(yè)資格考試制度 應(yīng)通過執(zhí)業(yè)資格考試制度這一準(zhǔn)入門檻，提高醫(yī)藥營(yíng)銷行 業(yè)從業(yè)人員素質(zhì).

1.1考試組織和內(nèi)容 醫(yī)藥營(yíng)銷人員資格考試實(shí)行全國(guó)統(tǒng)一大綱、統(tǒng)一命題、統(tǒng) 一組織的考試制度。原則上每年舉辦1次。內(nèi)容包括：中國(guó)醫(yī)藥 衛(wèi)生概述、醫(yī)療機(jī)構(gòu)組成和現(xiàn)狀、制藥工業(yè)概述、基礎(chǔ)醫(yī)學(xué)、臨 床醫(yī)學(xué)藥理學(xué)、藥品推廣行為準(zhǔn)則和相關(guān)法律、法規(guī)[1]。相關(guān)部、 局負(fù)責(zé)編制醫(yī)藥營(yíng)銷人員執(zhí)業(yè)資格考試大綱并組織命題等工 作，組織執(zhí)業(yè)資格的考前培訓(xùn)。同時(shí)負(fù)責(zé)審定醫(yī)藥營(yíng)銷人員執(zhí) 業(yè)資格考試科目、考試大綱和考試試題，組織實(shí)施考務(wù)工作，并 對(duì)醫(yī)藥營(yíng)銷人員執(zhí)業(yè)資格考試進(jìn)行檢查、監(jiān)督、指導(dǎo)和確定合 格標(biāo)準(zhǔn)。執(zhí)業(yè)資格考試合格的，由省、自治區(qū)、直轄市人事部門 頒發(fā)人事部統(tǒng)一印制，人事部、食藥監(jiān)局用印《中華人民共和國(guó) 醫(yī)藥營(yíng)銷執(zhí)業(yè)資格證書》，該證書全國(guó)范圍內(nèi)有效.

1.2執(zhí)業(yè)資格考試報(bào)名條件 相關(guān)部門可以借鑒執(zhí)業(yè)藥師考試設(shè)定報(bào)名條件，如相關(guān)學(xué) 科、學(xué)歷、從事相關(guān)專業(yè)年限等，對(duì)從業(yè)人員進(jìn)行條件和準(zhǔn)入的 規(guī)范.

1.3醫(yī)藥營(yíng)銷行業(yè)執(zhí)業(yè)人員注冊(cè)制度 國(guó)家對(duì)醫(yī)藥營(yíng)銷人員實(shí)行準(zhǔn)入制度，凡取得《中華人民共 和國(guó)醫(yī)藥營(yíng)銷執(zhí)業(yè)資格證書》的人員必須經(jīng)過注冊(cè)才能從事醫(yī) 藥營(yíng)銷活動(dòng)。對(duì)執(zhí)業(yè)資格注冊(cè)規(guī)定年限，在注冊(cè)有效屆滿需要 繼續(xù)從事醫(yī)藥營(yíng)銷活動(dòng)的，可按規(guī)定的程序換發(fā)新證書。對(duì)違 反相關(guān)規(guī)定的采取收回、注銷等手段規(guī)范醫(yī)藥營(yíng)銷人員執(zhí)業(yè)行 為.

2建立醫(yī)藥營(yíng)銷人員誠(chéng)信檔案體系 建立失信懲戒機(jī)制，提高醫(yī)藥營(yíng)銷人員失信成本，是醫(yī)藥 營(yíng)銷人員誠(chéng)信體系的重要一環(huán)。誠(chéng)信檔案，就是把醫(yī)藥營(yíng)銷人 員個(gè)人在履行職責(zé)和社會(huì)生活等方面的個(gè)人誠(chéng)信信息匯集起 來(lái)，進(jìn)行整理存儲(chǔ)，從而形成個(gè)人的誠(chéng)信資料。醫(yī)藥營(yíng)銷人員的 個(gè)人誠(chéng)信信息將與履行誠(chéng)信信息一起納入檔案記錄和考評(píng)范 圍。誠(chéng)信檔案主要由醫(yī)藥營(yíng)銷人員個(gè)人基本信息、履行職責(zé)誠(chéng) 信信息和社會(huì)誠(chéng)信信息3部分構(gòu)成，總的思路是以履職誠(chéng)信為 主、社會(huì)誠(chéng)信為輔。建立醫(yī)藥營(yíng)銷人員誠(chéng)信檔案應(yīng)由政府的專 門部門牽頭，組織有關(guān)部門收集、整理其誠(chéng)信信息，全面、準(zhǔn)確、 及時(shí)記錄醫(yī)藥營(yíng)銷人員的行為活動(dòng)。醫(yī)藥營(yíng)銷人員誠(chéng)信檔案對(duì) 加強(qiáng)醫(yī)藥營(yíng)銷人員誠(chéng)信建設(shè)有重要作用。在美國(guó)，某人一旦有 嚴(yán)重的誠(chéng)信缺失行為，就被記錄在案，他從事任何活動(dòng)都會(huì)受 到影響，可謂終生損失巨大[2]。西方發(fā)達(dá)國(guó)家的實(shí)踐證明，建立 個(gè)人誠(chéng)信檔案是一項(xiàng)約束個(gè)人行為及個(gè)人進(jìn)行自我約束的有 效制度。我國(guó)國(guó)內(nèi)一些地方政府也先后采取不同的措施和手段 在建設(shè)醫(yī)藥營(yíng)銷人員誠(chéng)信檔案方面進(jìn)行探索、實(shí)踐.

2.1醫(yī)藥營(yíng)銷人員誠(chéng)信檔案的構(gòu)成 醫(yī)藥營(yíng)銷人員誠(chéng)信檔案是醫(yī)藥營(yíng)銷行業(yè)信用的重要組成 部分。主要內(nèi)容包括：執(zhí)業(yè)人員基本情況、良好行為與不良行為 記錄、業(yè)績(jī)匯總、繼續(xù)教育情況、能力表現(xiàn)、投訴情況等.

2.2醫(yī)藥營(yíng)銷人員誠(chéng)信檔案的管理 隨著網(wǎng)絡(luò)的發(fā)展，可將醫(yī)藥營(yíng)銷人員誠(chéng)信檔案與有關(guān)部門 的信息系統(tǒng)互聯(lián)互通，從同業(yè)征信向聯(lián)合征信過渡，實(shí)現(xiàn)信息 共享，以更加全面地反映醫(yī)藥營(yíng)銷人員的誠(chéng)信狀況.

（1）管理原則。醫(yī)藥營(yíng)銷人員誠(chéng)信檔案按照“統(tǒng)一規(guī)劃、分 級(jí)建設(shè)、分步實(shí)施、信息共享”的原則進(jìn)行，逐步實(shí)現(xiàn)醫(yī)藥營(yíng)銷 行業(yè)誠(chéng)信檔案系統(tǒng)覆蓋全行業(yè)的目標(biāo)。各級(jí)醫(yī)藥營(yíng)銷行業(yè)主管 部門負(fù)責(zé)組織所轄區(qū)內(nèi)執(zhí)業(yè)人員誠(chéng)信檔案系統(tǒng)的建設(shè)和管理 工作.

（2）組織實(shí)施。食藥監(jiān)局組織建立一級(jí)執(zhí)業(yè)人員誠(chéng)信檔案 系統(tǒng)。各省食藥監(jiān)局負(fù)責(zé)一級(jí)執(zhí)業(yè)人員誠(chéng)信檔案的日常管理工 作，包括有關(guān)誠(chéng)信信息的征集、登記、審核、更新及管理等工作， 提供網(wǎng)上誠(chéng)信信息查詢服務(wù)；并負(fù)責(zé)起草相關(guān)的誠(chéng)信信息管理 制度，包括信息征集、使用和更新的規(guī)則與方法，信息公示的內(nèi) 容、范圍和保留時(shí)限，投訴信息的處理辦法等.

（3）信息采集。誠(chéng)信檔案信息依法從多種途徑采集，充分利 用現(xiàn)有信息資源，從政府部門、醫(yī)藥營(yíng)銷行業(yè)等多種途徑獲得， 并與機(jī)構(gòu)資質(zhì)、年檢制度及專業(yè)人員執(zhí)業(yè)資格注冊(cè)工作有機(jī)結(jié) 合。不良行為記錄，除要求醫(yī)藥營(yíng)銷行業(yè)自報(bào)外，各級(jí)食藥監(jiān)局 也應(yīng)及時(shí)報(bào)送醫(yī)藥營(yíng)銷人員的違法處理情況，醫(yī)藥營(yíng)銷人員誠(chéng) 信檔案將按規(guī)定予以公示.

醫(yī)藥營(yíng)銷人員獲省級(jí)表彰或榮譽(yù)稱號(hào)，也可作為良好行為 記錄載入執(zhí)業(yè)人員的誠(chéng)信檔案。良好行為記錄由醫(yī)藥營(yíng)銷行業(yè) 采集或執(zhí)業(yè)人員直接報(bào)送.

醫(yī)藥營(yíng)銷人員出現(xiàn)違反醫(yī)藥營(yíng)銷的相關(guān)法律、法規(guī)的行 為，并受到處罰的，即可將不良行為載入該執(zhí)業(yè)人員的誠(chéng)信檔 案。不良行為記錄以營(yíng)銷行業(yè)組織報(bào)送為主，記入檔案視情節(jié) 收回或注銷執(zhí)業(yè)資格證書.

（4）信息維護(hù)和更新。醫(yī)藥營(yíng)銷人員誠(chéng)信檔案是由政府組織建立的，由系統(tǒng)管理部門對(duì)信息進(jìn)行收集和更新。對(duì)涉及企 業(yè)商業(yè)秘密的信息要注意保密，實(shí)行授權(quán)查詢；未經(jīng)核實(shí)的信 息不得在網(wǎng)上公示；不良記錄在公示前，必須經(jīng)過嚴(yán)格的審核 批準(zhǔn)程序.

（5）投訴處理。醫(yī)藥營(yíng)銷人員誠(chéng)信檔案系統(tǒng)專門設(shè)立了網(wǎng) 上投訴欄目，社會(huì)公眾可以在網(wǎng)上對(duì)執(zhí)業(yè)人員違法、違紀(jì)行為 進(jìn)行投訴，社會(huì)公眾可按統(tǒng)一格式提交有關(guān)醫(yī)藥營(yíng)銷方面的投 訴。系統(tǒng)管理部門對(duì)收到的信息進(jìn)行登記、整理、分類，并根據(jù) 被投訴對(duì)象和投訴內(nèi)容，轉(zhuǎn)交有關(guān)行政部門進(jìn)行審核、處理，或 轉(zhuǎn)給被投訴機(jī)構(gòu)進(jìn)行處理。醫(yī)藥營(yíng)銷行業(yè)對(duì)系統(tǒng)管理部門轉(zhuǎn)去 的投訴在15天內(nèi)反饋意見。無(wú)正當(dāng)理由未按時(shí)反饋的，將在網(wǎng) 上公示投訴情況。此外，還要公示對(duì)違法、違規(guī)行為的

整改結(jié) 果。如要撤銷公示，須由被公示單位或人員申請(qǐng)，經(jīng)相關(guān)行政主 管部門同意，方可從網(wǎng)上撤銷；不良行為記錄分類在醫(yī)藥營(yíng)銷 人員誠(chéng)信檔案中保留一定期限.

（6）信息查詢。按照依法、合理保護(hù)企業(yè)商業(yè)秘密和分類、 分級(jí)管理原則，醫(yī)藥營(yíng)銷人員誠(chéng)信檔案可分為公示信息和授權(quán) 查詢信息兩大類.

2.3誠(chéng)信檔案管理的具體要求 （1）為了保證建立醫(yī)藥營(yíng)銷人員誠(chéng)信檔案工作的順利進(jìn)行， 需要有正確的理論作指導(dǎo)，要認(rèn)真總結(jié)檔案管理工作的經(jīng)驗(yàn).

此項(xiàng)任務(wù)是一個(gè)標(biāo)準(zhǔn)化的體系，在具體操作中，絕非一個(gè)檔案 部門所能承擔(dān)的，應(yīng)由醫(yī)藥營(yíng)銷人員管理部門來(lái)研究和牽頭運(yùn) 作，各相關(guān)部門相互配合，并且要有現(xiàn)代技術(shù)的支持。具體內(nèi)容 包括：個(gè)人誠(chéng)信信息的收集、登記、評(píng)價(jià)、考核和誠(chéng)信信息資源 的共享、誠(chéng)信檔案管理、誠(chéng)信等級(jí)認(rèn)證等.

（2）對(duì)醫(yī)藥營(yíng)銷人員誠(chéng)信信息的記錄采用以“0”為基準(zhǔn)的 正負(fù)分記錄方式，實(shí)行等級(jí)制，分優(yōu)秀、良好、一般、較差4個(gè)等 級(jí).

（3）保證醫(yī)藥營(yíng)銷人員個(gè)人誠(chéng)信檔案信息的公開、透明。信 息既向本人公開，也向廣大群眾公開，讓醫(yī)藥營(yíng)銷人員的誠(chéng)信 受到社會(huì)廣大群眾的監(jiān)督。有關(guān)授權(quán)單位和個(gè)人可以在規(guī)定范 圍內(nèi)查詢醫(yī)藥營(yíng)銷人員誠(chéng)信檔案，醫(yī)藥營(yíng)銷人員對(duì)有異議的個(gè) 人誠(chéng)信信息可以提出申請(qǐng)，誠(chéng)信檔案管理部門按照一定程序進(jìn) 行更正.

（4）要有針對(duì)性的對(duì)醫(yī)藥營(yíng)銷人員誠(chéng)信情況進(jìn)行跟蹤考察， 并將考察結(jié)果反饋給專門的誠(chéng)信檔案管理部門，使之能定期對(duì) 醫(yī)藥營(yíng)銷人員誠(chéng)信檔案信息進(jìn)行更新.

（5）在誠(chéng)信檔案中根據(jù)醫(yī)藥營(yíng)銷人員個(gè)人實(shí)際情況，追加 提示信息和警示信息。提示信息和警示信息可對(duì)出現(xiàn)非誠(chéng)信行 為傾向的醫(yī)藥營(yíng)銷人員起到提示和警示的作用.

以上探討建立我國(guó)醫(yī)藥營(yíng)銷人員執(zhí)業(yè)資格考試制度及從 業(yè)人員個(gè)人誠(chéng)信檔案制度的個(gè)人見解，主要是從政策層面規(guī)范 醫(yī)藥營(yíng)銷人員執(zhí)業(yè)行為，包括制定醫(yī)藥營(yíng)銷人員的準(zhǔn)入制度、 加強(qiáng)醫(yī)藥營(yíng)銷人員誠(chéng)信檔案的管理等。要全面提高醫(yī)藥營(yíng)銷人 員的執(zhí)業(yè)素質(zhì)，還應(yīng)加強(qiáng)其職業(yè)道德與職業(yè)修養(yǎng).

第2篇

關(guān)鍵詞：藥品；營(yíng)銷渠道；渠道聯(lián)盟

在中國(guó)的大部分藥品營(yíng)銷渠道中，藥品制造商、批發(fā)商和零售商之間是一種松散的合作關(guān)系，各自為政，各行其是，每個(gè)渠道成員都追求自己的利潤(rùn)最大化，整個(gè)渠道效率低下。在當(dāng)前激烈的市場(chǎng)競(jìng)爭(zhēng)中，醫(yī)藥企業(yè)僅靠自身力量與競(jìng)爭(zhēng)對(duì)手單打獨(dú)斗已經(jīng)很難取勝，因此，醫(yī)藥企業(yè)要通過制度的創(chuàng)新，與中間商的密切合作，形成渠道聯(lián)盟，鍛造供銷價(jià)值鏈，以獲得競(jìng)爭(zhēng)優(yōu)勢(shì)。本文將新制度經(jīng)濟(jì)學(xué)的相關(guān)理論應(yīng)用于藥品營(yíng)銷渠道的研究中，對(duì)藥品營(yíng)銷渠道的制度創(chuàng)新進(jìn)行探討。

一、渠道聯(lián)盟是一種新的制度安排

新制度經(jīng)濟(jì)學(xué)發(fā)端于科斯，科斯在1937年發(fā)表的《企業(yè)的性質(zhì)》一文中認(rèn)為，“企業(yè)與市場(chǎng)是經(jīng)濟(jì)組織制度的兩極”。科斯引入交易成本作為分析工具，認(rèn)為企業(yè)選擇不同制度安排的基本依據(jù)是交易成本。企業(yè)和市場(chǎng)在資源配置中都有其運(yùn)行的成本，企業(yè)存在內(nèi)部管理成本，而市場(chǎng)則存在交易成本。如果利用市場(chǎng)方式協(xié)調(diào)組織間關(guān)系的交易成本大于利用一體化組織的內(nèi)部管理成本時(shí)，為了減少交易成本，就會(huì)出現(xiàn)一體化的企業(yè)，反之，則傾向于市場(chǎng)這一制度安排。企業(yè)和市場(chǎng)這兩種制度安排可以互相替代。

威廉姆森認(rèn)為，企業(yè)進(jìn)行不同制度安排的目的在于使生產(chǎn)成本和交易成本最小化，各種制度的安排與經(jīng)濟(jì)績(jī)效之間存在一定的關(guān)系。他運(yùn)用了交易成本這一分析工具，從非確定性、交易頻率和資產(chǎn)專用性這三個(gè)維度變量進(jìn)行論證并發(fā)展了科斯的企業(yè)理論。他認(rèn)為，市場(chǎng)的出現(xiàn)是不確定性小、交易頻率和資產(chǎn)專用性低的結(jié)果，而當(dāng)這些變量均處于高水平時(shí)，企業(yè)成為了有效的協(xié)調(diào)方式。在市場(chǎng)與企業(yè)之間，還存在著一些中間組織形態(tài)。隨后，拉森認(rèn)為在市場(chǎng)和企業(yè)之間還存在著雙邊、多邊和混合的中間組織的交易形式，提出了“三極制度框架”，即市場(chǎng)—網(wǎng)絡(luò)組織—企業(yè)，并綜合了斯密和錢德勒將市場(chǎng)與企業(yè)隱喻為“看不見的手”與“看得見的手”的觀點(diǎn)，將網(wǎng)絡(luò)組織稱為“握手”，網(wǎng)絡(luò)組織也隨之成為企業(yè)間經(jīng)濟(jì)活動(dòng)的一種制度安排。目前，關(guān)于網(wǎng)絡(luò)組織還沒有統(tǒng)一的定義，網(wǎng)絡(luò)組織的含義比較廣泛，包含了各組織間以合作關(guān)系構(gòu)成的各種群體。其中，戰(zhàn)略聯(lián)盟是網(wǎng)絡(luò)組織中比較常見的一種形式，邁克爾·波特認(rèn)為，“聯(lián)盟是指企業(yè)之間進(jìn)行長(zhǎng)期合作，它超越了正常的市場(chǎng)交易但又未達(dá)到合并的程度。聯(lián)盟的方式包括技術(shù)許可生產(chǎn)、供應(yīng)協(xié)定、營(yíng)銷協(xié)定和合資企業(yè)。聯(lián)盟無(wú)須擴(kuò)大企業(yè)規(guī)模而可以擴(kuò)展企業(yè)市場(chǎng)邊界”。而渠道戰(zhàn)略聯(lián)盟就是制造商與中間商之間的一種合作形式，也屬于協(xié)調(diào)組織之間經(jīng)濟(jì)活動(dòng)的一種制度安排。

從渠道理論的發(fā)展來(lái)看，在經(jīng)歷了20世紀(jì)初以效率和效益為重心對(duì)渠道結(jié)構(gòu)的研究，以及20世紀(jì)60年代以權(quán)力和沖突為主對(duì)渠道行為的研究之后，以聯(lián)盟為主題來(lái)研究渠道關(guān)系成為渠道理論研究的重點(diǎn)。西方營(yíng)銷學(xué)者們認(rèn)為，由于營(yíng)銷渠道是一個(gè)聯(lián)合體，各成員為實(shí)現(xiàn)自身的目標(biāo)，存在著利益之爭(zhēng)，渠道成員間合作常以失敗而告終，為此渠道戰(zhàn)略聯(lián)盟等關(guān)系形式應(yīng)運(yùn)而生，建立渠道聯(lián)盟能夠解決渠道內(nèi)和渠道所面臨的一些問題，并使各成員獲得更多利潤(rùn)，增強(qiáng)他們?cè)谑袌?chǎng)中的競(jìng)爭(zhēng)優(yōu)勢(shì)。20世紀(jì)90年代以后，以?shī)W德森、顧萊惕、貝克爾和斯特恩為代表一些西方營(yíng)銷學(xué)家對(duì)渠道關(guān)系和渠道聯(lián)盟進(jìn)行了研究，其研究認(rèn)為，企業(yè)應(yīng)選擇具有互補(bǔ)能力的企業(yè)作為建立聯(lián)盟的對(duì)象，因?yàn)榍莱蓡T能從聯(lián)盟中獲取更多利潤(rùn)并保持持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)，所以不同渠道層次的成員應(yīng)努力構(gòu)建和增進(jìn)渠道內(nèi)的聯(lián)盟，渠道聯(lián)盟的實(shí)質(zhì)是承諾和信任。渠道聯(lián)盟正在成為渠道創(chuàng)新的方向。因此，本文認(rèn)為，在藥品營(yíng)銷渠道中，從制度層面進(jìn)行創(chuàng)新主要是構(gòu)建藥品渠道聯(lián)盟，企業(yè)可以建立橫向渠道聯(lián)盟和縱向渠道聯(lián)盟。

二、建立藥品渠道聯(lián)盟

第3篇

【關(guān)鍵詞】改革穩(wěn)定；管理滯后；營(yíng)銷問題及解決

隨著改革開放，經(jīng)濟(jì)制度的不斷改革，電力企業(yè)自負(fù)盈虧的政策出臺(tái)后，對(duì)于縣級(jí)供電企業(yè)而言，電力營(yíng)銷管理是必要的管理手段，涉及到電力企業(yè)的生存和發(fā)展。提高電力營(yíng)銷管理水平，對(duì)于提高企業(yè)的經(jīng)濟(jì)效益具有重要作用。因此，本文針對(duì)電力營(yíng)銷進(jìn)行探討。

一、對(duì)制約供電營(yíng)銷方面存在的問題進(jìn)行探討

落后的電網(wǎng)設(shè)備是供電企業(yè)營(yíng)銷裹足不前的一個(gè)主要原因；體制改革不盡快切中要害，延誤了企業(yè)經(jīng)營(yíng)實(shí)體的形成，影響了企業(yè)的發(fā)展和效益的提高；營(yíng)銷管理粗放，手段單一，是企業(yè)開拓市場(chǎng)不足、缺乏竟?fàn)幜Φ闹饕颍粻I(yíng)銷配電管理自動(dòng)化水平低、科技含量少，新技術(shù)、新產(chǎn)品的應(yīng)用率不高，致使運(yùn)營(yíng)管理成本高，勞動(dòng)生產(chǎn)率低，效益不高的主要原因；以及人員安于現(xiàn)狀，無(wú)竟?fàn)幰庾R(shí)、風(fēng)險(xiǎn)意識(shí)和危機(jī)意識(shí)，仍然存在著計(jì)劃經(jīng)濟(jì)體制下形成壟斷經(jīng)營(yíng)管理的優(yōu)越感，小富即安，觀念陳舊、行政管理不適應(yīng)市場(chǎng)發(fā)展的要求等。

二、營(yíng)銷制度改進(jìn)措施

（一）改革前企業(yè)組織管理模式概述。生產(chǎn)技術(shù)部為職能部室，主要負(fù)責(zé)主網(wǎng)的生產(chǎn)技術(shù)管理，下設(shè)有調(diào)度室、變電工區(qū)、檢修工區(qū)、三個(gè)地區(qū)性供電所共6個(gè)二級(jí)機(jī)構(gòu)，負(fù)責(zé)管轄區(qū)域內(nèi)輸、變、配設(shè)備的運(yùn)行檢修等工作；變電工區(qū)同時(shí)承擔(dān)了屬地110kV變電站運(yùn)行代管的職責(zé)。營(yíng)銷部為職能部室，主要負(fù)責(zé)電力營(yíng)銷和低壓配網(wǎng)管理，下設(shè)電力客戶服務(wù)中心（電費(fèi)管理中心）、農(nóng)電工區(qū)2個(gè)二級(jí)機(jī)構(gòu)。電力客戶服務(wù)中心負(fù)責(zé)所轄區(qū)域內(nèi)用戶的營(yíng)銷業(yè)務(wù)工作；農(nóng)電工區(qū)及下屬11個(gè)供電營(yíng)業(yè)所承擔(dān)農(nóng)村綜合變0.4千伏及以下用電營(yíng)銷、低壓配電網(wǎng)的運(yùn)行維護(hù)等工作。

（二）措施，加強(qiáng)營(yíng)銷管理，挖掘內(nèi)部潛力，為拓展電力市場(chǎng)奠定基礎(chǔ)。

1. 要從重生產(chǎn)管理轉(zhuǎn)變到重經(jīng)營(yíng)管理。電力企業(yè)同其它企業(yè)一樣，把追求利潤(rùn)的最大化作為企業(yè)經(jīng)營(yíng)目標(biāo)。不能為了生產(chǎn)而生產(chǎn)，為了安全而安全，不論是生產(chǎn)管理還是經(jīng)營(yíng)管理，都是手段而不是目的。所以，要從營(yíng)銷、資本、資金管理等方面采取有利于提高企業(yè)經(jīng)濟(jì)效益的管理方法和激勵(lì)約束機(jī)制，全方位地開展經(jīng)營(yíng)管理。

2. 有必要進(jìn)行用電行業(yè)的重新分類，我國(guó)現(xiàn)行用電分類是1976年頒布的，目前執(zhí)行過程中與電力市場(chǎng)的發(fā)展極不適應(yīng)，因?yàn)楫a(chǎn)業(yè)層出不窮，原行業(yè)經(jīng)過多年發(fā)展演變、改革重組，與原來(lái)的用電分類不相吻合，應(yīng)盡快進(jìn)行合理科學(xué)的行業(yè)分類，作為科學(xué)定價(jià)和市場(chǎng)營(yíng)銷的依據(jù)。

3. 發(fā)揮價(jià)格杠桿作用，優(yōu)化資源配置。在原電價(jià)體系中，政策性分類電價(jià)比重太大，兩部制電價(jià)中基本電價(jià)比重偏小，且實(shí)施范圍小，造成電力部門投資回收周期長(zhǎng)。為體現(xiàn)公平、合理分?jǐn)傠娏Τ杀荆茖W(xué)定價(jià)，并且本著國(guó)家有利、企業(yè)有益、客戶滿意的原則，在電價(jià)執(zhí)行中發(fā)揮彈性杠桿作用。在國(guó)家宏觀調(diào)控指導(dǎo)下和當(dāng)?shù)匚飪r(jià)部門的監(jiān)管下，適當(dāng)?shù)赜善髽I(yè)靈活執(zhí)行，有益于促銷。

4. 注重做好企業(yè)基礎(chǔ)工作。客戶報(bào)裝接電、建卡立戶，日常的抄表、收費(fèi)，計(jì)量監(jiān)督、檢查，是供電企業(yè)營(yíng)銷工作內(nèi)部完成的一些具體內(nèi)容。往往由于這些日常工作不慎重，給企業(yè)造成經(jīng)濟(jì)損失，形象聲譽(yù)受損，甚至發(fā)生營(yíng)業(yè)事故，與客戶產(chǎn)生糾紛。所以，要抓好管理，苦練內(nèi)功，嚴(yán)格規(guī)章制度的執(zhí)行，杜絕事故，減少差錯(cuò)，形成高效的服務(wù)，增強(qiáng)客戶對(duì)企業(yè)的信任感。

（三）規(guī)范服務(wù)，營(yíng)造出供電企業(yè)營(yíng)銷的新概念。

1. 必要的廣告是供電企業(yè)和客戶溝通的橋梁，特別是公益性廣告作為供電企業(yè)應(yīng)多投入。如：就安全用電、合理經(jīng)濟(jì)用電、電力設(shè)施的保護(hù)，結(jié)合兩改一同價(jià)工作做一些公益宣傳。

2. 供電企業(yè)建立電力需求引導(dǎo)展廳。主要開展用電咨詢服務(wù)，可就用電如何規(guī)劃、如何安裝、日常維護(hù)注意哪些問題等介紹給客戶；開展電力產(chǎn)品及電器產(chǎn)品演示、展銷，假冒劣質(zhì)產(chǎn)品陳列等，給客戶提供電力銷售全方位、多視角的咨詢、服務(wù)。

3. 取消用電申請(qǐng)，將電力客戶與供電企業(yè)的供需關(guān)系完全平等起來(lái)，擺正服務(wù)與被服務(wù)的關(guān)系，真正做到客戶一個(gè)電話，剩下的事由我們來(lái)做的服務(wù)。

4. 免費(fèi)給客戶提供用電規(guī)劃、設(shè)計(jì)、材料計(jì)劃、資金預(yù)算等服務(wù)。

做好以上幾點(diǎn)的同時(shí)，企業(yè)的營(yíng)銷服務(wù)一定要規(guī)范，包括機(jī)構(gòu)的設(shè)置，規(guī)章制度的建立，人員的行為以及舉止用語(yǔ)等，樹立起一個(gè)全新的企業(yè)形象。

（四）應(yīng)用新技術(shù)，實(shí)現(xiàn)營(yíng)銷現(xiàn)代化管理，降低成本，提高效益。電力工業(yè)做為技術(shù)密集型產(chǎn)業(yè)，科技含量較高，然而供電企業(yè)在配網(wǎng)的管理方面仍然較為落后，開關(guān)跳閘、線路短路、接地等故障判斷查尋，還很原始，開關(guān)刀閘的投切、運(yùn)行方式的變更還需人工現(xiàn)場(chǎng)操作。營(yíng)業(yè)抄表人員仍要拿著表卡走訪千家萬(wàn)戶。工作效率低，運(yùn)行成本高，經(jīng)營(yíng)損耗大，是縣供電企業(yè)效益差的主要原因。在近年的農(nóng)網(wǎng)改造工程中，采用的新技術(shù)、新產(chǎn)品還是很少，科技應(yīng)用沒有滲透其中，建議能否考慮首先從縣城配網(wǎng)開始逐步推廣，加大科技投入，推廣和應(yīng)用先進(jìn)的營(yíng)銷管理手段。

五、夯實(shí)生產(chǎn)經(jīng)營(yíng)基礎(chǔ)建設(shè)，強(qiáng)化營(yíng)銷信息監(jiān)控管理

加強(qiáng)供電生產(chǎn)經(jīng)營(yíng)管理基礎(chǔ)工作的重點(diǎn)主要在基層。基層是供電生產(chǎn)經(jīng)營(yíng)管理工作的重要載體，其工作水平的高低直接影響供電管理整體工作水平的質(zhì)量。縣級(jí)供電企業(yè)領(lǐng)導(dǎo)對(duì)此要予以高度重視，切實(shí)加強(qiáng)對(duì)供電生產(chǎn)經(jīng)營(yíng)管理基礎(chǔ)工作的組織領(lǐng)導(dǎo)，下大力氣，長(zhǎng)抓不懈。以求真務(wù)實(shí)的工作作風(fēng)、科學(xué)嚴(yán)謹(jǐn)?shù)墓ぷ鲬B(tài)度，深入細(xì)致地開展工作，把供電生產(chǎn)經(jīng)營(yíng)管理基礎(chǔ)工作扎扎實(shí)實(shí)做好。

（六）堅(jiān)持依法治企，全面提升服務(wù)水平。依法治企的首要和根本問題就是供用電雙方的關(guān)系問題，是生產(chǎn)經(jīng)營(yíng)管理的基礎(chǔ)和前提。貫徹落實(shí)依法治企，要從觀念、機(jī)制、環(huán)境三個(gè)方面入手，從根本上進(jìn)一步鞏固依法治企成果，優(yōu)化供電服務(wù)。強(qiáng)化意識(shí)。牢固樹立依法治企觀念，始終堅(jiān)持“有法必依，管理必嚴(yán)、違法必究”的治企原則，堅(jiān)持“內(nèi)外并舉、重在治內(nèi)，以內(nèi)促外”的工作方針。健全機(jī)制。努力構(gòu)建科學(xué)、嚴(yán)密、高效、規(guī)范的生產(chǎn)經(jīng)營(yíng)新機(jī)制，不斷提高管理水平。營(yíng)造氛圍。認(rèn)真落實(shí)“加強(qiáng)咨詢輔導(dǎo)，優(yōu)化辦電服務(wù)，全面落實(shí)公開辦電”等規(guī)定外。

三、措施整體思路

現(xiàn)代經(jīng)濟(jì)發(fā)展方式方式既要求從粗放型增長(zhǎng)轉(zhuǎn)變?yōu)榧s型增長(zhǎng)，又要求從通常的增長(zhǎng)轉(zhuǎn)變?yōu)槿妗f(xié)調(diào)、可持續(xù)的發(fā)展。電力發(fā)展也是一樣。

因此，電力營(yíng)銷以“管理集約化、機(jī)構(gòu)扁平化、作業(yè)專業(yè)化”為原則，結(jié)合企業(yè)實(shí)際，對(duì)全局生產(chǎn)、營(yíng)銷組織模式進(jìn)行優(yōu)化和整合，變革組織模式，以構(gòu)建功能合理、整體協(xié)調(diào)、運(yùn)轉(zhuǎn)高效的組織體系。

四、結(jié)語(yǔ)

近年來(lái)，縣級(jí)供電企業(yè)基礎(chǔ)管理工作雖然取得了較好的成績(jī)，但實(shí)際工作中其存在的弊端也日益暴露出來(lái)。隨著“三集五大”運(yùn)行機(jī)制改革及SG186營(yíng)銷系統(tǒng)上線運(yùn)行，供電企業(yè)必須扎扎實(shí)實(shí)做好基礎(chǔ)管理和基層建設(shè)，把各項(xiàng)供電管理工作落到實(shí)處。如何審時(shí)度勢(shì)，提高認(rèn)識(shí)，明確目標(biāo)和要求，促進(jìn)整個(gè)供電管理工作再上新臺(tái)階。

參考文獻(xiàn)：

第4篇

［摘要］營(yíng)銷渠道研究是營(yíng)銷研究的一個(gè)重要組成部分。隨著市場(chǎng)中競(jìng)爭(zhēng)性環(huán)境的變化以及營(yíng)銷理論的發(fā)展，營(yíng)銷渠道研究的關(guān)注點(diǎn)從強(qiáng)調(diào)效率和利益轉(zhuǎn)向強(qiáng)調(diào)權(quán)力和沖突，進(jìn)而轉(zhuǎn)向聯(lián)網(wǎng)以及關(guān)系和聯(lián)盟。在研究渠道治理過程方面，以往的營(yíng)銷渠道研究大多采用以效率為基礎(chǔ)的任務(wù)環(huán)境視角，而在很大程度上忽視了以合理性為基礎(chǔ)的制度環(huán)境方法。本文提出，營(yíng)銷渠道從本質(zhì)上說(shuō)是一種制度安排和跨組織關(guān)系。因此，企業(yè)在治理營(yíng)銷渠道時(shí)，必須關(guān)注其決策和行為的接受度與認(rèn)可度。本文先是回顧了營(yíng)銷渠道治理和跨組織關(guān)系方面的理論與研究，進(jìn)而從中吸收有價(jià)值的觀點(diǎn)，提出了理論框架和一些命題，并通過兩則案例研究進(jìn)行解釋和檢驗(yàn)。

［Key words］Marketing Channels ;Inter-Organizational Power；The In stitutional Environment

［關(guān)鍵詞］營(yíng)銷渠道；跨組織能力；制度環(huán)境

［中圖分類號(hào)］F712［文獻(xiàn)標(biāo)識(shí)碼］A［文章編號(hào)］1005-6432（2014）5-0008-10

1INTRODUCTION

Wilkinson(2001)divides studies about marketing channels into three stages：channel structures，channel behaviors，and channel relationships.In the first stage，researchers tried to find out ways of optimizing the efficiencies and benefits of managing marketing channels.In the second stage，researchers tried to unveil the power and conflict between channel members.In the third stage，researchers tried to find out ways of reducing or eliminating opportunistic behaviors through mutual commitment and honest.Actually，some scholars had begun to study marketing channels from the perspective of network governance.

In most of these studies，many scholars have used the political economy framework(Achrol，Reve and Stern，1983；Frazier，1999；Hutt，Mokwa and Shapiro，1986，Stern and Reve，1980).Scholars implicitly have ascribed active choice behavior to channel members while stressing efficiency in governing channel relationships.They have considered the implications of environmental uncertainty or dependence on environmental resources for dyadic channel relationships(such as conflicts and cooperation，Dwyer，Schurr and Oh，1987)，power balances(such as power-dependence relationships，F(xiàn)razier，1983)，and relationships with entities outside the dyads(such as regulators and other actors，Dutta，Heide and Bergen，1999)from traditional economic efficiency perspectives.In the process，scholars have largely overlooked the ubiquitous influences of the institutional environments and how inter-organizational relationships such as marketing channels are embedded in the larger social context(Granovetter，1985；Grewal & Dharwadkar，2002).Recent advances in organization theory suggest that organizations strive for both economic fitness，which emphasizes the competition for scarce resources and underscores the importance of the task environment，and social fitness，which stresses the pursuit of legitimacy in the eyes of important societal stakeholders and pinpoint the significance of the institutional environment.

The term governance has been broadly defined as a “mode of organizing transactions”(Williamson and Ouchi，1981).A more precise delineation was offered by Palay(1984)，who defines it as “a shorthand expression of the institutional framework in which contracts are initiated，negotiated，monitored，modified and terminated.” Heide(1994)states that governance is a multidimensional phenomenon that encompasses the initiation，termination and ongoing relationship maintenance between a set of parties.

In this paper，the authors propose that marketing channels are inter-organizational relationships in the nature.When companies are governing marketing channels，they are actually governing inter-organizational relationships.This is an institutional process.The primary measuring standard of the governing effects is legitimacy，but not the traditional efficiency.

2THEORETICAL BACKGROUNDS AND MODELInstitutional theory holds that a companys institutional environment is made up of the norms and values of its stakeholders，which include customers，investors，guilds，trustee councils，governments，and partners.According to institutional theory，a company adopts some structure，behavior or process to satisfy other stakeholders.This behavior of seeking external recognition is the result of the institutional environments influence.Therefore，legitimacy becomes a key concept in institutional theory.

Suchman(1995)“a generalized assumption or perception of the actions of an entity are desirable，proper，and appropriate within some socially constructed norms，values，beliefs and definitions.” Legitimacy requires companies behaviors to be consistent with public cognition and emotional expectations.That is，companies will adopt those structures，behaviors，and processes that are considered as effective，appropriate，and popular.Accordingly，companies are not rationally pursuing efficiency but conforming to external rules and norms，so as to make their behaviors be accepted，understood，and recognized by other stakeholders.Therefore，gaining legitimacy is of great importance to companies that operate within the institutional environment.In order to gain legitimacy，many aspects of organizational structures and behaviors are designed and performed to be accepted by the institutional environment but not to pursue efficiency.

Marketing channels governance is a part of a companys operations.The decisions，behaviors，and processes of governing channels must be consistent with the companys strategy.They all have to be accepted，understood，and recognized by other stakeholders.This is an institutionalized process.Therefore，gaining legitimacy of their channel-governing decisions，behaviors，and processes is also of great importance.Market channel wont be one of the sources of sustained competitive advantages if the decisions，behaviors，and process are not legitimate.

2.1Inter-Organizational Studies

Inter-Organizational institutions

Institutional theory insists that we should study organizations environments so as to better study and understand companies behaviors and explain organizational phenomena(Meyer & Rowen，1977).Institutional theory divides environments into institutional environments and task environment，which have different influence on anizations should take into account the task environment and the institutional environment as well，since organizations are always influenced by the institutional environments and they are institutionalized organizations.Institutional theory stresses that organizations are able to take initiatives to change their environments so as to better survive and develop.According to institutional theory，a company is operating within a social framework of norms and values.Their economic behaviors are constrained by technology，information，income，and social constructs as well.Being consistent with social expectations is beneficial to their survival and successes(Baum and Oliver，1991；Carroll and Hannan，1989；DiMaggio and Powell，1983；Oliver，1991).Organizations improve their legitimacy，resources，and surviving capabilities through following up so as to gain benefits.

2.2Inter-Organizational Imitations

Inter-organizational imitation of practices and structures plays a central role in several theories of organizational actions(Haunschild，1993).For example，theories of organizational learning argue that organizations copy other organizations，letting others absorb the costs of experimentation or discovery(Dutton & Freedman，1985；Levitt & March，1988；Lant & Mezias，1990).Strategic choice theories suggest that imitation can be a strategic response to competitor activities，so second-movers take the advantages of the fact that the risks associated with product development have been absorbed by first-movers(Lieberman & Montgomery，1988).Institutionalization theory argues that organizations copy practices that adopted by others in an effort to gain legitimacy(DiMaggio & Powell，1983).

It is self-evident that inter-organizational imitations are of great importance.But how do organizations imitate？ Haunschild & Miner(1997)indicate three modes of inter-organizational imitation，including frequency-based imitation，trait-based imitation，and outcome-based imitation.With frequency-based imitation，organizations tend to imitate actions that have been taken by large numbers of other organizations.Several theoretical rationales have been marshaled to support frequency imitation，and considerable empirical evidence documents its occurrence.According to early institutionalresearch，firms adopt practices and structures that many other firms have adopted because when many firms adopt a practice，the legitimacy of that practice is enhanced(Tolbert and Zucker，1983；DiMaggio and Powell，1983).This effect can occur because the desire for legitimacy leads firms to adopt legitimate practices(Meyer and Rowan，1977).In trait-based imitation，organizations may also selectively imitate practices that have been used by some subset of other organizations.Arguments for trail imitation have generally emphasized the importance of social processes.Early institutional theorists(e.g.，DiMaggio and Powell，1983)suggested that firms adopt the practices of “l(fā)egitimate” organizations and that legitimacy is inferred from traits like large size and anizations may also seek to acquire status by imitating higher-status organizations(Fombrun and Shanley，1990)，which are usually large and successful.With outcome-based imitation，organizations use the outcomes that occur after other organizations use a practice or structure to determine whether they should adopt.Thus，neither the number nor the characteristics of others doing practice “A” is important.Instead，it is the apparent outcomes that occur after other organizations do “A” that determines whether “A” will be imitated.Practices or structures that produced positive outcomes for others will be imitated；those that produced negative outcomes will be avoided.Selective imitation does not arise from features of other users but from perceived consequences of the panies are not limited to only one of the three modes.During the competition，the imitation mode they will apply varies with their competitors and decisions.

2.3Inter-Organizational Power and Dependence

The most comprehensive theoretical statement on inter-organizational power and dependence was a 1978 book by Pfeffer and Salancik，which presented a detailed theoretical discussion as well as the results of a number of the authors earlier empirical works.Pfeffer and Salancik began with four key premises：organizations are first and foremost concerned with survival；in order to survive they require resources which they cannot generate internally；as a consequence，organizations must interact with elements in the environment on which they are depend，which often include other organizations；survival is therefore based on an organizations manage its relations with other organizations.Because organizations depend on elements in their environment for resources，those groups can make claims on them，and organizations may find themselves attempting to satisfy the concerns of these environmental constituencies.According to Pfeffer and Salancik，there are three crucial factors that determine to which one organization depends on another：the importance of the resource to the organizations survival，the extent to which a particular group inside or outside the organization has access to or discretion over use of the resource，and the extent to which alternative sources of the resource exist.

One important feature of Pfeffer and Salanciks discussion is their point that dependence can be mutual.Just as one organization can depend on another，two organizations can simultaneously depend on each other.Power becomes unequal when one organizations dependence exceeds the others.

3CONCLUSION

In order to survive organizations should first be recognized by other organizations or stakeholders.That means they should acquire legitimacy first.Only after acquiring legitimacy can organizations create efficiency through operating resources they obtained from their interaction with the task environment and facilitate organizations sustained development.Therefore，organizations should first consider the legitimacy of their decisions，behaviors，and processes in their operations，and then pursue efficiency.In this way，organizations can survive and develop in the long run.

Since late 1990s，some scholars have begun to elaborate and argue the institutional environments influences(Handelman and Arnold，1999；Homburg，Workman，and Krohmer，1999；McFarland，Bloodgood，and Payan，2004).Grewal and Dharwadkar(2002)indicate that the institutional environment influences the channel attitudes，behaviors，processes，and structures.They proposed a theoretical framework and logic for studying the institutional environments influence on dyadic channel relationships.They developed three institutional processes(regulating，validating，and habitualizing)and their underlying mechanisms according to the various attributes of the institutions and legitimacies，and elaborate on how these processes might influence channel relationships.Reacting to Grewal and Dharwadkars calling for empirical studies on the institutional environment in marketing channels，McFarland，Bloodgood，and Payan(2004)applied institutional theory to examine channel reaction behaviors in supply chains，attempting to explain why fellow channel members imitate one anothers behaviors.The study explains how the institutional environment influence channel behaviors and processes.They argued that institutional isomorphism can provide a rationale for the take-for-granted channel behaviors，which are not able to be explained with economic rationality.

FIGURE 1ORGANIZATIONS SURVIVAL AND DEVELOPMENT

INSTITUTIONAL PERSPECTIVES ON MARKETING CHANNEL GOVERNANCE

In order to study the roles of the institutional environment in marketing channels，we should first know what the institutional environment in marketing channels is.Based on institutional theory(Meyer & Rowan，1977；DiMaggio & Powell，1983；Scott，1987)，we divide institutions into regulatory institutions，normative institutions，and cognitive institutions.We can describe the rules，expectations，and habitual behaviors by dividing the three institutions(Scott & Meyer，1983).But the power and acting space the organizations get are double-edged and locked-in.On the one hand，organizations must conform to rules，expectations，and habitual behaviors required by the institutional environment，which might be a constraint.On the other hand，organizations can tactically use the institutional environment as a resource and an entry barrier as well.Therefore，the institutional environment might be an extraordinary competitive advantage.

3.1Legitimacy in Marketing Channels

In the past decades，sociologists have offered a number of definitions of legitimacy.Pfeffer and his colleagues stressed that legitimacy is an evaluation，but highlighted cultural conformity rather than overt self-justification(Downing & Pfeffer，1975；Pfeffer，1981；Pfeffer & Salancik，1978).In this view，legitimacy connotes “congruence between the social values associated with or implied by organizational activities and the norms of acceptable behavior in the larger social context”(Downing & Pfeffer，1975).Meyer and Scott(Meyer & Scott，1983；Scott，1991)also considered legitimacy as stemming from congruence between the organization and its cultural environment.However，they focused more on the cognitive than the evaluative side(Suchman，1995).Organizations are legitimate when they are understandable，rather than they are desirable.“Organizational legitimacy refers to the extent to which the array of established cultural accounts provide explanations for an organizations existence”(Meyer & Scott，1983b:201；DiMaggio & Powell，1991).Suchmans definition of legitimacy includes the both aspects.He defines legitimacy as “a generalized perception or assumption that the actions of an entity are desirable，proper，or appropriate within some social constructed system of norms，values，attitudes，and definitions”(Suchman，1995).

Our definition of legitimacy in channel governance is based on Suchmans definition.We define channel governance legitimacy as “the extent to which the decisions，behaviors，and processes are accepted and recognized by other stakeholders when they are governing inter-organizational relationships in channels”.

The institutional environment requires legitimate behaviors，so managing legitimacy is of great importance.We argue that managing legitimacy is a dynamic and continuous process(figure 2)，including gaining legitimacy，maintaining legitimacy，and repairing legitimacy(Suchman，1995).Besides，the gained legitimacies are not always effective，since they have lives.When one kind of legitimacy can not satisfy the organizations demand for surviving and developing or a new legitimacy is needed，the organization will begin a new process.Therefore，legitimacy managing is a dynamic and loop process.

FIGURE 2THE DYNAMIC PROCESS OF

MANAGING LEGITIMACY

When evaluating effectiveness and performance of a companys channels structures，behaviors，and processes，we should consider both efficiency，which is influenced by the task environment，and legitimacy that is stressed by institutional theory.An organizations demand for legitimacy is bigger than that for efficiency.Efficiency is only guaranteed in the long run after the organization has gained legitimacy.We can completely understand and explain the process of forming and implementing decisions and explain the problems organizations encounter in channel governance through combining efficiency and legitimacy.The ultimate goal of organizations is not to pursue legitimacy and efficiency，but to gain sustained competitive advantages so as to ensure long-term survival and development(figure 3).

FIGURE 3THE PROCESS OF GAINING SUSTAINED

COMPETITIVE ADVANTAGES

Based on the above discussions，we propose proposition 1 and proposition 2.

H1：Organizations channel governance decisions，behaviors，and processes are embedded in specific institutional environment.The judging standard of channel governance is the extent to which the decisions，behaviors，and processes are accepted and recognized by other stakeholders.The extent determines the possibility of gaining efficiency.

H2：Managing Legitimacy is a dynamic process，during which organizations will apply different strategies to gain，maintain，and repair legitimacy soas to make the extent to which their decisions，behaviors，and processes are accepted and recognized become higher and higher(figure.4).

FIGURE 4JUDGING STANDARD AND OBJECTIVE

OF CHANNEL GOVERNANCE

CHANNEL GOVERNANCE MODEL AND STRATEGY MATRIX

3.2Theoretical Model

Channel governance is a kind of inter-organizational relationship governance in the nature.The fundamental objective of channel governance is to make marketing channel be one of the sources of organizations sustained competitive advantages so as to ensure their long-term survival and development.In order to survive，organizations need to gain efficiency.But it is of more importance that their strategies and behaviors should be anizations should consider long-term benefits as their ultimate objective when they are governing marketing channels.This requires them to apply different governing mechanisms to obtain legitimacy and efficiency.Guo(Guo，Zhan，Hou，Zhou，and Xiao，2004)argued that the sustained competitive advantages gained from channel governance should not only be measured by efficiency，but also be measured by the legitimacy of strategies and behaviors.They expressed the standard as “channel governance efficacy”(figure 5).

FIGURE 5THEORETICAL MODEL FOR CHANNEL GOVERNANCEAll companies are institutionalized ones，whose channel governance decisions and practices are influenced by both the institutional environment and the task environment.With regard to marketing channel governance，the task environment is highly related to uncertainties and dependence an organization encounters，while the institutional environment has an impact on the legitimacy of its decisions，strategies，and practices.Managers should first take into account the demands of both the institutional environment and the task environment when they are governing marketing channels.Then they decide the channel structures and choose appropriate governing mechanisms and strategies to gain legitimacy and efficiency.In the end，they will achieve high channel governance efficacy，making marketing channel a real source of sustained competitive advantages.

Managers should not attempt to reduce uncertainties and dependence at the expense of legitimacy.When managers are trying to increase legitimacy，they are actually reducing the uncertainties and dependence at the same time.Therefore，strategically speaking，managers should reduce uncertainties and dependence in market channels during the institutionalized process of channel governance.

H3：Companies first pursue the legitimacy of channel governance decisions，behaviors，and processes.The higher the legitimacy is，the higher is the possibility of achieving high efficiency.

3.3Channel Governance Strategy Matrix

It may lead to misunderstanding by separate the task environment from the institutional environment in marketing channels，letting believe that the institutional environment and the task environment are independent.But actually，they are not mutually exclusive but concomitant.The two different environments have different impact on marketing channel governance.

Scott(1995)divided both the institutional environment and the task environment into weak and strong and get a two dimensional matrix with four combinations(figure 6).He proposed that different organizations are located on different positions in the matrix.

FIGURE 6CROSS-COMBINATIONS OF THE INSTITUTIONAL

ENVIRONMENT AND THE TASK ENVIRONMENT1

Referring to Scotts Matrix，we propose that organizations belong to different quadrants in different stages of their panies should apply different governing mechanisms and relevant strategies to gain legitimacy and efficiency，so as to improve their channel governance efficacy.

FIGURE 7CHANNEL GOVERNANCE MATRIX

H4：Organizations can apply different combinations of governing mechanisms in accordance with the institutional environment and the task environments influence.

H4.1：When the institutional environments influence is stronger than that of the task environment，organizations should pay more attention to legitimacy mechanisms.

H4.2：When the institutional environments influence is weaker than that of the task environment，organizations should pay more attention to efficiency mechanisms.

4CASE DISCUSSION

In this paper，we conduct a case study to explain our propositions.We study the development of Avon and Amway in China.Since their entry into Chinas market，they have experienced two tremendous changes of Chinas policy.The first change forced to transform their operation patterns.The second one gave them a chance to develop.During the first change，the two companies chose different transforming path.The second change just begins.Our analysis tries to figure out why they chose different transforming paths during the first change and what they should do to deal with they second change，especially what Avon should do to deal with the problems raised by the second change.

4.1Different Transforming Paths

In a response to the policy change，Avon and Amway transformed the operation modes.They both saw the big prospect of China market and wanted to survive and achieve fast development in China.So their operations have to conform to legal requirements and satisfy other stakeholders.After the release of the“Notice on the Relevant Issues concerning Foreign Investment Pyramid Sales Enterprises Change of Sale Modes”，the first thing that both Avon and Amway had to do was to transform their operation modes so as to gain pragmatic legitimacy that is required by legal institutions.Therefore，Avon began to set up counters and stores in Chinas tier-1，tier-2，and tier-3 cities through cooperating with its distributors.Amway set up about 110 counters with its own investment.Avon totally changed its original operation modes and its transformation is considered as a successful example of combining abidance by the rules and market operations.However，Amways transformation is more like temporary compromise.Although Amway set up 110-plus counters according to the Notice，these counters are just Amways outlets.

SCENE 1THE FIRST TRANSFORMINGAvon entered Chinas market in 1990.It applied direct selling as its main distribution channel.Amway entered China in 1995 and it also applied its traditional direct selling to operate its business in Chinas market.However，with the fast development of direct selling in China，some cheating companies rushed out in the name of direct selling.They sold inferior products and were blamed by customers.On April 21 of 1998，China government issued a bill，prohibiting pyramid sales(including direct sales)in China.On June 18 of 1998，the Ministry of Foreign Trade and Economic Cooperation，the State Administration for Industry and Commerce，and State Bureau of Internal Trade co-released the “Notice on the Relevant Issues concerning Foreign Investment Pyramid Sales Enterprises Change of Sale Modes” and regulated that foreign investment pyramid sales enterprises must transform to store operation，urging ten foreign investment direct sales enterprises to transform their operations.

Avon and Amway began to transform in 1999.But the difference is that they choose different transforming paths.Avon began to set up about 6000 counters and stores in Chinas tier-1，tier-2，and tier-3 cities，most of which were invested by its distributors.In contrast，Amway just symbolically set up about 110 counters，which were all invested by Amway.The nature of its operation modes did not change

Actually，their choices of transformation paths are closely related to their strategies and their respective core capabilities.Their choices of different modes are based on their core competences and inherent advantages.They both realized that the closer their transformation directions are to their core capabilities and inherent advantages，the lower the expense will be and the higher the possibilities of achieving successes.

Avon was founded by David McConnell in 1886 and was respected as the originator of direct sales.There are only two levels(SM-FD)in Avons system of direct selling.All its incomes are based on sales.Avon never used words like “up-line or down-line”.This system is totally different from the pyramid sales.Miss Avon only sells products but never persuade anybody to participate in alliances.SM is rather a small distributor in Avons original sales chain.The only difference is that there was no counter at that time.Therefore，Avons transformation is reasonable and logic.

Avons traditional mode is single level marketing.Selling products at fixed places has been invented and promoted by Avon Philippines in 1970s.Avon found that the mode invented by Avon Philippines has a good effect on covering new customers，recruiting and training sales representatives，providing services to the representatives and customers，and building the companys image.Therefore，Avon decided to transform to sell products through wholesaling and retailing.Avon applied and approved the new mode of “store plus salespersons” later，but this was just an alternative choice for Avon.Actually，Avon had transformed from a direct sales enterprise to a traditional manufacturer，which sells its products through wholesaling and retailing.In order to sell products，Avon set up counters in department stores，wholesale products to distributors and retailers，and set up stores of their own.

Amway has been famous for its pyramid sales mode all over the world.Sales are achieved within the multi-level network made up of sales representatives and customers.Amways core capabilities and inherent advantages determined that Amway would not set up too many counters and stores.Discarding pyramid sales，Amway wont be Amway any more.“Amway” stands for “the American Way”.Amway left too much imaginative space for Chinese customers when it entered China in 1995.After its transformation，Amway began to recruit salespersons through the stores.In early 2005，Amway decided to stop recruiting new salespersons and manage its 70000-plus salespersons according to their geographic locations so as to appear to be normative and effective.Actually，Amway has been retaining the essence of stimulation mechanisms of pyramid sales after its transformation，which is a key driving force for its rocket development after the transformation.

The way of implementing sales is the key to distinguish pyramid sales and traditional sales.Amway looks like other commodity manufacturers after setting up stores，but actually the stores are just extensions of its previous distribution center.Up till now，Amway only set up about 110 stores in China.Amway has repeatedly stressed that its salespersons should not sponsor sales training programs in the cities which have no Amway stores.Therefore，the stores are just symbols.They are just Amways storehouses and outlets.The real sales are achieved through person to person sales.

Amways advertisements are used to prove that it has transformed and is not a traditional pyramid sales enterprise any more.But actually，advertising is the basis of pyramid sales in China.When pyramid salespersons are confronted with customers challenges，they will reply with “it is impossible to cheat you because this product has been advertised by CCTV”.But all Amways advertisements are only limited to Nutrition that has brought huge sales and profits to the company.

Amway has left people a impression that it is good at political public relations.Because of its political public relation capability，Amway was not force to really change its operation mode.

4.2Who Suffer From Setbacks

SCENE 2AVON AND AMWAYS DEVELOPMENT SINCE 1998

In April of 1998，China Government released the “Notice on the Relevant Issues concerning Foreign Investment Pyramid Sales Enterprises Change of Sale Modes” and regulated that foreign investment pyramid sales enterprises must transform to store operation，urging ten foreign investment direct sales enterprises to transform their operations.About 7 years later，Avon had set up more than 6000 stores in China and nearly changed into a traditional cosmetics manufacturer.In the contrast，Amway just symbolically reacted to the change and set up about 110 stores.Amway goes on to apply its traditional operation mode.In 2005，Amways sale in China had exceeded one billion US.dollars.China has become Amways biggest market on the globe.Avons sale is four times of that before the change.But it is only 2.4 billion RMB and is less than one fourth of Amways

According to the description above，Amways sale is far better than Avons since their transformations in 1998.Our analysis provides several accounts that might explain the disequilibrium.

First of all，Avons transformation from direct selling to traditional stores caused twitches to Avons development.Avon had to take time to adapt to the sudden change.In the contrast，Amway just set up about 110 stores，which are just symbols of its transformation.Amways operation mode does not change in the nature.For Amway，it is just an investment in channels instead of twitches.Although Amways sale once fell to 10 million RMB in the r＼early stage of its transformation，that was just the temporary result of the release of the Notice.

As a sale method that has been existed in western countries for decades，pyramid sale do have its own merits.It is said that the newly issued “Regulation on Direct Selling Administration” also acknowledges this.Amway did not seek incomes from its salespersons.It was a honest enterprise.Since its transformation in 1998，it gained even more living space，since other pyramid sales enterprises were suffering from twitches raised by sudden transformation.

Secondly，most of Avons profits were taken away by its distributors since its transformation，since most of the stores were invested by the distributors.Amway invested all its stores.When Avon chose to transform to stores，its purpose was to occupy the national market.This could be testified by its rapid expanding speed.Avon wanted to set up stores in most of Chinas tier-1，tier-2，and tier-3 cities，it was impossible for itself to invest in all the stores.Avon had to cooperate with regional distributors.Avon could save money and time as well through cooperation with distributors.But Avon had to separate part of its profits to the distributors，or the distributors would not make investment.This is part of the reason why Avons sale was only one fourth of Amways.

In the contrast，Amways prices did not change after the transformation，since its operation mode was the same.A prerequisite for pyramid sales is high price，which include the profits of multilevel salespersons.The extra high price of Amway products had always been challenged by Chinese consumers.

In the end，Amways success of dodging policy makes those companies that really transformed look like victims.For example，Avon suffered a lot from its real transformation.Amway achieved fast development when Avon was suffering from twitches.

Based on the above analysis，we can find that both Avon and Amway have gains and pains during their first round of competition.Although Avons sale was only one fourth of Amways，its image as “a good boy” had been recognized.This was proved by the first license of pilot direct selling.Beside，its sale had been improved to four times of that before the transformation.Amway developed even faster and its sale had exceeded one billion US.dollar.But it has left an impression of “the bad boy”.

4.3Avons Conflicts with Its Distributors

SCENE 3CONFLICTS BETWEEN TRADITIONAL CHANNEL

AND MODERN CHANNELOn April 8 of 2005，Andrea Jung declared in Beijing that Avon had been approved by the Ministry of Commerce and the State Administration for Industry and Commerce to conduct pilot direct selling in Beijing，Tianjin，and Guangdong.On April 19，Avon announced its pilot plan in Guangzhou.Avon would recruit 3000 salespersons in Beijing，Tianjin，and Guangdong.The salespersons would carry out sales in the three places after being trained.The bonus that the salespersons would get would not exceed 25%of the sales.To guarantee customers benefits，Avon deposited 20 million RMB into an account specified by the Ministry of Commerce as warrants.

However，Avon had no time to applaud its victory since it encountered conflicts between traditional channel and modern channel in Guangzhou.The salespersons could provide products and service to consumers.This leads to pressures on the distributors.Several distributors gathered at Avons headquarters in Guangzhou and desired return of goods

Avon encountered conflicts with its distributors at very beginning of the second round of competition with Amway.We argue that the conflict is inevitable，because Avon didnt take into account the extent to which its decision and plan of the pilot direct selling are accepted and recognized by the distributors，and threactions the distributors would take.At the present，Avon had set up more than 6000 stores and 1700 counters，most of which are invested by its distributors.Avon once promised 34%to 40%profits when it persuaded the distributors to invest in setting up stores and counters.After implementing pilot direct selling，sales would skip the distributors and the salespersons could pick up goods directly from Avon.It was obvious that the stores would be stroked.

We argue that the conflict is inevitable out of the following reasons.

First of all，there exist a wide gap between the objectives of Avon and its distributors.Actually，Avons operation mode in China is not pure single level direct selling，but is more like traditional stores that wholesale and retail simultaneously，since it does not have salespersons team，nor does it have stimulation mechanisms for salespersons.Its main income comes from stores and counters.Avon and its distributors form a relative loosely connected super-organization，whose distinct feature is that the members maintain different and interdependent objective systems.Although both Avon and its distributors have contributed to improving efficiency and saving costs so as to achieving channel objectives，they have different claims and opinions with regard to how to achieve the whole channel objectives.For example，as the only enterprise that got the license for pilot direct selling，Avon surely wants to improve its market share in China and competitiveness through the pilot direct selling，so as to realize its long-term development strategies.However，the distributors treat the pilot direct selling as ominous sign，since pilot selling did not only reduce their sales，but also make their inventories a burden.

Of course，Avon wants to see co-existence of the salespersons and the distributors，providing superior service to Avons terminal consumers.But this seems to be Avons own wishful thinking.The channel conflicts caused by the differences in their objectives will test the marketing skills and channel governance capabilities of Avons top management.

Secondly，the benefits of the salespersons and the distributors are unbalanced.Different channel members play different roles.Each member has its own space and action range.Whats more，each member will try to strive for a decision area that is unique to itself.At the present，Avons income mainly comes from stores and counters，who are the main forces of providing services to customers and promoting Avons development.However，the pilot direct selling will have a great influence on the counters and stores.Since salespersons have the right to pick up products directly from Avon，direct selling can reduce indirect and direct costs.Therefore，they have the price advantages.Maybe in the near future，most of Avons income is gained by salespersons and the stores and counters would become Avons exhibition hall and after-service stations.The benefits of the salespersons and the distributors will be unbalanced.

Thirdly，there exist cognitive differences between Avon and its distributors.Avon believes that the advantage of direct selling lies in person to person sales，since salespersons can send products to consumers homes and offices.The distributors hold that their patrons will become salespersons if Avon implements direct selling，which will directly influence the incomes of their employees and lead to employee drainage.The stores are not pure stores any more after the implementation of direct selling，but outlets for Avons direct selling.This makes the distributors unable to afford the high costs of running the stores.The cognitive difference between Avon and its distributors is also one of the causes of the conflicts.

Finally，it is a result of the conflicts between multi-channels.At the present，consumers can buy appropriate Avon products from various channels，including counters，stores，internet stores，and informal channels such as gray channels and illegal stores.Of course，the stores and counters contribute the most to Avon before the implementation of pilot direct selling，so Avon is highly dependent on them.Avon relies on high profit to keep its distributors loyalty.Nevertheless，direct selling requires lots of salespersons to show its competitive advantages.In order to adapt to the rules of direct selling，Avon has to reduce its dependence on its distributors and pay attention to rear its salespersons.Since its transformation in 1998，Avons distributors have contributed a lot to its development in China.Avons implementation do direct selling will have a great impact on the stores performance.The multi-channel conflict between person to person sales and traditional stores is a twitch that Avon experienced during its transformation.

It is obvious that Avons decision and implementation of direct selling is not accepted and recognized by its distributors，leading to the conflict and hostile behaviors.Avon has to apply appropriate strategies and tactics to solve the problems.

5DISCUSSION AND STRATEGIC IMPLICATIONS5.1Discussions

Marketing channel has been considered as one of the sources of sustained competitive advantages.But few companies can really gain sustained advantages from market channel.In the long-range，the primary goal of a company is to survive and then develop.The competition becomes more and more intensive，so the importance of market channels increase.But in previous studies and practices，researchers and managers paid too much attention to the influences of channel governance decisions and behaviors on organizations performance and overlooked the influences of the extent to which those decisions and behaviors were accepted and recognized by other stakeholders on organizations efficiency.

5.2Limitations and Suggestions for Future Research

Our study is explorative.Some concepts are not described in detail and need further complementation and improvement.The institutional environment and the task environment may influence each other.But the influencing process might be very complicated，so we do not carry out a in-depth study.

5.3Strategic Implications

Our study suggests that it is important for managers to understand how institutional environment shapes channel structures and processes.Institutional environment(1)regulates，(2)validates and(3)gives meaning，to channel structures and processes.Although the influence of regulatory processes is clearly visible and discernible，problems may arise when managers deal with normative and cognitive institutions.By understanding how these institutions constrain and facilitate channel structures and processes，managers should be able to(1)better manage their channel within the confines of the institutional environment and(2)devise strategies to think and move beyond the confines of the institutional environment.

ENDNOTES

1.Scott，W.R.Institutions and Organizations［M］.Thousand Oaks CA：Sage,1995.

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第5篇

本規(guī)則是規(guī)定本公司業(yè)務(wù)處理方針及處理標(biāo)準(zhǔn)，其目的在于使業(yè)務(wù)得以圓滿進(jìn)行。

營(yíng)業(yè)計(jì)劃

(一)每年擇期舉行不定期的業(yè)務(wù)會(huì)計(jì)，并就目前的國(guó)際形勢(shì)、產(chǎn)業(yè)界趨勢(shì)、同行業(yè)市場(chǎng)情況、公司內(nèi)部狀況等情況來(lái)檢查并修正目前的營(yíng)業(yè)方針，方針確定后，傳達(dá)給所有相關(guān)人員。

其內(nèi)容包括：

1.制品種類、項(xiàng)目;

2.價(jià)位;

3.選擇、決定接受訂貨的公司;

4.交貨日期及付款日期;

5.契約款品。

(二)有關(guān)未來(lái)的產(chǎn)品，應(yīng)按下列要項(xiàng)作為評(píng)核：

1.生產(chǎn)、銷售產(chǎn)品必須是具有技術(shù)和成本上的優(yōu)勢(shì)及不為競(jìng)爭(zhēng)者所能擊敗的特色。

2.競(jìng)爭(zhēng)者新產(chǎn)品的制造方式、設(shè)備等應(yīng)取得專利權(quán)。

(三)產(chǎn)品種類及項(xiàng)目，應(yīng)視行情的好壞，訂貨的繁易等條件，按下列各項(xiàng)進(jìn)行評(píng)核：

1.停止多種類少數(shù)量的營(yíng)業(yè)方針，并以盡量減少種類、增加單位數(shù)量為原則。

2.以接受訂貨為主，訂貨量需加上確實(shí)標(biāo)準(zhǔn)品的預(yù)估生產(chǎn)銷量。

3.所接受的訂貨數(shù)量很多時(shí)，除應(yīng)自行生產(chǎn)外并應(yīng)注意其他商品銷路。

(四)商品價(jià)格的定位須區(qū)分為目前獲利者與未來(lái)獲利者，并考慮較容易讓人接受的價(jià)位來(lái)決定產(chǎn)品的種類。

(五)在選擇、決定往來(lái)的訂貨公司時(shí)，須以下列為重點(diǎn)方針：

1.從未來(lái)的貿(mào)易、特別需要或重要的產(chǎn)業(yè)著手。

2.推展公家機(jī)關(guān)及地方公共機(jī)構(gòu)的開拓。

(六)交貨及付款日期，則須恪守下列各項(xiàng)方針：

1.到期必須確實(shí)交貨。

2.收到訂單時(shí)，須要求正確的交貨日期，并且規(guī)定有計(jì)劃性的生產(chǎn)。

(七)在訂立契約時(shí)，要盡可能使契約款項(xiàng)能長(zhǎng)期持續(xù)下去。

營(yíng)業(yè)機(jī)構(gòu)與業(yè)務(wù)分擔(dān)

(一)營(yíng)業(yè)內(nèi)容可分為內(nèi)務(wù)與外務(wù)兩種，并依此決定各相關(guān)的負(fù)責(zé)人員。

1.內(nèi)務(wù)：

(1)負(fù)責(zé)預(yù)估，接受訂貨及制作，呈辦相關(guān)的文案處理。

(2)記錄、計(jì)算銷售額及收入款項(xiàng)。

(3)處理收入款項(xiàng)。

(4)統(tǒng)計(jì)及制作營(yíng)業(yè)日?qǐng)?bào)。

(5)制作及寄送收款通知書。

(6)印制、寄送收據(jù)。

(7)發(fā)貨包裝及監(jiān)督。

(8)與客戶進(jìn)行電話及其他相關(guān)聯(lián)絡(luò)。

(9)搜集、整理產(chǎn)品及市場(chǎng)調(diào)查的相關(guān)資料。

(10)制作收發(fā)文書。

(11)進(jìn)行廣告宣傳及制作、廣告媒體。

(12)計(jì)算招待、出差、事務(wù)管理及旅行費(fèi)用。

(13)接待方面的事務(wù)。

2.外務(wù)：

(1)探尋及決定下批訂單的公司。

(2)對(duì)下批訂單后的狀況進(jìn)行調(diào)查、探究及掌握。

(3)與客戶做估價(jià)、接受訂貨及延攬交易。

(4)接受訂貨后、負(fù)責(zé)檢查、交貨的各項(xiàng)聯(lián)絡(luò)、協(xié)調(diào)與通知。

(5)回復(fù)客戶的通知及詢問。

(6)做有關(guān)產(chǎn)品進(jìn)廠及檢查的聯(lián)絡(luò)。

(7)開拓、介紹客戶。

(8)客戶的訪問、接待及交際。

(9)同業(yè)間的動(dòng)向調(diào)查。

(10)新產(chǎn)品的研究、調(diào)查。

(11)制作客戶的問候函。

(12)請(qǐng)款、收款業(yè)務(wù)。

(二)外務(wù)工作通常會(huì)依據(jù)客戶別或商品別，分別由正、副二人負(fù)責(zé)工作。正負(fù)責(zé)人不在時(shí)，可由副負(fù)責(zé)人或其他相關(guān)人員代為執(zhí)行職務(wù)。

(三)關(guān)于營(yíng)業(yè)方面的開拓及接受訂貨，則由所有負(fù)責(zé)管理者及經(jīng)理負(fù)責(zé)支援及進(jìn)行接受訂貨的聯(lián)絡(luò)指導(dǎo)。

接受訂貨及運(yùn)籌計(jì)劃

(一)對(duì)于客戶的資料應(yīng)隨時(shí)加以適當(dāng)分類、記錄下來(lái)。相關(guān)者或資料取得者也應(yīng)隨時(shí)記入所得的資料。

1.把資料分類為對(duì)交易有重要性者及不重要者，并記入下列各評(píng)核事項(xiàng)：組織結(jié)構(gòu)、負(fù)責(zé)人員、電話、場(chǎng)所、資產(chǎn)、負(fù)債、信用、業(yè)界的地位、交易情況、付款情況、交易系統(tǒng)、營(yíng)業(yè)情況、使用場(chǎng)合、交貨情況、態(tài)度等。

2.除了以上的記錄之外，還須將報(bào)紙、雜志剪貼下來(lái)，分類整理。

(二)營(yíng)業(yè)業(yè)務(wù)必須依工作部門別及機(jī)器別等分掌各項(xiàng)工程的現(xiàn)況及趨勢(shì)，努力使訂貨業(yè)務(wù)與此配合一致。

(三)調(diào)查各產(chǎn)業(yè)或各地區(qū)、各家公司的經(jīng)營(yíng)狀況，并以此來(lái)掌握有利的公司、事業(yè)、公家機(jī)構(gòu)等，制定有效的推銷政策，并對(duì)此展開宣傳工作，以利開拓交易的進(jìn)展。

(四)每月應(yīng)針對(duì)預(yù)估及實(shí)際接受訂貨量，制成記錄表，并隨時(shí)與制造部門保持聯(lián)系。

1.客戶下個(gè)月預(yù)定訂貨量及本月份的實(shí)績(jī)。

2.各品項(xiàng)，各工作別的預(yù)定量及本月實(shí)績(jī)。

3.交貨、請(qǐng)款及收款的預(yù)定額及本月實(shí)績(jī)。

(五)為使生產(chǎn)及所接受的訂貨能夠容易估算，生產(chǎn)及庫(kù)存一定要先預(yù)估出固定的數(shù)量，在接受訂貨的同時(shí)也能做好交貨。

(六)如果客戶表示熱忱并有意舉行業(yè)務(wù)聯(lián)誼會(huì)，公司可借此機(jī)會(huì)收集情報(bào)并借此斡旋、開拓交易。

(七)必要時(shí)可設(shè)營(yíng)業(yè)開發(fā)部門，以此支易的斡旋及開拓。

交易原則

(一)進(jìn)行交易時(shí)，若有必要，須在交貨后不定期地訪問客戶負(fù)責(zé)人員，以利聽取他們對(duì)產(chǎn)品使用狀況意見，或可利用書信代詢。

(二)交貨日期原則上由營(yíng)業(yè)部向工務(wù)科洽詢后決定，或由生產(chǎn)銷售檢查會(huì)議做出決定后通知訂貨的對(duì)方。

(三)交易應(yīng)設(shè)法與對(duì)方訂立長(zhǎng)期或持續(xù)性契約，價(jià)格方面則另由其他條項(xiàng)規(guī)定。

(四)所交出的貨品應(yīng)務(wù)求完整、完美。超級(jí)秘書網(wǎng)

營(yíng)業(yè)技術(shù)預(yù)估、接受訂貨、開拓

(一)預(yù)估成本是依據(jù)制造部門所預(yù)估的成本，并經(jīng)由常務(wù)董事會(huì)議裁決，決定后提出給客戶。如果產(chǎn)品與過去相同，或曾提出估價(jià)單，也須就交貨日期及其他修正事項(xiàng)，取得廠長(zhǎng)的認(rèn)可。

(二)在進(jìn)行預(yù)估時(shí)，通常需準(zhǔn)備下列各項(xiàng)資料。

1.單價(jià)表;

2.工時(shí)表;

3.成本計(jì)算表;

4.一般行情價(jià)格表。

第6篇

關(guān)鍵詞：無(wú)形資產(chǎn)；營(yíng)銷性無(wú)形資產(chǎn)；轉(zhuǎn)讓定價(jià)制度

中圖分類號(hào)：F810.42　文獻(xiàn)標(biāo)識(shí)碼：A　文章編號(hào)：1672－3309(2012)01－105－02

一、無(wú)形資產(chǎn)的概念、種類與特點(diǎn)

對(duì)于無(wú)形資產(chǎn)，我們很難確定其準(zhǔn)確的定義。國(guó)外有學(xué)者試圖給無(wú)形資產(chǎn)定義為在企業(yè)的有形財(cái)產(chǎn)之外可以為企業(yè)創(chuàng)造更多利潤(rùn)的任何無(wú)形的財(cái)產(chǎn)。經(jīng)合組織《轉(zhuǎn)讓定價(jià)指南》并沒有對(duì)無(wú)形資產(chǎn)進(jìn)行定義，而是采取一一列舉的方式對(duì)無(wú)形資產(chǎn)的范圍加以說(shuō)明。經(jīng)合組織《轉(zhuǎn)讓定價(jià)指南》認(rèn)為無(wú)形資產(chǎn)包括使用工業(yè)資產(chǎn)的權(quán)利，如專利、商標(biāo)、商號(hào)、設(shè)計(jì)或模型，還包括文學(xué)和藝術(shù)財(cái)產(chǎn)權(quán)利以及知識(shí)產(chǎn)權(quán)(例如技術(shù)訣竅、商業(yè)秘密)。

我國(guó)《特別納稅調(diào)整實(shí)施辦法(試行)》第二章第10條第2款規(guī)定：“無(wú)形資產(chǎn)的轉(zhuǎn)讓和使用，包括土地使用權(quán)、版權(quán)(著作權(quán))、專利、商標(biāo)、客戶名單、營(yíng)銷渠道、牌號(hào)、商業(yè)秘密和專有技術(shù)等特許權(quán)，以及工業(yè)品外觀設(shè)計(jì)或?qū)嵱眯滦偷裙I(yè)產(chǎn)權(quán)的所有權(quán)轉(zhuǎn)讓和使用權(quán)的提供業(yè)務(wù)。”

由此可見，某些可以帶來(lái)巨大價(jià)值的無(wú)形資產(chǎn)并不一定反映在擁有該無(wú)形資產(chǎn)所有權(quán)的公司的資產(chǎn)負(fù)債表的賬面價(jià)值中。

二、營(yíng)銷性無(wú)形資產(chǎn)的種類及價(jià)值的決定因素

營(yíng)銷性無(wú)形資產(chǎn)包括有助于商業(yè)性開發(fā)的產(chǎn)品或勞務(wù)的商標(biāo)、商號(hào)、客戶名單、分銷渠道和一些能提升產(chǎn)品價(jià)值的獨(dú)特的名字、符號(hào)或圖片。一些營(yíng)銷性無(wú)形資產(chǎn)(例如商標(biāo))可能會(huì)受到國(guó)家的法律保護(hù)。并且僅在所有者許可的產(chǎn)品或服務(wù)上使用。營(yíng)銷性無(wú)形資產(chǎn)的價(jià)值取決于許多因素，包括由商品和服務(wù)的質(zhì)量所培育出的商號(hào)或商標(biāo)的聲譽(yù)和信譽(yù)，而這些商品和服務(wù)是在過去的名稱或市場(chǎng)中使用的、質(zhì)量控制的程度、正在進(jìn)行的研發(fā)、正在銷售的商品或服務(wù)的分銷和可用性、為使?jié)撛诳蛻羰煜ど唐泛头?wù)的促銷支出的程度以及是否取得成功(特別是為了發(fā)展經(jīng)銷商、商或其它便利機(jī)構(gòu)的支撐關(guān)系網(wǎng)絡(luò)的廣告和營(yíng)銷支出)、營(yíng)銷性無(wú)形資產(chǎn)進(jìn)入市場(chǎng)的價(jià)值和法律規(guī)定的無(wú)形資產(chǎn)的權(quán)利性質(zhì)等。

需要考慮的是，一項(xiàng)貿(mào)易或營(yíng)銷性無(wú)形資產(chǎn)何時(shí)存在或者是否存在。例如。不是所有研發(fā)的支出都會(huì)形成有價(jià)值的貿(mào)易性無(wú)形資產(chǎn)，也并不是所有的營(yíng)銷活動(dòng)都會(huì)創(chuàng)造出營(yíng)銷性無(wú)形資產(chǎn)。我們很難評(píng)價(jià)任何特定的支出形成企業(yè)資產(chǎn)的程度，并計(jì)算某一年該資產(chǎn)的經(jīng)濟(jì)效果。

存在營(yíng)銷活動(dòng)不等于存在營(yíng)銷性無(wú)形資產(chǎn)，認(rèn)定營(yíng)銷活動(dòng)是否形成了重要的營(yíng)銷性無(wú)形資產(chǎn)具有高度的事實(shí)依附性，即營(yíng)銷活動(dòng)應(yīng)該成功通過該種營(yíng)銷活動(dòng)建立了可靠順暢的銷售渠道，有效縮短了流通時(shí)間：市場(chǎng)認(rèn)知度因恰當(dāng)?shù)膹V告宣傳(包括學(xué)術(shù)性或純商業(yè)性)而提高：消費(fèi)者的認(rèn)可度得以不斷提升從而增加二次消費(fèi)率：在信賴度、價(jià)格、品牌形象等多方面超越同類產(chǎn)品等。

從會(huì)計(jì)的角度來(lái)講，記為當(dāng)期費(fèi)用的營(yíng)銷費(fèi)用不具有無(wú)形資產(chǎn)的性質(zhì)，只能被認(rèn)為是期間費(fèi)用。以獲取將來(lái)收益為目的而資本化的支出會(huì)形成無(wú)形資產(chǎn)，隨著收益的實(shí)現(xiàn)而攤銷。從經(jīng)濟(jì)學(xué)的角度來(lái)講，不論會(huì)計(jì)處理原則如何，即使是作為當(dāng)期費(fèi)用處理的營(yíng)銷費(fèi)用，只要是對(duì)無(wú)形資產(chǎn)的形成做出貢獻(xiàn)的支出。就應(yīng)該反映經(jīng)濟(jì)實(shí)際，確認(rèn)為形成無(wú)形資產(chǎn)而發(fā)生的遞延費(fèi)用。

三、我國(guó)營(yíng)銷性無(wú)形資產(chǎn)轉(zhuǎn)讓定價(jià)制度現(xiàn)狀

現(xiàn)階段，我國(guó)法律并沒有對(duì)營(yíng)銷性無(wú)形資產(chǎn)作出規(guī)定。我國(guó)法律中既沒有對(duì)無(wú)形資產(chǎn)進(jìn)行分類，也沒有營(yíng)銷性無(wú)形資產(chǎn)的概念。營(yíng)銷性無(wú)形資產(chǎn)的概念只是反映于商標(biāo)、品牌的規(guī)定中，而大部分這種規(guī)定又與專利等貿(mào)易性無(wú)形資產(chǎn)混為一談。隨著營(yíng)銷性無(wú)形資產(chǎn)轉(zhuǎn)讓定價(jià)成為全球關(guān)注的焦點(diǎn)。我國(guó)也開始關(guān)注關(guān)聯(lián)企業(yè)通過其營(yíng)銷行為創(chuàng)造的營(yíng)銷性無(wú)形資產(chǎn)的價(jià)值和利潤(rùn)歸屬。

我國(guó)一直以豐富的自然資源、廉價(jià)的勞動(dòng)力和優(yōu)惠的引進(jìn)外資政策吸引外國(guó)跨國(guó)公司在華投資。跨國(guó)公司在中國(guó)的分公司、外國(guó)公司駐中國(guó)的常設(shè)機(jī)構(gòu)創(chuàng)造了大量的營(yíng)銷性無(wú)形資產(chǎn)。但由于我國(guó)營(yíng)銷性無(wú)形資產(chǎn)轉(zhuǎn)讓定價(jià)制度的空白。大量由營(yíng)銷性無(wú)形資產(chǎn)創(chuàng)造的利潤(rùn)被歸入了境外的母公司，這嚴(yán)重?fù)p害了我國(guó)的稅收利益。這一做法忽視了中國(guó)市場(chǎng)的特殊因素對(duì)利潤(rùn)產(chǎn)生的帶動(dòng)作用，并且未對(duì)國(guó)內(nèi)企業(yè)在市場(chǎng)開拓過程中的利潤(rùn)貢獻(xiàn)予以適當(dāng)確認(rèn)。另外，我國(guó)一直鼓勵(lì)國(guó)內(nèi)企業(yè)“走出去”。創(chuàng)造國(guó)際品牌，但缺乏國(guó)內(nèi)法律對(duì)營(yíng)銷性無(wú)形資產(chǎn)的保護(hù)，我國(guó)企業(yè)創(chuàng)造的營(yíng)銷性無(wú)形資產(chǎn)的價(jià)值也會(huì)流失。所以，在法律中明確營(yíng)銷性無(wú)形資產(chǎn)轉(zhuǎn)讓定價(jià)制度有著重大的意義。

四、營(yíng)銷性無(wú)形資產(chǎn)轉(zhuǎn)讓定價(jià)制度的立法完善

營(yíng)銷性無(wú)形資產(chǎn)作為無(wú)形資產(chǎn)的一種，它的轉(zhuǎn)讓定價(jià)方法與無(wú)形資產(chǎn)的轉(zhuǎn)讓定價(jià)方法是一致的。即在無(wú)形資產(chǎn)轉(zhuǎn)讓定價(jià)制度的框架下。我國(guó)營(yíng)銷性無(wú)形資產(chǎn)轉(zhuǎn)讓定價(jià)制度的立法需要在以下幾個(gè)方面加以完善：

(一)在立法中引入營(yíng)銷性無(wú)形資產(chǎn)的概念

我國(guó)現(xiàn)存的法律尚不存在營(yíng)銷性無(wú)形資產(chǎn)的概念。《OECD轉(zhuǎn)讓定價(jià)指南》認(rèn)為營(yíng)銷性無(wú)形資產(chǎn)是商業(yè)性無(wú)形資產(chǎn)的一種，還特別與貿(mào)易性無(wú)形資產(chǎn)作了對(duì)比。我國(guó)稅務(wù)機(jī)關(guān)應(yīng)借鑒《OECD轉(zhuǎn)讓定價(jià)指南》中的相關(guān)概念，在立法中將無(wú)形資產(chǎn)加以分類，并引入營(yíng)銷性無(wú)形資產(chǎn)的概念。

(二)搜集關(guān)聯(lián)企業(yè)關(guān)于營(yíng)銷性無(wú)形資產(chǎn)的有關(guān)信息

1、制定相關(guān)法律法規(guī)，鼓勵(lì)納稅人達(dá)成關(guān)聯(lián)企業(yè)內(nèi)部關(guān)于各自所承擔(dān)的職能和風(fēng)險(xiǎn)的協(xié)議。

2、對(duì)于營(yíng)銷性無(wú)形資產(chǎn)，制定相關(guān)法律法規(guī)，以明確關(guān)聯(lián)企業(yè)內(nèi)部由營(yíng)銷性無(wú)形資產(chǎn)所帶來(lái)的各自利潤(rùn)歸屬。

(三)界定并記錄營(yíng)銷性無(wú)形資產(chǎn)

在跨國(guó)企業(yè)內(nèi)部，如果營(yíng)銷性無(wú)形資產(chǎn)由我國(guó)納稅人所擁有，并且廣告營(yíng)銷推廣費(fèi)用確實(shí)增加了該營(yíng)銷性無(wú)形資產(chǎn)的價(jià)值，那么該營(yíng)銷性無(wú)形資產(chǎn)應(yīng)為我國(guó)納稅人帶來(lái)超額的經(jīng)營(yíng)利潤(rùn)。如果無(wú)形資產(chǎn)由跨國(guó)企業(yè)集團(tuán)內(nèi)的外國(guó)納稅人所有，但是市場(chǎng)營(yíng)銷活動(dòng)是由我國(guó)納稅人實(shí)行，則我國(guó)納稅人應(yīng)被看作市場(chǎng)推廣活動(dòng)而創(chuàng)造的營(yíng)銷性無(wú)形資產(chǎn)的部分或全部的所有者。對(duì)企業(yè)的營(yíng)銷性無(wú)形資產(chǎn)的分析與對(duì)經(jīng)濟(jì)的分析密不可分。而準(zhǔn)確、可靠的經(jīng)濟(jì)分析主要源自于跨國(guó)企業(yè)內(nèi)部雙方對(duì)營(yíng)銷性無(wú)形資產(chǎn)的分銷協(xié)議或許可協(xié)議。如果某一個(gè)經(jīng)濟(jì)實(shí)體需要對(duì)營(yíng)銷性無(wú)形資產(chǎn)進(jìn)行投資，那么預(yù)期的投資額度需要明確記錄下來(lái)。企業(yè)的內(nèi)部定價(jià)政策應(yīng)該充分反映出該企業(yè)的額外投資及假設(shè)的額外風(fēng)險(xiǎn)，并應(yīng)該合理預(yù)期該無(wú)形資產(chǎn)可能帶來(lái)的利潤(rùn)。納稅人可以通過經(jīng)營(yíng)范圍、經(jīng)營(yíng)場(chǎng)所、投資項(xiàng)目等記錄。在與關(guān)聯(lián)企業(yè)的協(xié)議中界定其運(yùn)營(yíng)的營(yíng)銷性無(wú)資產(chǎn)。

(四)界定營(yíng)銷行為的日常開支與非日常性開支

在企業(yè)日常經(jīng)營(yíng)活動(dòng)中。對(duì)廣告推廣等營(yíng)銷行為，應(yīng)界定哪些開支屬于日常性開支，哪些開支屬于非日常性開支。以此來(lái)認(rèn)定由營(yíng)銷行為所創(chuàng)造出的營(yíng)銷性無(wú)形資產(chǎn)，并確定營(yíng)銷性無(wú)形資產(chǎn)所產(chǎn)生的利潤(rùn)歸屬，并據(jù)以征稅。

第7篇

關(guān)鍵詞:知識(shí)經(jīng)濟(jì);知識(shí)營(yíng)銷;營(yíng)銷策略

中圖分類號(hào):F71文獻(xiàn)標(biāo)志碼:A文章編號(hào):1673-291X(2010)19-0179-03

當(dāng)前,世界已經(jīng)步入知識(shí)經(jīng)濟(jì)的時(shí)代,知識(shí)成為一國(guó)發(fā)展經(jīng)濟(jì)的資本,知識(shí)的積累和創(chuàng)新成為促進(jìn)經(jīng)濟(jì)增長(zhǎng)的主要?jiǎng)恿υ?企業(yè)的發(fā)展也從依靠資本積累轉(zhuǎn)向依賴知識(shí)的積累與更新。在知識(shí)經(jīng)濟(jì)的背景下,知識(shí)營(yíng)銷是知識(shí)經(jīng)濟(jì)發(fā)展的必然要求,它強(qiáng)調(diào)產(chǎn)品和服務(wù)的網(wǎng)絡(luò)化、智能化和定制化,不僅在改變著人們的消費(fèi)方式和消費(fèi)觀念,而且還在改變著傳統(tǒng)的營(yíng)銷方式和營(yíng)銷法則。對(duì)于處于激烈市場(chǎng)競(jìng)爭(zhēng)中企業(yè)來(lái)說(shuō),誰(shuí)能運(yùn)用好知識(shí)營(yíng)銷,誰(shuí)就能在市場(chǎng)競(jìng)爭(zhēng)中爭(zhēng)取主動(dòng),從而獲得良好的經(jīng)濟(jì)效益和社會(huì)效益。

一、知識(shí)營(yíng)銷的定義和特點(diǎn)

所謂知識(shí)營(yíng)銷,是指企業(yè)通過運(yùn)用現(xiàn)代信息技術(shù),向廣大消費(fèi)者不斷傳播與企業(yè)產(chǎn)品有關(guān)的知識(shí),并且通過知識(shí)創(chuàng)造需求,全面滿足消費(fèi)者個(gè)性化的現(xiàn)實(shí)需要和潛在需要,以實(shí)現(xiàn)消費(fèi)者滿意和企業(yè)長(zhǎng)期發(fā)展的一種營(yíng)銷方法。其本質(zhì)是企業(yè)在營(yíng)銷過程中注入知識(shí)含量與文化內(nèi)蘊(yùn),幫助消費(fèi)者增加產(chǎn)品知識(shí),提高消費(fèi)素質(zhì),從而達(dá)到推介產(chǎn)品、樹立形象、打造核心能力、提升品牌忠誠(chéng)度、實(shí)現(xiàn)培育市場(chǎng)的目的。

知識(shí)營(yíng)銷作為現(xiàn)代企業(yè)參與市場(chǎng)競(jìng)爭(zhēng)的新營(yíng)銷形式,主要具有以下特點(diǎn):

1.知識(shí)營(yíng)銷是學(xué)習(xí)營(yíng)銷。知識(shí)營(yíng)銷是企業(yè)圍繞著產(chǎn)品銷售,以知識(shí)學(xué)習(xí)為主要手段所展開的一系列營(yíng)銷活動(dòng)。主要包括以下幾個(gè)方面:首先,企業(yè)向消費(fèi)者和社會(huì)宣傳自己的產(chǎn)品和服務(wù),推廣普及新技術(shù);其次,知識(shí)營(yíng)銷不僅使消費(fèi)者從直接的產(chǎn)品消費(fèi)中實(shí)現(xiàn)一定的使用價(jià)值,而且還從企業(yè)那里學(xué)習(xí)到相關(guān)的知識(shí)文化;最后,知識(shí)營(yíng)銷可以通過在互聯(lián)網(wǎng)上建立具有成本低廉、無(wú)存貨樣品、全天候服務(wù)和無(wú)區(qū)域界限等特點(diǎn)的虛擬商店和虛擬商業(yè)區(qū)進(jìn)行廣告促銷和市場(chǎng)調(diào)查,在企業(yè)和消費(fèi)者之間建立了一個(gè)交互式的信息交流系統(tǒng),使企業(yè)與企業(yè)之間、企業(yè)與消費(fèi)者之間可以相互學(xué)習(xí),實(shí)現(xiàn)零距離溝通,為提升企業(yè)市場(chǎng)響應(yīng)能力提供了保證。

2.知識(shí)營(yíng)銷是綠色營(yíng)銷。隨著人們消費(fèi)的日益健康化、理性化,強(qiáng)調(diào)節(jié)約資源、防治污染、保護(hù)生態(tài)環(huán)境的知識(shí)營(yíng)銷成為企業(yè)營(yíng)銷的主要方式。企業(yè)在進(jìn)行知識(shí)營(yíng)銷時(shí)恪守綠色理念,堅(jiān)持企業(yè)的一切生產(chǎn)經(jīng)營(yíng)活動(dòng)都要以保護(hù)自然資源和生態(tài)環(huán)境為出發(fā)點(diǎn),把經(jīng)濟(jì)效益與社會(huì)環(huán)境、自然環(huán)境緊密結(jié)合起來(lái),在滿足消費(fèi)者需求的同時(shí),減少環(huán)境污染,保護(hù)和節(jié)約資源,在生產(chǎn)過程中開發(fā)綠色產(chǎn)品,在銷售中實(shí)施綠色營(yíng)銷組合策略。

3.知識(shí)營(yíng)銷能夠統(tǒng)一消費(fèi)者、企業(yè)和社會(huì)三者利益。知識(shí)營(yíng)銷不僅為全社會(huì)帶來(lái)可觀的經(jīng)濟(jì)效益,更從根本上提高了全社會(huì)的知識(shí)素質(zhì)。從貝因美知識(shí)營(yíng)銷的效果來(lái)看,既為企業(yè)帶來(lái)了巨大的經(jīng)濟(jì)效益,又為消費(fèi)者帶來(lái)了新的科學(xué)觀念,既滿足了消費(fèi)者提高育嬰水平的要求,也為社會(huì)帶來(lái)了整體文明水平和知識(shí)素質(zhì)的提升,使三者的利益達(dá)到了完美的統(tǒng)一。

4.知識(shí)營(yíng)銷能夠開辟新市場(chǎng)。傳統(tǒng)的營(yíng)銷只是去占領(lǐng)市場(chǎng),在有限的市場(chǎng)中盡力擴(kuò)大自己的市場(chǎng)份額,將市場(chǎng)看做靜止不變的,而知識(shí)營(yíng)銷則是培育和創(chuàng)造市場(chǎng)、拓展市場(chǎng),變有限市場(chǎng)為無(wú)限市場(chǎng)。它是以知識(shí)帶動(dòng)需求,以滿足需求來(lái)創(chuàng)造市場(chǎng),使具有創(chuàng)新精神的企業(yè)在市場(chǎng)競(jìng)爭(zhēng)中處于主動(dòng)地位。

二、貝因美知識(shí)營(yíng)銷的內(nèi)容

貝因美創(chuàng)于1992年,坐落于西子湖畔的杭州高新技術(shù)開發(fā)區(qū)內(nèi),是以嬰童業(yè)為主體、致力于嬰童行業(yè)的專業(yè)化集團(tuán)公司,涉及嬰幼兒食品、用品生產(chǎn)、研發(fā)、銷售等多個(gè)相關(guān)經(jīng)營(yíng)領(lǐng)域。貝因美自主研發(fā)生產(chǎn)的貝因美系列嬰幼兒食品,涵蓋代乳品、斷奶期食品和輔助食品三大類,專為中國(guó)寶寶研制,共計(jì)200多個(gè)品種。產(chǎn)品以遵循國(guó)際安全保護(hù)法規(guī)為前提,關(guān)注孕婦和嬰兒兩代人的身心健康和智力提高,同時(shí)倡導(dǎo)綠色、環(huán)保、健康、安全的科學(xué)理念。十多年來(lái),貝因美從產(chǎn)品的研發(fā)、生產(chǎn)、銷售到全方位的生、養(yǎng)、教服務(wù),成功打造出“愛嬰工程”、“育嬰工程”和“親母工程”三大工程,在生育、養(yǎng)育、教育等多個(gè)層面為中國(guó)寶寶的健康成長(zhǎng)提供服務(wù)。此外,貝因美借助現(xiàn)有的營(yíng)銷網(wǎng)絡(luò)、渠道和品牌影響,突破原有產(chǎn)業(yè)格局,廣泛拓展服務(wù)領(lǐng)域,以特許連鎖加盟的業(yè)態(tài)模式介入整個(gè)孕嬰童用品、食品、服裝及玩具等行業(yè),全方位發(fā)展嬰童業(yè)。貝因美正努力朝著中國(guó)孕嬰童產(chǎn)業(yè)的領(lǐng)跑者和綜合運(yùn)營(yíng)商的目標(biāo)不斷邁進(jìn)。

嬰幼兒食品在中國(guó)有著巨大的市場(chǎng)。嬰幼兒食品不同于一般的產(chǎn)品,它關(guān)系著國(guó)民素質(zhì)的提高,關(guān)系著祖國(guó)的未來(lái)。由于嬰幼兒食品結(jié)構(gòu)復(fù)雜,加上市場(chǎng)上產(chǎn)品眾多、功能各異,作為生產(chǎn)企業(yè),無(wú)論從產(chǎn)品銷售的角度,還是從對(duì)消費(fèi)者負(fù)責(zé)的角度,都存在消費(fèi)引導(dǎo)問題。因此,貝因美決定走知識(shí)營(yíng)銷路線。貝因美的知識(shí)營(yíng)銷策略包括內(nèi)部營(yíng)銷知識(shí)與外部市場(chǎng)知識(shí)兩個(gè)方面。內(nèi)部營(yíng)銷知識(shí),包括企業(yè)戰(zhàn)略、文化、資源等各方面的知識(shí),是企業(yè)對(duì)營(yíng)銷基本思想的確立和發(fā)展方向的構(gòu)想,是對(duì)營(yíng)銷觀念的創(chuàng)新,形成與企業(yè)長(zhǎng)期的營(yíng)銷實(shí)踐。外部市場(chǎng)知識(shí)是與企業(yè)存在聯(lián)系的客戶、競(jìng)爭(zhēng)者等對(duì)企業(yè)營(yíng)銷活動(dòng)產(chǎn)生重要影響的各種外部因素所形成的綜合體,主要通過對(duì)消費(fèi)者的需求和行為、競(jìng)爭(zhēng)情況和競(jìng)爭(zhēng)優(yōu)勢(shì)的確立以及如何適應(yīng)環(huán)境并發(fā)覺市場(chǎng)機(jī)會(huì)進(jìn)行及時(shí)的總結(jié)、提煉形成的。立足于以上兩個(gè)方面,貝因美制定并成功實(shí)施了知識(shí)營(yíng)銷戰(zhàn)略――通過愛嬰工程提升貝因美品牌形象,通過育嬰工程傳播育嬰知識(shí),這不僅提高了對(duì)消費(fèi)者責(zé)任感和滿意度,而且在消費(fèi)者心目中樹立起可信賴的育嬰專家品牌形象和領(lǐng)導(dǎo)地位,以贏得競(jìng)爭(zhēng)優(yōu)勢(shì)。

(一)育嬰工程

育嬰工程主要通過向消費(fèi)者傳播育嬰知識(shí),其宗旨是通過持續(xù)的努力,傳播科學(xué)育兒知識(shí),促進(jìn)中國(guó)嬰幼兒全面健康成長(zhǎng)。包含“生育、養(yǎng)育、教育”三個(gè)層面,主旨是倡導(dǎo)“優(yōu)生、優(yōu)育、優(yōu)教”。主要內(nèi)容包括系統(tǒng)開展科學(xué)育嬰咨詢活動(dòng),資助有關(guān)機(jī)構(gòu)及研究人員深入開展促進(jìn)嬰幼兒生長(zhǎng)發(fā)育和健康的科學(xué)研究,資助、組織交流科學(xué)先進(jìn)的育嬰知識(shí)、研究成果和經(jīng)驗(yàn),向全社會(huì)傳播科學(xué)的育嬰知識(shí)。

1.在全國(guó)各地設(shè)立貝因美育嬰咨詢服務(wù)中心,以會(huì)員制形式向孕婦和養(yǎng)育3周歲以下嬰幼兒的年輕媽媽提供各類服務(wù),通過全新的科學(xué)育嬰理念和方法,全方位幫助她們科學(xué)育嬰;聘請(qǐng)眾多著名兒科醫(yī)生、營(yíng)養(yǎng)學(xué)家,開通北京、上海等地的12條育嬰免費(fèi)咨詢電話,并開設(shè)800全國(guó)免費(fèi)咨詢熱線免費(fèi)為消費(fèi)者提供服務(wù)。

2.倡導(dǎo)科學(xué)喂養(yǎng),定期評(píng)選獎(jiǎng)勵(lì)健康寶寶。這是貝因美傳播育嬰知識(shí)的一個(gè)全國(guó)性平臺(tái),對(duì)中國(guó)兒童安全健康的成長(zhǎng)起到了極大的推動(dòng)作用;編著出版中國(guó)第一部育嬰專著――《育嬰指南》,包括嬰幼兒的營(yíng)養(yǎng)、培養(yǎng)、更有貝因美專家講堂板塊,家長(zhǎng)可以獲得權(quán)威育兒指導(dǎo),輕松成為育兒專家;免費(fèi)向全國(guó)新生兒家長(zhǎng)發(fā)送《科學(xué)喂養(yǎng)手冊(cè)》,普及嬰兒科學(xué)喂養(yǎng)知識(shí);獨(dú)家斥巨資創(chuàng)建以提供懷孕、早教、胎教、育兒等科學(xué)生養(yǎng)教資訊為主的中國(guó)育嬰網(wǎng)。中國(guó)育嬰網(wǎng)設(shè)有育兒論壇、育兒?jiǎn)柎稹殞毑┛偷然?dòng)頻道,為寶寶生長(zhǎng)之路提供充足的源動(dòng)力。

3.加強(qiáng)對(duì)新生兒資料庫(kù)的管理運(yùn)用,對(duì)消費(fèi)者進(jìn)行跟蹤調(diào)查。建立用戶數(shù)據(jù)庫(kù),對(duì)用戶進(jìn)行跟蹤服務(wù),將科普宣傳與產(chǎn)品促銷緊緊融為一體。通過消費(fèi)者意見反饋,改進(jìn)產(chǎn)品和服務(wù),使消費(fèi)水準(zhǔn)得以提高,價(jià)值得到提升。十幾年來(lái),貝因美在上海、杭州的部分幼兒園設(shè)立早教班;各地分公司還組織早教隊(duì)伍,進(jìn)入社區(qū),對(duì)1~2歲的散居?jì)胗變洪_展早教指導(dǎo)活動(dòng),加強(qiáng)幼兒園與社區(qū)的聯(lián)系,幫助社區(qū)家長(zhǎng)更好地進(jìn)行優(yōu)生優(yōu)育、科學(xué)育兒,取得了良好的效果和反響。

(二)愛嬰工程

愛嬰工程是貝因美對(duì)有特殊困難的嬰幼兒家庭進(jìn)行資助的一項(xiàng)更具針對(duì)性的公益活動(dòng),是貝因美企業(yè)文化內(nèi)涵的延展和傳播。主要內(nèi)容:對(duì)特殊困難的嬰幼兒家庭進(jìn)行資助,如多胞胎、殘疾人家庭;向特殊新生兒提供人道主義援助,如棄嬰、孤兒等。設(shè)立全國(guó)性的愛嬰基金,讓更多需要幫助的嬰幼兒得到及時(shí)有效的援助。

1.成立貝因美多胞胎之家。1993年開始,貝因美向全國(guó)三胞胎以上家庭免費(fèi)提供兩年?duì)I養(yǎng)米粉;1997年,貝因美成功策劃舉辦“情滿中華?全國(guó)四胞胎大團(tuán)聚”活動(dòng),并于當(dāng)年正式籌建成立全國(guó)首個(gè)“多胞胎之家”,設(shè)立多胞胎基金。目前已累計(jì)向300多家經(jīng)濟(jì)有困難的多胞胎家庭提供近300多萬(wàn)元的援助。

2.向全國(guó)各地各兒童福利院和其他特殊家庭捐助大量產(chǎn)品,至今價(jià)值近1 000多萬(wàn)元。2007年,貝因美與中國(guó)兒童少年基金會(huì)聯(lián)手共同設(shè)立1 000萬(wàn)元的“貝因美母嬰關(guān)愛基金”,旨在關(guān)愛弱勢(shì)群體,把愛心獻(xiàn)給最需要的人群。首批啟動(dòng)的100萬(wàn)元基金,針對(duì)農(nóng)村0～2歲留守女童展開了援助。與此同時(shí),從災(zāi)區(qū)嬰童的長(zhǎng)期需要考慮,貝因美還聯(lián)手中國(guó)兒童基金會(huì)啟動(dòng)了為期六年、預(yù)算達(dá)1 200萬(wàn)元的“四川地震嬰童公益扶養(yǎng)計(jì)劃”,向?yàn)?zāi)區(qū)的孤兒、單親家庭及認(rèn)養(yǎng)孤兒的家庭提供長(zhǎng)期的全方位養(yǎng)教扶助。

3.倡導(dǎo)優(yōu)生優(yōu)育,開展產(chǎn)前檢查,提高人口素質(zhì)。通過經(jīng)濟(jì)、簡(jiǎn)便和安全可靠的檢測(cè)方法,從孕婦群體中發(fā)現(xiàn)懷有某些先天缺陷異常胎兒的孕婦個(gè)體,進(jìn)而采取措施以最大限度減少異常胎兒出生,從而提高整體人口素質(zhì)。

貝因美緊緊圍繞育嬰工程和愛嬰工程,立足知識(shí)營(yíng)銷組合策略,以最大限度創(chuàng)造消費(fèi)者滿意和消費(fèi)者、社會(huì)的長(zhǎng)期利益,從而實(shí)現(xiàn)了貝因美自身的市場(chǎng)價(jià)值和知識(shí)社會(huì)價(jià)值。

三、貝因美知識(shí)營(yíng)銷給我們的啟示

貝因美采用知識(shí)營(yíng)銷策略,穩(wěn)扎穩(wěn)打,贏得天下。通過樹立“育嬰專家”的大旗,全面打造“育嬰工程”和“愛嬰工程”,不僅進(jìn)一步提升了品牌價(jià)值、深化了企業(yè)文化內(nèi)涵、員工的素養(yǎng)也進(jìn)一步增強(qiáng),更重要的是使貝因美通過知識(shí)營(yíng)銷將育嬰咨詢緊密聯(lián)結(jié)婦幼保健、嬰幼兒食品和嬰幼兒用品,以最大限度地提高顧客滿意度,維護(hù)消費(fèi)者、社會(huì)的長(zhǎng)期利益,從而實(shí)現(xiàn)了貝因美自身的市場(chǎng)價(jià)值和社會(huì)價(jià)值。從貝因美知識(shí)營(yíng)銷可以看出,知識(shí)營(yíng)銷貫穿整個(gè)產(chǎn)品的生產(chǎn)過程,其實(shí)現(xiàn)需要企業(yè)的技術(shù)平臺(tái)、企業(yè)文化、員工素質(zhì)、企業(yè)形象等支持,是考驗(yàn)企業(yè)管理者管理能力、員工執(zhí)行能力的營(yíng)銷方式。

1.搭建完善的技術(shù)平臺(tái)。貝因美有著完善的信息化營(yíng)銷服務(wù)平臺(tái)及包括客戶服務(wù)管理系統(tǒng)、電子商務(wù)系統(tǒng)、UFmobile系統(tǒng)、Call Center系統(tǒng)、專家知識(shí)系統(tǒng)、市場(chǎng)營(yíng)銷管理系統(tǒng)、決策支持系統(tǒng)等在內(nèi)的ERP系統(tǒng),為員工進(jìn)行知識(shí)交流、提高知識(shí)學(xué)習(xí)與共享能力提供技術(shù)支持提供了保證,如通過專家知識(shí)系統(tǒng),員工可以獲取外部信息、截取情報(bào)資料、推動(dòng)產(chǎn)品知識(shí)、宣傳企業(yè)形象;通過UFmobile,貝因美搭建了與客戶溝通的短信平臺(tái),可以隨時(shí)提供服務(wù)、輔助銷售、留住客戶、提高效率、品牌整合與延續(xù),并可以通過短信促銷、客戶關(guān)懷、新品上市通知、促銷信息、會(huì)員生日提醒等模式,將其幾十萬(wàn)的客戶資料進(jìn)行有效的管理,每天從短信平臺(tái)中就可以得到幾百條客戶需求線索,形成一個(gè)良好的宣傳渠道。

2.打造高素質(zhì)營(yíng)銷人員。知識(shí)營(yíng)銷要求企業(yè)員工用知識(shí)去贏得消費(fèi)者,而營(yíng)銷隊(duì)伍的高素質(zhì)是保證企業(yè)產(chǎn)品中的知識(shí)含量能被客戶感知和接受的條件,是知識(shí)營(yíng)銷能否成功的基礎(chǔ)。高素質(zhì)營(yíng)銷人員需要有良好的知識(shí)獲取能力、知識(shí)整合能力、知識(shí)共享能力、知識(shí)創(chuàng)新能力,并通過各種能力的綜合,實(shí)現(xiàn)市場(chǎng)營(yíng)銷的全過程知識(shí)管理。貝因美不定期開展各種知識(shí)營(yíng)銷講座,在企業(yè)中創(chuàng)辦輔導(dǎo)班,開展企業(yè)文化拓展,對(duì)企業(yè)銷售人員進(jìn)行知識(shí)培訓(xùn),使銷售人員充分了解企業(yè)知識(shí)與文化,努力增強(qiáng)銷售人員的責(zé)任心、主人心、學(xué)習(xí)心、自信心和合作心。幫助營(yíng)銷人員做到不管發(fā)生什么問題對(duì)公司、客戶不抱怨,因?yàn)楸г菇鉀Q不了問題;指導(dǎo)營(yíng)銷人員不滿足于自身目前的成績(jī),因?yàn)闈M足自己容易消磨意志;引導(dǎo)營(yíng)銷人員如何具備良好的心理調(diào)節(jié)能力,不斷改變自己、戰(zhàn)勝自己以突破自身的發(fā)展瓶頸。由此,貝因美銷售人員不僅可以憑借豐富的專業(yè)知識(shí)、信得過的使用技能向消費(fèi)者傳播產(chǎn)品中的知識(shí)與信息,引起消費(fèi)者的認(rèn)識(shí)和認(rèn)同,從而促使消費(fèi)者接受和購(gòu)買企業(yè)的產(chǎn)品,同時(shí),面對(duì)日趨個(gè)性化的產(chǎn)品需求,貝因美銷售人員可以自行通過研究消費(fèi)者的消費(fèi)心理、文化品位和價(jià)值觀念進(jìn)行有針對(duì)性的促銷,以個(gè)性化、人性化的服務(wù),去滿足消費(fèi)者。

3.提升品牌價(jià)值。品牌價(jià)值的理性層面是以產(chǎn)品為基礎(chǔ),帶給消費(fèi)者的實(shí)際利益。當(dāng)消費(fèi)者從產(chǎn)品中獲得的利益與滿足感超過所支付的代價(jià)就會(huì)產(chǎn)生對(duì)該品牌理性層面的認(rèn)同,這就是品牌核心價(jià)值的基礎(chǔ)。貝因美品牌從創(chuàng)立之初就有著良好的品牌內(nèi)涵與健康的品牌架構(gòu)。“育嬰專家”的品牌定位,準(zhǔn)確地抓住了年輕父母的心態(tài),極具權(quán)威性和親和力,旨在全面地關(guān)心、幫助嬰幼兒的健康成長(zhǎng)。同時(shí),貝因美產(chǎn)品在同類產(chǎn)品中品質(zhì)較高,針對(duì)中國(guó)寶寶身體系統(tǒng)有更為專業(yè)和營(yíng)養(yǎng)的育嬰方案,在產(chǎn)品的開發(fā)和創(chuàng)新上也居于領(lǐng)先。貝因美產(chǎn)品扎實(shí)的品質(zhì)根基,成為進(jìn)一步提升品牌的最為有利的基礎(chǔ),在強(qiáng)化品牌認(rèn)知的同時(shí)進(jìn)一步拉升品牌,占領(lǐng)高端市場(chǎng)空間。這一獨(dú)特的品牌路線,不僅使貝因美從國(guó)內(nèi)外奶粉品牌的雙面夾擊中走出來(lái),把奶粉行業(yè)品牌混戰(zhàn)的局面巧妙地轉(zhuǎn)變成“中國(guó)嬰兒奶粉”與“西方嬰兒奶粉”兩大陣營(yíng);更令貝因美一躍成為“中國(guó)嬰兒奶粉”陣營(yíng)中站在塔尖的品牌。由此,貝因美有效地規(guī)避了與競(jìng)爭(zhēng)對(duì)手的直接對(duì)話,穩(wěn)固了貝因美“育嬰專家”的地位,也使下一步與消費(fèi)者的溝通成為可能,其品牌價(jià)值進(jìn)一步得到提升。

4.深化企業(yè)文化內(nèi)涵。企業(yè)文化建設(shè)以人為本,就是要通過環(huán)境熏陶、認(rèn)知結(jié)構(gòu)、管理規(guī)范、規(guī)章制度、行為培養(yǎng)等措施,使員工形成正確的價(jià)值評(píng)判和價(jià)值選擇,形成良好的心理和行為模式,推進(jìn)企業(yè)的發(fā)展。貝因美努力推崇“以人為本、員工以事為本,價(jià)值認(rèn)同、目標(biāo)達(dá)成”的管理理念。從創(chuàng)業(yè)伊始,貝因美就在傳播著愛心和奉獻(xiàn)的企業(yè)文化,將“愛心”和“奉獻(xiàn)”這一觀念深化于每個(gè)員工心中,以愛為核心,倡導(dǎo)愛心事業(yè)、愛心企業(yè)(品牌、文化、產(chǎn)品)、愛心員工,深化“生命因愛而生,世界因愛而美”的品牌理念。“愛心”和“奉獻(xiàn)”作為貝因美的企業(yè)文化進(jìn)一步深化,體現(xiàn)了貝因美的價(jià)值,也是貝因美的共識(shí),這將會(huì)對(duì)貝因美每一個(gè)員工產(chǎn)生更深遠(yuǎn)的影響。

參考文獻(xiàn):

[1]李健.營(yíng)銷新方式:知識(shí)營(yíng)銷[J].企業(yè)文化與管理,2005,(4).

第8篇

不管是白酒企業(yè)還是飲料行業(yè)抑或是其他消費(fèi)品企業(yè)，戰(zhàn)略和執(zhí)行都是企業(yè)發(fā)展的兩極，相互聯(lián)系，密不可分。幾年前，有一本書《細(xì)節(jié)決定成敗》，作者以大量案例論述了“細(xì)節(jié)”在管理中的重要性；而后出現(xiàn)了《戰(zhàn)略決定成敗》等等很多“山寨”的版本，本人認(rèn)為，對(duì)某一層面，戰(zhàn)略、細(xì)節(jié)、執(zhí)行都可以決定成敗，差那一方面都不行，但僅僅有細(xì)節(jié)或者有戰(zhàn)略也不能通向成功。

戰(zhàn)略、戰(zhàn)術(shù)、執(zhí)行都是不可偏廢的，也就是說(shuō)，只有“系統(tǒng)”才能達(dá)成目標(biāo)。

有人可能會(huì)說(shuō)，戰(zhàn)略是大企業(yè)的事；戰(zhàn)略是高層的事情，至于營(yíng)銷管理人員來(lái)說(shuō)，大多情況做的是執(zhí)行的事情，至于戰(zhàn)略可以不用過多考慮。此話對(duì)嗎？表面看起來(lái)很有道理，但細(xì)細(xì)想來(lái)卻也未必。

就拿一個(gè)區(qū)域市場(chǎng)舉個(gè)例子。一個(gè)區(qū)域經(jīng)理要做好一個(gè)市場(chǎng)，需不需要戰(zhàn)略思維、需不需要策略和戰(zhàn)術(shù)，需不需要系統(tǒng)整合？難道坐等公司制定一切，然后依葫蘆畫瓢進(jìn)行所謂的規(guī)劃或執(zhí)行，之后市場(chǎng)就豁然開朗了嗎？當(dāng)然不是了。一個(gè)區(qū)域市場(chǎng)的負(fù)責(zé)人肯定是區(qū)域的戰(zhàn)略和戰(zhàn)術(shù)的制定者，執(zhí)行的第一負(fù)責(zé)人，責(zé)無(wú)旁貸。當(dāng)然，這個(gè)區(qū)域的戰(zhàn)略和戰(zhàn)術(shù)是在公司的整體戰(zhàn)略和策略之下的，往往將兩者聯(lián)系得更緊密的區(qū)域管理人員，會(huì)如魚得水，大展拳腳。

所以說(shuō)，只有在方向正確之下，執(zhí)行力的提升才能更好的完成企業(yè)營(yíng)銷目標(biāo)，否則，執(zhí)行力越強(qiáng)，離目標(biāo)越遠(yuǎn)。

成功人士喜歡講“故事”，將你帶進(jìn)一個(gè)精心營(yíng)造的“夢(mèng)境”，殊不知，但有些成功是個(gè)體的，復(fù)制不了。那么，對(duì)于企業(yè)的營(yíng)銷和一線企業(yè)營(yíng)銷管理人員，他們需要什么？他們需要的是途徑和方法，即提升執(zhí)行力和達(dá)成目標(biāo)的方法。

要保證執(zhí)行力，需要做好三方面的工作，其一，明確的目標(biāo)；其二，完善的制度；其三，優(yōu)異的團(tuán)隊(duì)整體素質(zhì)。

1、明確的目標(biāo)。這里所說(shuō)的目標(biāo)不是戰(zhàn)略目標(biāo)，基層員工和一線管理人員并不關(guān)心這些，他們接觸到的是階段性的目標(biāo)，注意：階段性的目標(biāo)。一個(gè)個(gè)小目標(biāo)，如進(jìn)店數(shù)量、鋪貨率、銷量完成、費(fèi)用控制、促銷活動(dòng)制定、執(zhí)行、效果等等。

2、完善的制度。并不是僅僅是處罰措施，也要有獎(jiǎng)勵(lì)、協(xié)助、指導(dǎo)、配合的制度。很多企業(yè)制度和表格很多，大家每天填表，成了“作家”，但實(shí)際上，很多表格是沒有用的，只能起到心理安慰作用，純粹是自欺欺人，表面文章。事情一來(lái)，大家相互推諉，不愿意承擔(dān)責(zé)任，能少做就少做。一些職能部門認(rèn)為營(yíng)銷就是吃喝玩樂：你們?cè)谕饷媸娣煤埽€要這要那！回去報(bào)賬的時(shí)候，你會(huì)看到某些財(cái)務(wù)人員的那種形態(tài)，只可意會(huì)不可言傳啊。怪不得一個(gè)做銷售總監(jiān)的朋友說(shuō)：我會(huì)不定期將公司的一些后勤人員和行政人員拉去市場(chǎng)搞活動(dòng)，讓他們體會(huì)一下銷售到底是怎么做的，錢是怎么賺回來(lái)的！