mk礼品公司营销渠道优化设计的分析

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1、摘要原因，通过渠道的优化设计找到合适的渠道结构模式，这个模式将会适应礼赠品行业的发展预期，能够提高企业竞争力和行业适应性，以期实现企业利润和企业发展的目标。目前国内、外文献对礼赠品行业的研究非常有限，忽略了对处于求生存、谋发展阶段的从事礼赠品行业的中小企业的关注。礼赠品行业本身就是从传统行业衍生出来的营销渠道，对礼品公司营销渠道的专门研究不只对MK礼品公司及礼品渠道链条上各成员来说很有价值，同样也会引起传统行业的商家对礼品渠道营销的思考。MK礼品公司属于渠道链条中的中间成员，所以本论文研究的重点是中间商的渠道设计问题，从一个中

2、间商的独特的观察视角去看整个渠道上、下游的渠道问题，并探索渠道设计方案。关键词礼赠品行业企业礼品礼品公司营销渠道优化设计II万方数据AbstractAbstractInthetraditionaltheoryof4Psmarketing,Alongwithotherthreeelements,Placeorchannelisalsoplayinganimportantroleinthemarketingmix.Theyformaneffectivemarketingmodelbycombiningwitheachotherin

3、ordertoimproveefficiencyandobtaincompetitiveadvantages.Ifyoucan’tfirmlycontrolchannel,Theproductswouldbedifficulttobetransformedintomoney,Sothattheenterpriseswouldlosemomentumofsurvivalanddevelopment.Thatiswhytherationalityandsmoothnessofchannelsisessentialtothefate

4、ofanenterprise.Inthe21stcentury,Competitiveenvironmentisveryfierce,Tohaveanhighlyefficientandimprovedchannelinordertogivefullplaytothefunctionsofthechannelsisbecomingamajorissueinthecorporateresearch.Thegiftindustryscaleisofhugesize,Theentireindustryisundergoingaper

5、iodofqualitativeconversionfromhigh-numberandlow-skillformtohigh-qualityandhigh-techform.Alongwithspecificeconomicenvironment,Competitionisveryfierce,Smallandmediumsizedenterprisesarefacingtremendouspressuretosurvive.MKgiftcompanyisoneofthosewhoarestrugglinginthe“Red

6、Sea”.MKgiftcompanyisdoingcorporategiftsbusiness.itwasformerlythegiftdepartmentofMMcompanywhichwasaforeign-fundedenterprises.Inlate2010,MKgiftcompanywasisolatedthegiftbusinessfromMMcompany,Ithasanurgentdesireofprofit-makingandself-developmentwhilehavingabottle-neckin

7、development.MKgiftcompanyisIII万方数据Abstracttheobjectofstudy,Inthisstudy,Itdescribedtheproblemsinthecurrentmarketingchannelsandanalyzedthechannelmodelofgiftindustry.ThenitismadeSWOTstrategicanalysisofthestatusquoofMKgiftcompany’sownchannelandmadequantitativeanalysisby

8、questionnaireinvestigationtomeasurethedemandgapbetweenitsownchannelserviceoutputlevelandcustomers’satisfactionlevelsoastofindoutthereasono