營(yíng)銷渠道和價(jià)值網(wǎng)絡(luò)-畢業(yè)論文外文翻譯

ChannelsandValueMostproducersdonotselltheirgoodsdirectlytothefinalusers;betweenthemstandsasetofintermediariesperformingavarietyoffunctions.Theseintermediariesconstituteamarketingchannel(alsocalledatradechannelordistributionchannel).Formally,marketingchannelsaresetsinterdependentorganizationsinvolvedinprocessofmakingproductserviceavailableforuseconsumption.Theythesetofpathwaysaproductorservicefollowsafterproduction,culminatinginpurchaseandusebythefinalenduser.omeintermediaries-suchaswholesalersandretailers-buy,taketitleto,andresellthemerchandise;theyarecalledmerchants.Others-brokers,manufacturers'representatives,salesagents-searchcustomersandmaynegotiateontheproducer'sbehalfbutdonottaketitletothegoods;theyarecalledagents.Stillothers-transportationcompanies,independentwarehouses,banks,advertisingagencies-assistinthedistributionprocessbutneithertaketitletogoodsnornegotiatepurchasesorsales;theyarecalledfacilitators.heImportanceChannelsAsetafirmemploys,anddecisionsaboutitareamongthemostcriticalonesmanagementfaces.theUnitedStates,channelmemberscollectivelyhaveearnedmarginsaccountfor30%50%theultimatesellingprice.Incontrast,advertisingtypicallyhasaccountedforlessthan5%to7%ofthefinalprice.Marketingchannelsalsorepresentasubstantialopportunitycost.Oneofthechiefrolesofmarketingchannelsistoconvertpotentialbuyersintoprofitablecustomers.musttheyalsomakemarkets.Thechannelschosenaffectallothermarketingdecisions.Thecompany'spricingdependsonwhetheritusesmassmerchandisersorhigh-qualityboutiques.Thefirm'ssaleforceandadvertisingdecisionsdependonhowmuchtrainingandmotivationdealersneed.Inaddition,channeldecisionsincluderelativelylong-termcommitmentswithotherfinnsaswellasasetpoliciesandanautomakersignsupindependent·erstosellitsautomobiles,theautomakercannotbuythemoutthenextdayandreplacethemwithcompany-ownedoutlets.Butatthesametime,channelchoicesthemselvesonmarketingstrategywithrespecttosegmentation,targeting,andpositioning.Holisticmarketersensurethatmarketingdecisionsinallthesedifferentareasaremadetocollectivelymaximizevalue.Inthefirmtodevotetopushversuspullmarketing.Apushstrategyusesthemanufacturer'ssalesforce,tradepromotionmoney,orothermeanstoinducetoselltheendusers.Pushisbrandchoiceismadeinthestore,theproductisanimpulseitem,andproductamanufacturerusesadvertising,promotion,andotherofcommunicationtopersuadeconsumerstodemandtheproductfromintermediaries,thusinducingtheintermediariestoorderit.Pullstrategyisappropriatewhenthereishighbrandloyaltyandhighinvolvementinthecategory,whenconsumersareableto·ceivedifferencesbetweenbrands,andwhenthebrandbeforetheygotothestore.Foryears,drugcompaniesaimedadssolelyatdoctorsandhospitals,butin1997theFDAissuedguidelinesforTVadsthatopenedthewayforpharmaceuticalstoreachconsumersdirectly.Thisisparticularlyevidentintheburgeoningbusinessofprescriptionsleepaids.SEPRACORINC.Theincreaseduseofprescriptionsleepaidsisduenotsomuchtoanincreaseinthenumberofinsomniacs,astothebillionsofdollarsthedrugcompaniesrespendingonprintandTVadvertising.ConsiderSepracor'sadsforLunesta,featuringapalegreenLunamothflittingaroundtheheadofapeacefulsleeper.Sepracorspent$2.98millionin1consumeradvertisingin2006,anditsstockandsaleshavejumpedduetoitssuccessfulTheindustryasaspentmorethan$4billiononconsumerin2005,afivefoldin10years.ItsaggressivepUllmarketingstrategyhas,however,promptedintensedebateandscrutinyfromCongress.Afterall,whileaggressiveadvertisingofMerck'sVioxxgeneratedhugeitexposedhousandsofU.S.toheartCriticsofnewadsdrugstheythanthereasontheycan'tsleep(whichcanrangefromsimplestresstoseriousillness).Proponentsofsuchadssaythatinaneraofmanagedcareandshorteneddoctorvisits,adseducatepatientsandsparkimportantconversationswithdoctors.AlthoughthepharmaceuticalindustryisunlikelytopUllback,Bristol-MyersSquibbCo.haswonsomekudosforvoluntarilyadsyearonTopmarketingcompaniessuchCoca-Cola,andNikeskillfullyemploybothpushandpullstrategies.Marketingactivitiesdirectedtowardsthechannelaspartofapushstrategyaremoreeffectivewhenaccompaniedbyawell-designedandwell-executedpullstrategythatactivatesconsumerdemand.Ontheotherhand,withoutatleastsomeconsumerinterest,itcanbeverydifficulttogainmuchchannelacceptanceandsupport.ChannelDevelopmentAnewfirmstartsaslocalseIlinginafairlycircumscribedmarket,using?existingintermediaries.Thenumberofsuchintermediariesisapttobelimited:afewufacturers'salesagents,afewwholesalers,severalestablishedretailers,afewtruckingcom?panies,andaDecidingonthechannelsmightnotbea?problemthemediariestohandlethefirm'sline.Ifthefirmissuccessful,itmightbranchintonewmarketsandusedifferentchannelsindifferentmarkets.Insmallermarkets,thefirmmightretailers;inlargermarkets,itthroughdistributors.Inruralareas,itworkwithgeneral-goods2inurbanwithmerchants.Inonepartoftheitmightgrantexclusivefranchises;inanother,itmightseJJthroughaJJoutletswitIingtohandlethemerchandise.Inonecountry,itmightuseitwithalocalfirm.Internationalmarketsposedistinctchallenges.Customers'shoppinghabitscanvarybyandmanyasGermany'sAldi,theUnitedKingdom'sTesco,andSpain'sZarahaveredefinedthemselvestoaenteringatobetterimagetolocalneedsandwants.Retailersthathavelargelystucktothesamesellingformularegardlessofgeography,suchasEddieBauer,Marks&Spencer,andWal-Mart,marketingstrategyforItsentranceinto1MUS.markettoslockdifferentnationalmanufacturerhavesometimesencounteredtroubleinenteringnewmarkets.Inshort,thechannelsystemevolvesasafunctionoflocalopportunitiesandconditions,emergingthreatsandopportunities,companyresourcesandcapabilities,andotherfactors.ConsidersomeofthechallengesDellhasencounteredinrecentyears.DELLDellrevolutionizedthepersonalcomputercategorybysellingproductstotheratherthanretailersorresellers.coulddesigntheexactPCtheywanted,andrigorouscostcuttingallowedforloweverydayprices.Soundlikeawinningformula?Itwasforalmosttwodecades.But2006sawtheencounteranumberofproblemsledtoacompetitorssuchasHPnarrowedthegapinproductivityandAlwaysfocusedonthebusinessmarket,Dellstruggledtoselleffectivelytotheconsumermarket.preferencestoasopposedtobuyingdirectdidn'thelp,butself-inflicteddamagefromanultraefficientsqueezedcosts-andofcustomerservicewasperhapsthemostpainfuLManagersevaluatedcalfcenteremployeesprimarilyhowfongtheystayedoneachfordisasterasscoresofcustomersfelttheirproblemswereignoredor3notproperlyhandled.AlackofR&Dspendingthathinderednew-productdevelopmentandledtoalackofdifferentiationdidn'thelpeither.Clearly,Dellwasenteringanewchapterinitshistorythatwouldrequireafundamentalrethinkingofitschannelstrategyanditsmarketingapproachasawhole.HybridChannelsToday'ssuccessfulcompaniesarealsomultiplyingthenumberof"go-to-market"orhybridchannelsinanyonemarketarea.IncontrasttoDell,HPhasuseditssalesforcetoselltolargeaccounts,outboundtelemarketingtoselltomedium-sizedaccounts,directmailwithaninboundnumbertoselltosmallaccounts,retailerstoselltostillsmalleraccounts,andtheInternettosellspecialtyitems.Staplesmarketsthroughitstraditionalretailchannel,adirect-responseInternetofaffiliatedsites.Companiesthatmanagehybridchannelsmustmakesurethesechannelsworkwelltogetherandmatcheachtargetcustomer'spreferredwaysofdoingbusiness.Customersexpectchannelintegration,characterizedbyfeaturessuchas:theabilitytoorderaproductonlineandpickitupataconvenientretaillocation；thetoreturnanonline-orderedproducttoaofretailer；thetodiscountsandpromotionaloffersbasedontotalonlineandoff-linepurchases.CircuitCityestimatedin-storepick-upsaccountedforthanhalfitsonlinesalesinaspecificofahascarefullymanageditsmultiplechannels.REI（RecreationEquipmentInc.）What'smorefrustrating:buyinghikingbootsthatcrippleyourfeet,ortryingontheperfectpaironlytofindthestoreisoutofstockinthesizeorstyleAtInc.largestconsumerwithoutdoorenthusiastscaneasilyavoidbothproblems.In90REIstoresacrossandsnugglingdeepintosleepingbags.REIstoresaredesignedtogiveanexperience,notjustsellgoods.Ifanitemisoutofstock,all4customersneeddoistapintothestore'sInternettoorderitfromREI'scustomerscanevengetclerkstoplacetheorderforthematthecheckoutcounters.REIhasbeenlaudedbyindustryanalystsfortheseamlessintegrationofitsretailstore,Website,Internetkiosks,·ordercatalogs,outlets,andtoll-freeordernumber.AndREInotonlygeneratesstore-to-Internettraffic,italsosendsInternetshoppersintoitsstores.IfacustomerbrowsesREI'ssiteandstopstoreadanREI"LearnandShare"articleonbackpacking,thesitemighthighlightanin-storepromotiononhikingboots.LikeREIthatshoppersspendsignificantlymorethansingle-channelshoppers,andthattri-channelshoppersspendevenmore.UnderstandingNeedsConsumersmaychoosethechannelstheypreferbasedonanumberoffactors:theprice,productassortment,andconvenienceofachanneloption,asorexperiential).Aswithproducts,segmentationexists,andmarketersemployingdifferenttypesofchannelsmustbeawarethatdifferentcon;umershavedifferentneedsduringthepurchaseprocess.ResearchersNunesandCespedesarguethat,inmanymarkets,buyersfallintooneoffourcategories.Habitualfrominovertime.High-valuedealbeforebuyingatthelowestpossibleprice.Variety-lovingshoppersgatherinformationinmanyadvantageofinchannel,regardlessofprice.High-involvementshoppersgatherinformationinallchannels,maketheirpurchaseinalow-costchannel,buttakeadvantageofcustomersupportfromahigh-touchchannel.Onestudyof40groceryandclothingretailersinFrance,Germany,andtheUnitedKingdomfoundthatretailersinthosecountriesserved5threetypesofshoppers:(1)Service/qualitycustomerswhocaredmostaboutthevarietyandperformanceofproductsinstoresaswellastheserviceprovided;(2)Price/valuecustomerswhomostaboutspendingtheirmoneywisely;and(3)Affinitycustomerswhoprimarilysoughtliketheyaspiredtojoin.AsFigure15.1shows,customerprofilesforthesetypesofInplacedmoreimportanceonserviceandquality,intheUnitedKingdom,affinity,andinGermany,priceandvalue.Evensametochannelsfordifferentfunctionsinmakingapurchase.Forinstance,someonemaychoosetobrowsethroughacatalogbeforevisitingastoreortakeatest-driveatadealerbeforeorderingacaronline.Consumersmayalsoseekdifferenttypesofchannelsdependingontheparticulartypesofgoodsinvolved.Someconsumersarewillingto"tradeup"toretailersofferingsuchaswatchesorCallawaygolfthesesameconsumersarealsowillingto"tradedown"todiscountretailerstobuyprivate-labelpapertowels,detergent,orvitamins.ValueNetworksAsupplychainviewofafirmseesasdestinationandamountstoalinearviewoftheflow.Thecompanyshouldfirstthinkoftheandthendesignthefromthatpoint.Thisviewhasbeencalleddemandchainplanning.Northwestern'sDonSchultzsays:"Ademandchainmanagementapproachdoesn'tjustconsumersarelookingfor,notproductsaretryingsellSchultzthatbebyanewacronym,SIVA,whichstandsforsolutions,information,value,andaccess。Anevenviewacompanyatofavaluenetwork-asystemofpartnershipsandalliancesthatafirmcreatestosource,augment,anddeliveritsofferings.Avaluenetworkincludesafirm'ssuppliersanditssuppliers'suppliers,anditsimmediatecustomersand6theirendcustomers.Thevaluenetworkincludesvaluedrelationswithotherssuchasuniversityresearchersandgovernmentapprovalagencies.Acompanyneedstoorchestratethesepartiesinordertodeliversuperiorvaluetothetargetmarket.Palm,theleadingmanufacturerofhandhelddevices,consistsofawholecommunityofsuppliersandassemblersofsemiconductorcomponents,plasticcases,LCDandaccessories;ofoff-lineandonlineresellers;of275,OOOdevelopersinthePalmcreatedoverand100hardwareadd-onsforthePalmoperatingsystemsforhandheldcomputersandsmartphones.DemandchainplanningseveralFirst,thecompanycanestimatewhethermoremoneyismadeupstreamordownstream,incaseitmightwanttointegratebackwardforward.theismoreawareofdisturbancesanywhereinthechaincosts,prices,orsuppliestochangesuddenly.Third,companiescangoonlinewiththeirbusinesspartnerstocarryonfasterandmoreaccuratecommunications,transactions,andpaymentstoreducecosts,speedupinformation,andincreaseaccuracy.Forexample,Fordnotonlymanagesnumerousalsoonmanysitesandexchangesasneedsarise.Managingthisnetworkhasrequiredcompaniestomakeincreasinginvestmentsininformationtechnology(IT)andsoftware.Firmshaveintroducedsupplychainmanagement(SCM)softwareandinvitedsuchsoftwarefirmsasSAPandOracletodesigncomprehensiveenterpriseresourceplanning(ERP)systemstomanageflow,manufacturing,resources,purchasing,andothermajorfunctionswithinaunifiedframework.Theyhopetobreakupdepartmentsilosandcarryoutcorebusinessprocessesmoreseamless!y.Inmostcases,however,companiesarestillalongwayfromtrulycomprehensiveERPsystems.Marketers,havethevaluenetworkthatlookstowardthecustomer,adoptingcustomerrelationshipmanagement(CRM)softwareandpractices.Inthefuture,theywillinandinfluencetheirupstreamactivitiesandbecomenetworkmanagers,notjustproductandcustomer7managers.營(yíng)銷渠道和值網(wǎng)絡(luò)大多數(shù)生產(chǎn)者并不是將其產(chǎn)品出售個(gè)最終顧客生產(chǎn)者和最終顧客之間有一系列的營(yíng)銷中間機(jī)構(gòu)執(zhí)行著不同的功能這些中介機(jī)構(gòu)組成了營(yíng)銷渠道一般來說，營(yíng)銷渠道是促使產(chǎn)品和服務(wù)順利的被使用和消費(fèi)的一整套相互依存的組織他們是一個(gè)產(chǎn)品或服務(wù)在生產(chǎn)以后經(jīng)過的一系列途徑從而使產(chǎn)品或服務(wù)經(jīng)過銷售到達(dá)最終使用者手中。有的中間機(jī)構(gòu)（如批發(fā)商和零售商）買進(jìn)產(chǎn)品、缺的產(chǎn)品所有權(quán)，然后再出售，它們被稱為買賣中間商。其他一些中介機(jī)構(gòu)（如經(jīng)紀(jì)人、制造商代理人和銷售代理人則尋找顧客有時(shí)也代表生產(chǎn)廠商同顧客談判但是不去的產(chǎn)品所有權(quán)，它們被稱為代理商。還有一些中間機(jī)構(gòu)（如運(yùn)輸公司、獨(dú)立倉(cāng)庫(kù)、銀行和廣告代理商）則支持分銷活動(dòng)，但他們既不取得產(chǎn)品所有權(quán)，也不參與買賣談判，他們被稱為輔助機(jī)構(gòu)。渠道的要性營(yíng)銷渠道系統(tǒng)是公司分銷渠道中的一個(gè)特別組成部分于營(yíng)銷渠道系統(tǒng)的決策是管理者面臨的最重要的問題之一。在美國(guó)，分銷商們賺取了最終售價(jià)的30%-50%的毛利，對(duì)比一下，廣告費(fèi)用通常只占到最終售價(jià)的5%-7%營(yíng)銷渠道實(shí)際上也是一項(xiàng)重要的機(jī)會(huì)成本要作用之一是將潛在的顧客轉(zhuǎn)換成有利潤(rùn)的訂單。營(yíng)銷渠道不僅僅是服務(wù)于市場(chǎng)，他們更要?jiǎng)?chuàng)造市場(chǎng)。渠道選擇會(huì)影響其他所有的營(yíng)銷決策司的定價(jià)取決于它是使用大商場(chǎng)還是高檔的專賣店司的銷售力量和廣告決策也取決于分銷商需要公司提供多少培訓(xùn)和激勵(lì)此外渠道決策包括對(duì)其他公司所做的相對(duì)長(zhǎng)期的承諾以及一系列政策和程序當(dāng)一個(gè)汽車制造商授權(quán)獨(dú)立的經(jīng)銷商笑傲后其汽車的時(shí)候制造商不能第二天就買回其景小區(qū)而代之以自己的經(jīng)銷點(diǎn)但同時(shí)渠道選擇本身取決于公司基于市場(chǎng)細(xì)分目標(biāo)市場(chǎng)和定位考慮而制定的營(yíng)銷戰(zhàn)略全面營(yíng)銷者們確保這些所有不同領(lǐng)域的營(yíng)銷決策綜合起來創(chuàng)造出最大的價(jià)值。在管理中間商的時(shí)候，公司必須決定將多上精力分別用于推進(jìn)和拉動(dòng)戰(zhàn)略。推動(dòng)戰(zhàn)略使用制造商銷售隊(duì)伍促銷資金或其他方法推動(dòng)中間商購(gòu)進(jìn)促銷以及銷售給最終使用者使用推進(jìn)戰(zhàn)略的情況包括在品類中品牌忠誠(chéng)度較低品牌選8擇在商店現(xiàn)場(chǎng)進(jìn)行，出于沖動(dòng)才會(huì)購(gòu)買的品牌，以及商品的好處是眾所周知的。在拉動(dòng)戰(zhàn)略中制造商適用廣告促銷和其他溝通渠道方式來吸引消費(fèi)者向中間商購(gòu)買產(chǎn)品以激勵(lì)中間商訂貨拉動(dòng)戰(zhàn)略適用的情況包括高品牌忠誠(chéng)度搞產(chǎn)品攝入人們能夠認(rèn)知不同品牌間的差異以及人們?cè)谌ド痰曛熬瓦x好購(gòu)買哪個(gè)品牌。多年以來，制藥公司僅僅針對(duì)醫(yī)生和醫(yī)院做廣告，但在年，美國(guó)食品及藥物管理局辦不了電視廣告指導(dǎo)方針辟了醫(yī)藥品知己到達(dá)消費(fèi)者的道路。這在處于萌芽階段的處方安眠藥行業(yè)尤為明顯。Sepracor公司治療失眠的處方藥的增多很大程度上源于失眠癥患者的增多是制藥公司在印刷品和廣告上花費(fèi)數(shù)十億美元?？纯此緸橹咚幩龅膹V告：一個(gè)灰綠的月亮精靈在個(gè)寧?kù)o的眠者的頭周圍飄舞。Sepracor2006年在消費(fèi)者廣告花了298美元，它的股份和銷售額也因成功的戰(zhàn)略而大增2005年制藥行業(yè)在消費(fèi)者廣告上花費(fèi)超過40億美元10年增長(zhǎng)超過5倍。但是，其激進(jìn)的拉動(dòng)戰(zhàn)略引發(fā)了激烈的爭(zhēng)論和國(guó)會(huì)的注意。畢竟，在激進(jìn)的廣告帶來的巨額利潤(rùn)的同時(shí)也使數(shù)以千計(jì)的美國(guó)成年人面臨心臟病的危險(xiǎn)評(píng)認(rèn)為新藥廣告導(dǎo)致了關(guān)注治療癥狀本身而不是激發(fā)消費(fèi)者去發(fā)現(xiàn)他們不能入眠的原（從簡(jiǎn)單的壓力到嚴(yán)重的疾病廣告的擁護(hù)者則聲稱在看護(hù)受到管理和醫(yī)生治療時(shí)間縮短的時(shí)代告教育了病人并且激發(fā)了他們與醫(yī)生的重要對(duì)話。盡管制藥行業(yè)不能回到原點(diǎn)，但BristolMyersSquibb公司卻通過自愿在新藥上市一年內(nèi)不做廣告而贏得了聲譽(yù)。頂級(jí)營(yíng)銷公司如可口可樂因特爾和耐克能夠技巧性的使用推進(jìn)和拉動(dòng)戰(zhàn)略作為推進(jìn)戰(zhàn)略一部分的面向顧客的營(yíng)銷活動(dòng)當(dāng)被輔以用于刺激消費(fèi)者需求的經(jīng)過精心設(shè)計(jì)和正確實(shí)施的拉動(dòng)戰(zhàn)略時(shí)會(huì)更為有效另一方面沒有一定數(shù)量的消費(fèi)者感興趣，要獲得渠道的接受和支持也會(huì)十分困難。渠道發(fā)新成立公司最典型的做法就是在當(dāng)?shù)赜邢薜氖袌?chǎng)使用現(xiàn)有的中間商進(jìn)行銷售這些中間商的數(shù)量是有限的數(shù)制造商代理人少數(shù)批發(fā)商幾個(gè)零售商、少數(shù)運(yùn)輸公司和倉(cāng)庫(kù)選擇最好的渠道可能不是問題問題是如何說服現(xiàn)有中間商為公司服務(wù)，如果公司成功了可能會(huì)進(jìn)入新的市場(chǎng)并在其他市場(chǎng)內(nèi)各種使用不同的渠道。在較小的市場(chǎng)上，公司可能直接將產(chǎn)品賣給零售商：在較大的市場(chǎng)上，則可能會(huì)通過經(jīng)銷商。在農(nóng)村市場(chǎng)上，公司可能使用特許經(jīng)營(yíng)；在另外一些市場(chǎng)中，則可能通過其他的代理商來銷售在一個(gè)國(guó)家里公司可能使用國(guó)際代理商在9另外一個(gè)國(guó)家，則可能與當(dāng)?shù)毓竞匣?。?guó)際市場(chǎng)會(huì)產(chǎn)生獨(dú)特的挑戰(zhàn)消費(fèi)者的購(gòu)物習(xí)慣隨國(guó)家不同而有差異很多零售商如德國(guó)的Aldi國(guó)的Tesco和西班牙的在進(jìn)入一個(gè)新市場(chǎng)時(shí)，都在一定程度上對(duì)自身進(jìn)行重新定義以使自身形象更適合當(dāng)?shù)匦枰托枨笮┎活櫟乩聿町惗淌赝瑯愉N售模式的零售商，如、瑪莎百貨和沃爾瑪在進(jìn)入新市場(chǎng)時(shí)，有時(shí)遇到了困難。總之渠道系統(tǒng)的發(fā)展應(yīng)視當(dāng)?shù)貦C(jī)會(huì)和條件潛在威脅和機(jī)會(huì)公司資源和能力以及其他因素而定。思考戴爾公司近些年來遇到的一些挑戰(zhàn)。戴爾（Dell）戴爾公司通過電話和互聯(lián)網(wǎng)而不是零售商直接向消費(fèi)者銷售產(chǎn)品革了個(gè)人電腦類別消費(fèi)者可以定制他們想要的電腦而且因?yàn)槌杀颈淮蟠蠼档褪蛊淇梢悦刻斓蛢r(jià)。這聽起來是個(gè)成功的模式，從他誕生到現(xiàn)在經(jīng)歷了近年。但是2006年公司遇到了一系列問題導(dǎo)致了股價(jià)的快速下跌。首先，漸漸復(fù)蘇的競(jìng)爭(zhēng)者，例如惠普，已經(jīng)縮小了他們與戴爾在生產(chǎn)效率和價(jià)格上的差距。其次，由于一直更關(guān)注企業(yè)市場(chǎng)戴爾不得不艱難的試圖更有效的向消費(fèi)市場(chǎng)銷售消費(fèi)者的購(gòu)買方式從直接購(gòu)買轉(zhuǎn)向在零售店購(gòu)買對(duì)戴爾是個(gè)不小的打擊更致命的傷害來自于其內(nèi)部過分強(qiáng)調(diào)效率的供應(yīng)鏈模式積壓了顧客服務(wù)的成本和質(zhì)量經(jīng)理們?cè)u(píng)估呼叫中心的雇員接每個(gè)電話所用的時(shí)間解決消費(fèi)者感到他們的問題被忽視或者沒有被適當(dāng)處理的問題再者研發(fā)支出不足使新產(chǎn)品開發(fā)之后并且導(dǎo)致產(chǎn)品差異化也行不通。很明顯，因?yàn)檫@些問題，戴爾來到一個(gè)岔路口，需要從本質(zhì)上綜合重新思考其渠道戰(zhàn)略和營(yíng)銷方式。混合渠現(xiàn)今成功的公司也在增加市場(chǎng)的渠道數(shù)量或在一個(gè)市場(chǎng)中建立混合渠道戴爾相反惠普使用銷售人員向大客戶銷售使用電話銷售向中等客戶銷售使用直郵的方式向小客戶銷售零售商也向小客戶銷售同時(shí)使用互聯(lián)網(wǎng)出售專門產(chǎn)品通過傳統(tǒng)零售渠道集市反應(yīng)的互聯(lián)網(wǎng)站虛擬購(gòu)物商場(chǎng)和數(shù)以千計(jì)的會(huì)員站點(diǎn)對(duì)市場(chǎng)進(jìn)行分類。那些經(jīng)營(yíng)混合渠道的公司必須確保這些渠道可以很好的結(jié)合在一起且與每一個(gè)目標(biāo)顧客群最為匹配。顧客期望渠道整合能有以下特點(diǎn)：在線訂購(gòu)產(chǎn)品在附近的連鎖店拿貨的能力；在附近的零售商店退回在線訂購(gòu)產(chǎn)品的能力；獲得全部線上線下購(gòu)買的折扣和促銷優(yōu)惠的權(quán)利。根據(jù)環(huán)路城（circuit）計(jì)算，2006年店內(nèi)取貨占在線銷售量的一半10以上。以下是一家公司謹(jǐn)慎的管理多種渠道的案例。REI（Inc.）還有比這更令人沮喪的嗎買來的徒步旅行靴傷了你的的腳或者是當(dāng)你在商店看到中意的鞋時(shí)卻沒有你穿的尺碼？在這個(gè)擁有250活躍成員的美國(guó)最大的消費(fèi)者協(xié)會(huì)，熱衷戶外運(yùn)動(dòng)的人們可以避免以上這兩種情況。在全美90家REI的商店里，顧客正點(diǎn)起瓦斯?fàn)t，扎起帳篷，美美的睡在睡袋