近几年来,随着国家对公共安全秩序要求的不断提高、以及“平安城市”建

设和城市化进程推进,国内居民对生活安全需求的要求越来越高,中国的安防行

业得到了迅猛的发展。出入口控制与管理行业作为安防行业的子行业之一,也随

着住宅区、写字楼、医院、商场、学校等人流聚集的区域对人员以及车辆安全管

理的专业需求而迅速地发展起来。为迅速占领市场,大部分企业釆用低价竞争的

模式与抢夺分销渠道的手段,打乱了行业的正常发展进度。同时,由于安防行业

从业人员的整体教育水平不高,造成了高附加值产品推广受限,中低端产品竞争

激烈的现状,而这些现象也造成了在分销渠道管理上的出现的诸如驱利心重,忠

诚度低,开发与培育成本高等困难。

深圳市捷顺科技实业有限公司是成立于1992年的出入口控制设备厂商,从

业时间已经超过20年,产品销往全国各地并出口东南亚地区,同时也是北京奥

运会、广州亚运会、上海世博会等重大活动的出入口设备供应商。从2010年发

展分销渠道以来,在分销商的管理上存在管理同质化、激励措施缺乏以及服务质

量不统一等问题,由此造成分销商的绩效提升慢以及渠道成员流失问题。为了解

决这些问题,捷顺科技幵展了知识共享分销渠道管理。通过公司的知识平台、专

家库以及服务利润链的打造,使分销渠道管理基于知识共享而建立起长期、稳定

的合作关系,这种合作关系对于分销商的忠诚度与成长度都有良好的促进作用,

避免了只通过利益关联的方式进行合作,不仅实现了渠道队伍的稳定、可持续发

展,而且在分销渠道的成本管理上也得到了有效的控制,绩效也得到了一定提升。

不可否认的是,这种分销渠道管理模式虽然取得了一定进展,但仍然存在分

销渠道分层次管理效果不明显,知识平台利用率不均衡以及由于分销商短期趋利

行为引发的部分激励政策失效等问题,这些问题的研究恰恰是本文研究的重点所

在。

本文通过访谈、调查等手段对捷顺科技分销商在管理、激励以及服务问题的

现状进行分析,找出其中的原因,并从公司业务流程、激励模式、服务标准等方

面进行了深入剖析,发现其中的不足,使捷顺科技在分销渠道绩效管理水平上得

以提升。并使分销渠道的管理、激励以及服务模式在突破传统的利益引导模式下,

以知识传递、知识共享为导向,实现对分销商的渠道关系改善、渠道能力提升以

及渠道绩效改进。

关键词:安防行业;渠道绩效;知识共享;服务利润链

ABSTRACT

In the recent year, with the increasingly higher national requirement for public security

order and the construction of Safe City and process of urbanization,domestic residents have

higher and higher requirements for living safety, which boosts the development of China's security

industry. As the subsector of the security industry, entrance control and management develops

rapidly as a result of the safety requirement of personnel and vehicles in crowed areas such as

residential areas, business buildings,airports, hospitals,shopping malls, schools. To occupy the

market promptly,most enterprises compete with low prices and grab distribution channels,

disorganizing the normal development of the industry. Besides, on the whole, employees in the

industry are not well-educated, leading to the condition of limited promotion of high-value-added

products and fierce competition of mid and low end products. These phenomena result in

problems of focusing on short-term interests, low loyalty and high costs of development and

cultivation of distribution channel.

Established in 1992, Jieshun is an entrance control equipment manufacturer, which has over

20 years history. The products are sold all over China and exported to the Southeast Asia and used

in Beijing Olympic Games, Guangzhou Asian Games, Shanghai World Expo and other major

events. Since the development of distribution channel in 2010,there arose many problems in the

company's distributor management such as management homogeneity, lack of incentive measures

and inconformity of service quality, resulting in slow improvement of distributors' performance

and drain of channel members.

Through interview, investigation and other methods,this article analyzes the status quo of

management, motivation and service of distributors of Jieshun, and finds out the reasons of

problems. It studies in depth the mechanism of company's business process, motivation model,

service standard, etc, finding out problems, so as to improve distributor performance management

of the company.

Research indicates that,management, motivation and service of distribution channel can

absolutely break through the traditional profit-led mode. On the basis of transmission and sharing

of knowledge, improvement of distributors' channel relationship, channel capacity and channel

performance can be realized. Through the building of the company's knowledge platform, and

service profit chain, the long-term, stable and sustainable partnership can be established in

distribution channel management, which promotes loyalty and development of distributors,

avoiding profit-driven cooperation,and not only realize the stable and sustainable development of

channel team,but also effectively control the cost of distribution channel, and advance the

performance with effect.

Key words: security industry; channel performance; knowledge sharing; service profit chain