RESEARCH ON CHANNEL MANAGEMENT OPTIMIZATION OF
COMPANY S
ABSTRACT
Chinese IT industry channel and network level is the beginning of the 1980s. Channel
model appears not only to break the IT industry manufacturers direct, subject to geographical
limitations of a cell structure, more important is the channel of capital, ever since the birth
of the soil. To some extent, the key to China IT industry channel system upgrade could face
five major challenges that today's IT channel management, and thus seek effective solutions
to many current network products market makers, intense competition, the reseller channel is
to help manufacturers to increase sales and expand market coverage is very important, so
various manufacturers attach great importance to the management and development of the
channel.
In this paper, through the analysis of current situation of channel of S network of the
company, citing researchers industry and related fields of definition and classification of
channel management, through the analysis of data and the S company technical architecture
and external environment, the channel management framework of the company's competitors
are compared, which leads to S company competitive status of industry. Analyzed and
explained through the market survey report and the sample chart, by the channel management
in S company of some of the changes were analyzed and evaluation, through the existing
channel management problems in company S, combined with the preceding analysis we come
to the conclusion that S in the channel management system and optimization of space, its
market share there is room for improvement.
Finally obtains the sustained development of key support center city core partners in
three or four line city, focus on the development and cultivation of the core channel local,
recruit new channels widely development partners growth, seek new point of growth through
the channel adjustment. Import for Chinese localized products include suitable for small
market Linksys products to meet customer demand Chinese smes. Channel management in S
company will also need to constantly learn from the past experience of cooperation and
expand the number of channels. Simplified and provide the channel flow and convenient
channel, set up a unified, convenient channel of communication channel, so that the channel
can timely, rapid access policy, the latest product information, pre-sale after sale services and
other support etc..
KEY WORDS: channel management，Market share, Network company
摘 要
中国 IT 业渠道层次化和网络化是 80 年代开始的。渠道模式的出现不仅在于打破了
IT 行业厂商直销到最终用户、受地域局限的一元化结构模式，更为重要的是“渠道资
本”从此有了创新的机会和业务增长点。中国IT行业渠道管理模式升级的关键在于能否
正视 IT 渠道管理中的几大难题，并寻求切实有效的解决途径。当前网络产品市场厂商
众多、竞争激烈，合作伙伴渠道是帮助厂商增加销售收入和扩大市场覆盖范围的一个
重要途径，因此各家厂商非常重视渠道的管理与开发

本文以S公司的合作伙伴渠道为研究对象，首先介绍S公司概况和发展历程，以及
对所处的外部环境进行介绍，通过和业界竞争对手渠道管理体系架构的深入了解和分
析，引出S公司在渠道管理中的某些不足之处；并且使用渠道管理的理论对S公司的合
作伙伴渠道管理的政策和模式进行分析研究，并对 S 公司不同类型的合作伙伴渠道进
行效益评估，其中包括合作伙伴对 S 公司的渠道架构评价和市场价格的反馈调研报
告，结合市场的需求和S公司的整体战略，提出S公司渠道管理中优化问题的对策和建
议

本文通过 S 网络公司渠道现状的分析，引用业界和相关领域研究人员对渠道管理的
定义和分类，通过数据和 S 公司技术架构与外部环境进行分析，对竞争对手公司的渠
道管理架构进行对比，引出 S 公司所处行业竞争性现状。通过市场调研报告和样本图
表进行分析和阐述，由 S 公司渠道管理中的一些改变进行分析和评价，通过目前 S 公司
渠道管理中存在的问题，结合前文分析得出 S 公司在渠道管理体系还有优化空间，其
市场占有率还有提升空间

最后得出重点支持中心城市核心合作伙伴的持续发展，在三四线城市重点发展和
培养本地的核心渠道，招募新渠道广泛发展成长型合作伙伴，通过渠道调整寻求新的
增长点。导入适合中国本地化产品包括适合于小型市场的精睿产品来满足中国中小企
业客户的需求。S 公司渠道管理还需要不断吸取以往经验扩大渠道数量及合作程度。简
化并提供便捷的渠道流程及通道，设置统一的、便捷的渠道沟通通道，以使渠道能够
及时、迅速的获得渠道政策、最新产品信息、售前售后服务以及其他支持等

关键词：渠道管理；市场占有率；网络公司