中国市场进入战略管理知识研究报告(英文版)(37页).ppt

Nirma\interim-rpt Employ distributor and its own sales force (about 2000) to explore market in the meantime Distributor focus on existing channels and areas Whitecat sales force focus on unexplored new markets Be flexible to different market situation Low reliance on distributors Possible conflict between distributors and its own sales force Therefore, distributors may lose interest to work with Whitecat Slow response to changing market with hieratial management, e.g. the approval for a promotion plan will last 3 months C Whitecat uses distributor as well as its own sales force to jointly explore  markets Distributor Wholesaler Description Whitecat’s distribution channel mapping Strategy CONS Secondary distributor Retailer End consumer Whitecat regional sales office End consumers Retailer Back up Wholesaler Distributor Whitecat Source: Roland Berger Partners? interview PROS Incapable to response to changing market and consumers Nirma\interim-rpt Description Qiqing’s distribution channel mapping Dispatch huge sales force to directly approach wholesalers and retailers Sales Rep. regularly visit wholesalers and retailers Provide efficient logistics support and service Rapid penetration into rural area Build fist-hand market an consumer knowledge Quick learning Difficult to manage huge sales force (about 2000) Delay of money collection and poor credit-term management High selling expenses Channel conflict C Qiqiang’s distribution system greatly facilitates its market expansion  despite of unprofessional management Regular market/Fair* End consumers Wholesaler Secondary wholesaler Retailer * Qiqiang’s sales force promote and sell product in weekly market  activity in rural area Strategy PROS CONS High risk in the mature phase Qiqiang Source: Roland Berger Partners? interview Back up Nirma\interim-rpt C After penetrating the new market by front attack, Nirma should shift the  distribution to a qualified distributor Phase: Growth pe