青岛啤酒营销内部管理问题研究.docx

目 录 TOC \o 1-3 \h \z \u 内容摘要 I Abstract II 1 导言 1 2 青岛啤酒简介及XX营销大区内部管理情况介绍 1 2.1 青岛啤酒简介 2 2.2 渠道深耕与营销大区 3 2.3 XX营销大区内部管理情况介绍 5 3 XX营销大区内部管理问题及原因分析 6 3.1 业务代表流动频繁与激励及晋升机制不完善 6 3.2 优劣员工差异较大与培训机制不完善 8 3.3 协同拜访效能低与部门职责设计不合理 9 3.4 市场信息管理、返馈、使用效率低与市场信息全面管理不到位 12 4 优化管理的策略 13 4.1 激励机制内容的革新 13 4.2 建设学习型组织和完善培训机制 15 4.3 营销岗位人岗匹配的实践与市场部的职能定位革新 16 4.4 信息全面管理的建设与各部门的协同效能提升 18 5 结束语 21 参考文献 22 附录：开题报告 24 致谢 28 PAGE II 内容摘要：啤酒行业产业集中化程度在不断加强，行业巨头在渠道、终端的抢占竞争中更是短兵相接，这要求厂商在各地的营销大区（办事处、市场部）能将人力资源的效能发挥到最大，建立更有效率的执行组织。本篇论文对青岛啤酒XX大区内部管理现状中业务代表流动频繁、协同拜访效果差，市场信息管理、返馈、使用效率低进行描述，探究问题产生的原因有人力资源管理的执行理念过于传统，对培训机制不完善，激励及晋升机制不完善，并且各部门职责设计也不能充分的使用其人力资源。提出了从营销岗位人岗匹配的实践到营销大区市场部职能定位的革新，并进一步到各部门协同效能的提升这一改进思路。 关键词：企业；内部管理；渠道深耕；职责设计 Abstract:In beer industry, the degree of industrialcentralization is constantly intensifying, and industry magnatesare fighting at close quarter for the channels and terminals. In view of this situation, it is imperative that manufacturers be able to maximizethe effectiveness of human resources all around the large section of marketing(agency, marketing department) and establish a more efficient performing organization. This thesis make a description to some problems existing in the internal status of management of Tsingtao Beer in the marketing section ofXX, such as the frequent flow of sales representatives, the poor effect of collaborative visit, and the inefficiencyof the management, feedback and utilization of market information.Through exploration, the causes fall into such aspects as the extremely traditional executive concept of human resource management, the imperfect mechanisms of training, encouragement, and promotion. Moreover, the duty designof various departmentscannot make full use of its human resources. Based on the research findings aforementioned, this thesis puts forward an improved idea of innovations from person-job fit practice in marketing positions to the function orientation of the marketing department in large section of marketing, what’s m