Case Study On The Marketing Channel Conflict In Guangzhou Telecom

The formal operation of3G Services in China has more than3years, after reorganizationof China Telecom Operators and3G licenses issued in2008. In order to adapt to therequirements of the3G era, China Telecom Corporation has adjusted marketing channels, andinitially established four single marketing channels: Direct Channel, Entity Channel, SocialChannel and Electronic Channel. However, constant conflict and poor cooperation ofmarketing channel is plaguing China Telecom Corporation, and restricted the furtherdevelopment of3G services.The case subject research is based on China Telecom Guangzhou branch, including maincharacteristics of telecommunication industry marketing, marketing channel structure ofChina Telecom Guangzhou branch, current situation and the cause of marketing channelconflict of China Telecom Guangzhou branch，including disordered management of product/price, poor management of channel internal competition, failure of channel performanceevaluation, insufficient channel incentive, poor information communication and IT supportsystem.The case analysis is through the marketing channel conflict theory and as a guide, basedon case analysis by comparative study. By the study of marketing channel conflict andcollaborative solutions,of other industry such as fast moving consumer goods industry andforeign telecom operator, and the practice of China Telecom Guangzhou branch, we putforward some corresponding countermeasures, including adjustment of channel structure andthe optimization of cooperative functions, strict management of product/price and channelplanning, improving the agent remuneration and incentive, integration of agent management,establishing a mechanism of regular channel communication, unity of performanceevaluation and management of channels, improving IT support system. Hopefully, it cancontribute to the development of the channel management of China Telecom Operators inChina.