Countermeasure Of Channel Conflict Status For FMCG

The article, through analyzing the entire condition status and current channel state, firstpoints out that the Fast Moving Consumer Goods (FMCG) industry is currently facingunprecedented opportunities and challenges. It conducted effective analysis and research inview of the FMCG industry channel issues presented in the process of rapid development.Through a series of data from the FMCG industry, we found the FMCG channel managementis an important means of promoting the development of enterprises and improving thecompetitiveness of its industry. Therefore, the study of channel management–especiallystudying channel conflict management–is critical for the development of the FMCG industry.Similarly, channel conflict is also a problem that needs to be solved for all FMCG companies.Since dealer agents tend to be driven by interests, so issues emerge such as selling beyond theagreed-upon parameters and freely changing the price, thus the enterprise’s profits must beaffected in in the long term. Moreover, due to the sinking of channel power, FMCGcompanies will choose direct-sales mode, so the channel becomes more complicated.Therefore, it is undoubtedly significant that every FMCG company reasonably deal with thechannel conflict and create a perfect measure to control channel conflict.The paper is divided into six chapters, each of which is devoted to the analysis of FMCGenterprises channel conflict problems. In summary, the first chapter deals with research intothe present conditions of domestic FMCG enterprises channel, suggesting that rapiddevelopment and expansion of FMCG enterprise are the important problems contributing tothe FMCG enterprises channel conflict problem. Chapter two meticulously combines thedistribution channels and channel conflict-theory related research at home and abroad.Through extensive analysis of pertinent literature, systematic connections with thedistribution channels and channel-conflict related issues are described from multiple angles,including definitions, types, causes and various impacts. The third chapter focuses on theevolution of China’s current FMCG market. In this section, the process of channel conflict isstudied and analyzed. Chapter presents effective countermeasures to the issues raised in theprevious section. Examples given include strict management of the price system and countermeasures to prevent selling outside of the agreed-upon sales areas. The fifth chapter isdevoted to an empirical analysis and optimization of “A Company” to solve channel conflict.It analyzes research–taken from the occurrence and evolution of channel conflict facing “ACompany”–and uses the results to present countermeasures that work to finally solve thechannel conflict.The final chapter analyzes the content from the preceding chapters and presents thefollowing conclusions for FMCG companies: core channel management is channel conflictmanagement; they should vigorously develop terminal retail distribution channels; theyshould strictly limit adverse conflict in control channels; they should integrate multiple meansto strengthen the management of control channels because the channel is an important trendflattening its future development.