| As the purchasing power and consumer demand of Chinese consumers continue to increase,they have gradually begun to pursue personalized,high-quality,high-experience and intelligent products;as well as the rapid development of Internet technology and big data technology,the retail industry has ushered in an unprecedented consumption upgrade and changes,entering the new retail era: to embrace the "omni-channel" transformation with a high degree of cooperation and deep integration between channel members,it has brought opportunities and challenges to the operation and management of traditional retail companies.The research object of this article N Company is a foreign high-end Capsule coffee brand that entered the Chinese market in 2007,mainly operating B2 C capsule coffee business through retail channels,as well as direct B2 B commercial business.Company N has been developing in China for more than 13 years.It has established a direct sales channel network in the Chinese market in accordance with the headquarters’ business model and local operating characteristics.However,in recent years,company N’s channel management has gradually exposed some problems.The offline business has gradually shrunk due to the rapid development of online business,the cost of offline business has continued to rise,the level of channel service is inconsistent,and the competition between internal channels,the logistics supply chain and the customer management system that are closely connected with the channel cannot cope with the development of the omni-channel and support channel members to provide satisfactory services to consumers,etc.,which restrict the rapid development of N company’s business.In order to solve the channel management dilemma faced by N company,this research first determined the Bert Rosenbloom channel management theory applicable to N company by the study of literature related to new retail and omni-channel.It is divided into six major aspects: Inspire channel members,Improve the product,price,promotion issues related to channel management,logistics optimization and channel management performance assessment;then combine the analysis of the external environment of the company and the main market competitors to understand the current situation of the industry,and use the second-hand data analysis from the company and qualitative analysis Method,systematically summarize six aspects of the problems in the N company’s internal channel management and the reasons behind the problems;finally,a channel management optimization strategy from 6 aspects is developed according to the channel management theory of Bert Rosenbloom,which lays a solid foundation for building a localized omnichannel model in line with N Company under the background of the “new retail” era.The implementation goal of this optimization strategy is not only to improve the N company’s channel management level,but also to ensure that N company achieves sustainable growth in performance.At the same time,it also provides a reference for other similar brands in the industry to optimize localized channel management solutions for the Chinese market. |
