从时间序列上来讲,关注与讨论新旧分销模式已经有个把年头,其分水岭是否就在此时此刻?此乃一结;就现有的分销渠道来说,首先是不愿意被舍弃,其次,如何使旧的东西融入新的元素,从而焕发其生命力?此乃第二结;创新的分销模式是否是真正意义上的创新?新模式的出台至少要涉及到技术、业务流程、公司治理理念等等,其适应力如何?此乃第三结。 虽说各行业对分销的界定有所不同,但是不约而同地,近年来,渠道策略进入重整阶段。 信息技术、网络技术带来的分销革命还在继续中,被称为直销之王的戴尔计算机公司,一路绿灯,单机销量跃居首位,还扬言要占领美国40％的电脑市场份额。中国的戴尔也不甘示弱,低价的“速马”系列过关斩将,在不到一年的时间内争得了销售量第五的座次。土生土长的直销业务也开始在中国电脑市场零星出现;然而新模式不会是无源之水.分销模式进入整合期。本期的焦点志在穿越分销生死结.体验创新与适用并行。 本期焦点包括三篇:上篇探讨联想分销模式的变革。作为中国计算机行业的龙头,联想稳固而不保守地坚持其分销策略,试图用实践说明:营销模式并非一成不变.时时把握市场脉搏、客户导向的运作方式才为最佳。中篇,将重新回顾讨论了多年的戴尔“黄金三原则”,与上篇形成对照。从上个世纪的90年代中期开 In terms of time series, attention has been paid to discussing old and new distribution models for a long time. Whether the watershed is at this moment? This is a knot. For the existing distribution channels, the first one is not willing to be discarded. Second, How to make the old things into the new elements, so as to rejuvenate their vitality? This is the second knot; Innovative distribution model is a real sense of innovation? The introduction of the new model involves at least technology, business processes, corporate governance philosophy How adaptable? This is the third knot. Although the various sectors of the distribution of different definitions, but invariably, in recent years, channel strategy into the restructuring phase. The distributive revolution brought by information technology and network technology is still continuing. Dell Computer Co., known as the king of direct selling, has all along the green light and single unit sales rank first. It also threatens to occupy 40% of the computer market in the United States. China’s Dell is outdone, low-cost “speed horse” series of cut-offs, in less than a year won the fifth sales seat. Native-born direct sales business has also started to sporadically appear in the Chinese computer market; however, the new model will not be passive water. Distribution mode into the integration period. The focus of this issue is to cross the distribution of life and death knot. Experience innovation and application of parallel. The focus of this issue includes three: the first chapter to explore Lenovo’s distribution model changes. As a leader in China’s computer industry, Lenovo persevered in its distribution strategy with a steady but not conservative stance, trying to put it in practice: the marketing model is not static, and it is best to grasp the pulse of the market and customer-oriented operation. Highlights, will review the Dell for many years to discuss the “Golden Three Principles”, and the article in contrast. From the mid 90s of last century opened