1、第一章、業務拓展一年磨礪，TCL進駐墨西哥主流渠道2004年8月，TCL開始布局中南美市場，在EM區域內相對成熟的、渠道 集中度高的墨西哥開辟自己的一番天地。從墨西哥回來的李紅兵執行副總經理， 對TOMOC暢述了在墨西哥分公司相繼取得的一系列豐碩的成果，并且他們在開 發渠道過程中所遇到的挑戰，以及如何化壓力為動力的制勝籌碼，最后，李副總 經理還對墨西哥分工司的近遠期目標進行了分析和規劃。渠道開發獲得的碩果1、2005年5月，TCL與墨西哥境內第二大連鎖經銷商沃爾瑪簽訂了供銷合同， 并且在其100多家店內上柜銷售。如果能利用沃爾瑪在墨西哥境內擁有的256 個連鎖店進行全線銷售，將極大促進分公司銷

2、售量；2、TCL與墨西哥最大的本土連鎖客戶ELECTRA簽訂了 2005年下半年35萬 臺的0EM業務合作協議，TCL品牌業務的業務合作計劃也在進一步的商談 中；3、TCL與當地第三大連鎖客戶COPPEL進行合作接洽，并且已經獲得該客戶下 達的3000臺的訂單。談判過程中的阻力1、TCL品牌知名度不夠高，當地渠道經銷商對其知之甚少；2、TCL人才儲備不足，技術資料翻譯不到位。打動經銷商的籌碼1、TCL以分公司實力為依托，深入腹地，力爭為渠道商提供更優質的服務；2、TCL產品有過硬的品質保證，經受住了經銷商的嚴格測試和檢驗；3、TCL采取了以小型客戶開發帶動、牽制大型客戶的多層次、多方位的渠道策

3、 略；4、TCL通過開發最有影響力的主流連鎖渠道一一沃爾瑪來帶動其它開發渠道； 5、TCL充分利用日韓歐品牌整體下滑渠道經銷商普遍對其信心不足的大趨勢。近期目標和遠景規劃令近期攻堅1、繼續開發渠道客戶，爭取進駐墨西哥的強六大強渠道客戶，增加渠道覆蓋率， 拉近與消費者的距離；2、通過型號買斷等方式做好資源調配來平衡經銷商們之間的利益關系，避免因 資源重復、價格差距帶來的市場震動；3、逐步完善和優化供應鏈體系。令遠期規劃像韓國大宇那樣，用35年的時間從一個新品牌做到墨西哥市場占有率第 一，成為韓國大宇的接班人。Chapter IBusiness exploitationChapter IBusin

4、ess exploitationTCL enter into the mainstream channels of Mexico after oneyears struggleAugust 2004, TCL began the layout of Latin America market to open his own world. Mexican market with high concentration of channels is relatively mature in EM,s regions, Li Hongbing, the Executive vice manager ba

5、ck from Mexico talked to TOMOC. He collogued a series of successes made one after the other by Mexico branch, and also their challenges during the course of channels development .He added the winning chips of how they turned the pressure into motivation, finally, Lee vice manager made some analysis

6、and planning of the Mexico branch both in the short-run and the long-term. The great achievements of channel developmentIn May 2005, TCL and Mexico, second largest chain of dealers signed a supply and marketing contracts, and the product have been listed for sale in its more than 100 shops. If the c

7、ompany can fully exploit Walmart, which in Mexico owns 256 chain stores, then it will greatly promote the company,s sales;TCL and the Mexican largest local chain client ELECTRA signed the OEM business cooperation agreements, the ordered quantity from 30,000 to 50,000. TCL brand business operational

8、cooperation is also planned further talks;The cooperation of TCL and the third largest chain of local client COPPEL are approaching, and the client also has made the 3,000 orders from us. The resistance during the negotiationsTCL,s brand recognition is not high enough, and it is ill-informed by the

9、local channel distributor;TCL,s talent reserves are inadequate, and the translation of technical information is also unavailable. The chip to touch the dealersTCL relied on the strength of a branch and penetrated into the hinterland, striving to provide better services for the channel dealers;TCL,s

10、products are excellent quality assurance, so they can outlive through the dealers, rigorous testing and inspection;TCL took the multi-level, multi-dimension strategy to promote the channel though developing the small customers, and keeping touch with large clients;TCL used the strategy that through

11、the development of the most influential mainstream channels - Walmart chain to drive the development of other channels;TCL,s brand took full advantage of the trend that channel distributor are general lack of confidence for the overall channels decline of Europe, Japan, South Korea. The immediate go

12、als and long-term planning弋 Near objectsContinue to develop the channel client; strive for the entry o f Mexican,s six strong channel clients; increase the channel coverage and keep the zero distance with the consumers;Through the way of buying out the model for a better resource allocation to balance the interests among all dealers and to avoid the market shock brought by the resources duplication and the price gap;Gradually improve and optim