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Hisense: Breaking Recurring Channel Conflict
內容大綱
Hisense Group Co. Ltd. (Hisense) was a leading manufacturing enterprise in the Chinese household appliance industry. In 2010, Hisense began to lay out its online channels. At that time, the same products had different prices in different channels, which caused fierce channel conflicts. To solve this problem, Hisense segmented online and off-line products and took a series of actions to help off-line channels improve efficiency and reduce prices. Therefore, Hisense successfully changed from having different prices for the same products to having different prices for different products. However, in early 2020 the new model was challenged again, and channel conflicts soon reappeared. How would Hisense break the recurring channel conflict this time?
學習目標
This case is intended for undergraduate- and graduate-level courses on core marketing management and business-to-business marketing, or in a module focusing on channel management. This case takes Hisense’s channel conflict as an example to help students understand the channel conflict practices of Chinese manufacturing enterprises, as well as learn the types, causes, and solutions of channel conflicts, to achieve the following theoretical and practical learning objectives:<ul><li>Understand the advantages and disadvantages of different channels and their channel governance structures.</li><li>Analyze the types and causes of channel conflicts.</li><li>Discuss channel conflict solutions and channel integration strategies.</li></ul>