Research Status And Channel Diagnosis Mobile Corporation Value-added Service Marketing Channel Of Shaoyang City

VAS Shaoyang mobile marketing channels is an important part of marketing. Withthe continued development of the domestic telecommunications industry, an increasingnumber of value-added services, the competition is becoming more intense. Shaoyangmobile value-added services marketing company to achieve marketing goals success inthe fierce market competition, the effective coordination and management of marketingchannels is the key.In this paper, Shaoyang Mobile VAS marketing channels as the research object,the focus of marketing channel status quo, based on the theory of marketing channelsand methods of diagnosis, the company’s marketing channels for diagnostic assessment,data collection and market research, based on the articles of five parts: The first chapterintroduces the research background, significance and research methods; second chapterintroduces the diagnosis-related value-added services marketing channel theory andmethods; third chapter is about the Shaoyang City mobile VAS marketing channelstatus and diagnostic program design; fourth chapter is mobile marketing channelsShaoyang diagnostic evaluation and conclusions; fifth chapter is the Shaoyang Citymobile VAS marketing channel optimization strategies and conclusions.This study used the qualitative and quantitative analysis. Shaoyang City, throughthe full analysis of the current mobile market environment, combined with ShaoyangCity Mobile VAS overall business objectives, status and problems of marketingchannels for qualitative analysis; through the use of companies to provide importantdata to establish the diagnosis assessment model for quantitative analysis, ShaoyangCity moving company to promote value-added business entities operating roompartitioning problem type, star type, Taurus-type and skinny dog-type four types, and foreach type of business hall to analyze; marketing channels and then combined with thediagnostic evaluation findings, value-added services channel management andconstruction of the main channels for the lack of a value-added service system to beimproved, channel-to-business brand and image support is not enough, the channelfunction does not play is not sufficient, management is not standardized, some membersof the loyalty is not high, the internal conflicts have occurred, not establishedappropriate diagnostic systems and value-added business channels such positioning isnot clear, the paper concludes with recommendations related to optimization.