Research On J Company’s Channel Governance Strategy Based On Relationship Marketing Theory

Since the "13th Five-Year Plan",small and micro enterprises have begun to carry the banner of high-quality development of China’s economy,and have made great contributions in tax creation,employment relief,scientific and technological innovation and other aspects.However,most small and micro enterprises have been faced with financing difficulties,expensive financing,slow financing and other problems,these problems seriously hinder the healthy development of small and micro enterprises.With the development of science and technology and the guidance of national policies,digital technology has been widely and effectively applied in the financial field.The threshold for small and micro enterprises to obtain financial services has been effectively lowered,and more convenient and personalized financial support can be obtained.Information asymmetry has been alleviated to a certain extent.As a leader in the financial information service industry of small and micro enterprises,J Company is using its data and information capabilities to help traditional banks to promote,further shortening the distance between banks and customers.However,with the development and expansion of its business,J Company has encountered certain bottlenecks in its business development and some problems in channel governance.This paper takes Company J as the research object,uses literature research method,questionnaire survey method,and takes relationship marketing as the entry point.Through investigation and research on the current situation of the company’s channel governance,the following conclusions are drawn.First,Company J’s overall relationship marketing orientation is weak,especially poor performance in trust,communication,value sharing and understanding.It needs to make adjustments at the company level and guide all employees to make changes.Second,although the overall performance of the Channel Department is better than that of other departments,the performance of the employees in the territory is far worse than that of the employees in the headquarters.Therefore,in the follow-up adjustment,J Company should not only make the employees in the headquarters stable and improve,but also give more output to the employees in the territory,so as to rapidly improve the comprehensive ability and cognition of the employees in the territory and improve the overall level of all the employees in the Channel Department.Third,the performance of employees in the middle and back office of J Company is inferior to that of the channel department.Although they do not have direct contact with the front line of the market,as the middle and back office,their responsibility is to provide support to the front line department and provide weapons for the business department to expand the territory and expand the territory.Therefore,the internal staff should quickly adjust their status and improve their comprehensive ability.Fourth,the company should rely on its own advantages to empower partners,provide value-added services,and enhance the stickiness of cooperation.The purpose of this study is to improve the internal relationship marketing orientation of Company J and conduct relationship marketing among all employees of the company,so as to improve the quality of the relationship between company and channel partners,enhance the cooperation viscosity and depth of channel partners,implement the relationship channel governance plan,and finally achieve the goal of improving channel assets.This research only takes relationship marketing as the starting point,which is inevitably partial.It will be more comprehensive if viewed from the perspective of the whole company in the future.It is hoped that the study of this paper can provide some theoretical reference for J Company in the aspect of channel governance in the future,and help J Company continue to lead the industry in the future.