BUILDING SALES CHANNELS FOR NEW TIRE BRANDS USING STRATEGIC MANAGEMENT THEORY: A CASE STUDY OF BRAND A

Abstract

As competition within the tire industry intensifies, Brand A faces an urgent imperative to enhance its market share through the strategic construction of effective sales channels. Grounded in strategic management theory, this study aims to conduct a thorough analysis of the current situation and challenges facing the sales channels of new A-brand tires, and explore feasible optimization strategies. This study uses Brand A tires as an example. By analyzing the current status of marketing channels for Brand A tires, this study proposes an optimization strategy. Prioritizing channel optimization principles should be the first priority. In order to improve channel synergy as well as strengthen incentives for retailers, the study proposes measures such as providing training to enhance store sales capabilities, offering incentives to implement promotional activities, and providing incentives to sell high-profit products. Finally, for the management of cross-channel goods, the study recommends establishing a systematic product sales record and implementing an inspection and supervision system. In summary, this study addresses the challenges present in the sales channels of A-brand tires, focusing on optimizing the layout of physical marketing channels, enhancing channel synergy, strengthening retailer incentives, and improving channel cross-stocking management. We anticipate that the implementation of these strategies will enhance the efficiency and competitiveness of Brand A tires' sales channels.