優(yōu)秀營銷渠道成員的職責(zé)，對(duì)各渠道成員的市場(chǎng)區(qū)域劃分和責(zé)權(quán)劃分

   （1）在合作開始時(shí)，應(yīng)明確雙方的責(zé)權(quán)劃分，明確促銷由誰負(fù)責(zé)的問題，傭金標(biāo)準(zhǔn)是多少，怎么結(jié)算，以免由于職責(zé)不明，導(dǎo)致今后的合作產(chǎn)生阻礙。
   （2）對(duì)各渠道成員的酒店市場(chǎng)營銷區(qū)域應(yīng)有劃分，以免各渠道成員之間爭(zhēng)奪市場(chǎng)發(fā)生摩擦、沖突，而有的空白市場(chǎng)卻無人開發(fā)，影響銷售效果；而且這種“內(nèi)部矛盾”現(xiàn)象會(huì)令顧客對(duì)酒店的經(jīng)營水平和能力產(chǎn)生質(zhì)疑。在市場(chǎng)發(fā)展?jié)摿τ邢藁蜈呌陲柡蜁r(shí)，尤其應(yīng)明確劃分范圍與職責(zé)。當(dāng)然，這也應(yīng)視具體情況而論，有時(shí)限制過于苛刻，也會(huì)錯(cuò)過一些市場(chǎng)機(jī)會(huì)。可在大致劃分的基礎(chǔ)之上，為前景好的新市場(chǎng)留下較大靈活性。
   （3）與旅游中間商商議確定目標(biāo)。這些目標(biāo)應(yīng)可以度量，可供酒店日后評(píng)價(jià)渠道業(yè)績(jī)。同時(shí)，渠道也可用來審視自己的工作情況。
   （4）對(duì)各渠道的營銷成本預(yù)算、資源分配及時(shí)間表等應(yīng)在營銷計(jì)劃中有所體現(xiàn)，以保證營銷組合的統(tǒng)一性，以及渠道成員每項(xiàng)活動(dòng)的進(jìn)展情況。
   （5）以真誠的合作意愿為基礎(chǔ)，假如遇到不同意見，應(yīng)本著共同協(xié)商解決的原則，以達(dá)到“雙贏”（Both-Win）的目的。
   （6）加強(qiáng)各渠道成員的溝通，取得良好、積極的合作氛圍。經(jīng)常性的交流會(huì)及時(shí)發(fā)現(xiàn)一些問題，避免渠道摩擦惡化升級(jí)。
    酒店在評(píng)價(jià)渠道業(yè)績(jī)時(shí)，不能只看該渠道成員的預(yù)訂數(shù)量，還要考慮其訂單質(zhì)量，給酒店帶來的利益，比如有的旅行社帶來的訂單并不是很多，但其帶來的客人消費(fèi)水平高，利潤可觀，不能小視。

Duties as a member of the excellent marketing channels, the market area and the rights and responsibilities of members of the various channels is divided

   (1) in co-operation at the beginning, should be clearly the responsibility of both the right division, clear promotion who is responsible for the problem, the commission standard is, how the balance sheet, so as not to lead to future cooperation hinder the unknown responsibility.
   (2) the market area of the channel members should be divided, so as not among the channel members vying for market frictions, conflicts, and some gaps in the market, no one development, affecting sales results; this "internal contradictions" phenomenon customer to question the level and capacity of the hotel business. Limited market potential for development or saturation, in particular, should be clear demarcation of the scope and responsibilities. Of course, this would depend on the specific circumstances, and sometimes restrictions are too harsh, will miss some market opportunities. Left for the good prospects for new markets can be broadly classified based on the greater flexibility.
   (3) determine the target and the deliberations of the travel intermediaries. These objectives should be measurable and available for hotels in the future evaluation of channel performance. The channels can be used to examine their own work situation.
   (4) channels, marketing costs, budgets, resource allocation and timetable should be in the marketing plan are reflected in order to ensure the unity of the marketing mix, as well as the progress of activities of each of the channel members.
   (5) based on a sincere willingness to cooperate, if they encounter different views should be in line with the principle of mutual agreement to resolve, in order to achieve the purpose of "win-win" (Both-Win).
   (6) to strengthen communication between the channel members, made good, positive atmosphere of cooperation. Regular exchange of timely detection of a number of issues, to avoid deterioration of the channel friction upgrade.
    In the evaluation of channel performance, the hotel can not just look at the booking number of the channel members, but also consider the quality of its order, the benefits to the hotel, for example, some travel agencies to bring the order is not a lot, but the guests consumer a high level, lucrative, and can not be overlooked.