marketing channels and distribution. learning objectives understand how marketing channels add time,...
TRANSCRIPT
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• Marketing Channels and Distribution
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LEARNING OBJECTIVES
• Understand how marketing channels add time, place, and possession utilities for final customer and how channel structure evolves to provide these utilities effectively and efficiently.
• Identify the five major flows in marketing channels and how each contributes to making products conveniently available to many millions of customers.
Understand how marketing channels add time, place, and possession utilities for final customer and how channel structure evolves to provide these utilities effectively and efficiently
Identify the five major flows in marketing channels and how each contributes to making products conveniently available to many millions of customers
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LEARNING OBJECTIVES
• Realize that marketing channels are not only economic systems, but also social systems, in which power and conflict play an important role.
• Recognize and explain all six decision areas of channel management and be familiar with the main issues associated with each of those decisions.
• Appreciate the crucial role played by logistics in the creation and operation of high-performance marketing channels.
Realize that marketing channels are not only economic systems, but also social systems, in which power and conflict play an important role
Recognize and explain all six decision areas of channel management and be familiar with the main issues associated with each of those decisions
Appreciate the crucial role played by logistics in the creation and operation of high-performance marketing channels
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MARKETING CHANNEL DEFINED
• Marketing channel is the network of organizations that creates time, place, and possession utilities.
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Utilities
• Form Utility – created by manufacturing
• Time Utility – having products available for use when consumers want them.
• Place Utility – having products where consumers want them.
• Possession Utility – having the ability to take possession of products.
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MARKETING CHANNEL STRUCTURE
• Channel structure consists of all the businesses and institutions (including producers or manufacturers and final customers) who are involved in performing the functions of buying, selling, or transferring title.
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MARKETING CHANNEL STRUCTURE
Len
gth
of c
han
nel
Intensity at various levels Types of interm
ediaries
Three Dimensions
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MARKETING CHANNEL STRUCTURE
Manufacturer Manufacturer Manufacturer Manufacturer
Consumer Consumer Consumer Consumer
Retailer Retailer Retailer
Wholesaler Wholesaler
Agent
2 level2 level 3 level3 level 4 level4 level 5 level5 level
Length of marketing channel
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MARKETING CHANNEL STRUCTURE
Exclusive Distribution
Selective Distribution
Intensive Distribution
Intensity at various levels
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MARKETING CHANNEL STRUCTURE
Practiced when a manufacturer restricts product distribution to a single retailer in a particular market or just a relatively few retailers
Products that are expensive, infrequently purchased, are sought after by consumers (i.e. specialty goods), or which require considerable after-sale servicing are the most likely candidates for exclusive distribution
Exclusive Distribution
Intensity at various levels
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MARKETING CHANNEL STRUCTURE
• Selectively distributed brands are available in multiple retail outlets in a particular market
• Shopping products, or those that consumers seek out, are sold through selective distribution
Selective Distribution
Intensity at various levels
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MARKETING CHANNEL STRUCTURE
• Used when convenience products are sold through virtually every available retail outlet in a particular market, e.g. soft drinks, candy, gum, cigarettes
Intensive Distribution
Intensity at various levels
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MARKETING CHANNEL STRUCTURE
• Types of Intermediaries – include the different kinds of intermediary institutions that can be used at the various levels of the channel.
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DETERMINANTS OF CHANNEL STRUCTURE
• Determinants of channel structure include:Distribution tasksEconomics of distribution tasksManagement's desire for distribution
control
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Distribution Tasks
• Discrepancies in quantity – buffer mass produced goods.
• Discrepancies in assortment – allow producers to focus while providing customer selection.
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Distribution Tasks
• Discrepancies in time – hold goods until ready.
• Discrepancies in place – connects producers and consumers.
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The Economics of Performing Distribution Tasks
Mfg. A Mfg. A Mfg. B Mfg. B Mfg. C Mfg. C
11 22 33 44 55 66 77 88
Without Without intermediariesintermediaries
• Economics of distribution tasksTransaction efficiency
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The Economics of Performing Distribution Tasks
• Economics of distribution tasksTransaction efficiency
Mfg. AMfg. A Mfg. BMfg. B Mfg. CMfg. C
IntermediaryIntermediary
11 22 33 44 55 66 77 88
With With intermediariesintermediaries
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Management’s Desire for Control of Distribution
• The shorter the channel structure the higher the control
• Needed when a manufacturer must protect product image, etc.
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FLOWS IN MARKETING CHANNELS
• Product FlowThe movement of the product from
manufacturer through all parties who take physical possession
• Negotiation FlowInterplay of buying/selling tasks
associated with title transfer
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FLOWS IN MARKETING CHANNELS
• Ownership FlowMovement of title of the product
• Information FlowInformation to and from the
manufacturer
• Promotion FlowFlow of persuasive communication
(advertising, personal selling, etc.)
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FLOWS IN MARKETING CHANNELS
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MARKETING CHANNELS AS SOCIAL SYSTEMS
• Power in Marketing Channels – the capacity of one channel member to influence the behavior of another channel member.
• Conflict in Marketing Channels – when one channel member believes that another channel member is impeding the attainment of its goals.
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MARKETING CHANNEL MANAGEMENT
• Marketing channel management – the analysis, planning, organizing, and controlling of a firm’s marketing channels.
• Interorganizational context – channel management that extends beyond a firm’s own organization into independent businesses.
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PERSPECTIVES FOR CHANNEL MANAGEMENT
• Down the channel toward the product
• Up the channel toward the manufacturer
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DECISION AREAS OF CHANNEL MANAGEMENT
Formulating channel strategy
Design channel structure
Select channel members
Motivate channel members
Coordinate with marketing mix
Evaluate member performance
• Realize only the place ‘P’ provides protection from imitation
• Distribution strategies can provide sustainable competitive advantage
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DECISION AREAS OF CHANNEL MANAGEMENT
Formulating channel strategy
Design
channel structure
Select channel members
Motivate channel members
Coordinate with marketing mix
Evaluate member performance
Set distribution objectives
Specify tasks to be performed by the channel
Consider alternative structures
Choose optimal structure
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DECISION AREAS OF CHANNEL MANAGEMENT
Formulating channel strategy
Design channel structure
Select channel members
Motivate channel members
Coordinate with marketing mix
Evaluate member performance
• Optimal structure identified by considering:Market variablesProduct variablesCompany variablesIntermediary variablesBehavioral variablesExternal environment
variables
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DECISION AREAS OF CHANNEL MANAGEMENT
Formulating channel strategy
Design channel structure
Select channel members
Motivate channel members
Coordinate with marketing mix
Evaluate member performance
• Develop selection criteria
Prospective channel member
Management succession
SalesPerformance
MarketCoverage
Reputation
ProductLines
SalesStrength
Credit andFinancialCondition
Size
Attitude
ManagementAbility
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DECISION AREAS OF CHANNEL MANAGEMENT
Formulating channel strategy
Design channel structure
Select channel members
Motivate channel members
Coordinate with marketing mix
Evaluate member performance
• Find prospective channel members
• Evaluate prospective channel members
• Convert prospectives into actual channel members
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DECISION AREAS OF CHANNEL MANAGEMENT
Formulating channel strategy
Design channel structure
Select channel members
Motivate channel members
Coordinate with marketing mix
Evaluate member performance
• Learn about the needs and problems of channel membersAdvisory committees
• Offer supportInformal supportStrategic alliances,
partnerships• Provide ongoing leadership
Continuing focus
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DECISION AREAS OF CHANNEL MANAGEMENT
Formulating channel strategy
Design channel structure
Select channel members
Motivate channel members
Coordinate with marketing mix
Evaluate member performance
• Product and ChannelRetailers (a channel
member) play an important role in product positioning
Display fixturesPersonal selling
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DECISION AREAS OF CHANNEL MANAGEMENT
Formulating channel strategy
Design channel structure
Select channel members
Motivate channel members
Coordinate with marketing mix
Evaluate member performance
• Pricing and ChannelRelevant to channel
members:•Profit margins available
to channel members•Pricing policies• Incentives
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DECISION AREAS OF CHANNEL MANAGEMENT
Formulating channel strategy
Design channel structure
Select channel members
Motivate channel members
Coordinate with marketing mix
Evaluate member performance
• Promotion and ChannelPromotions interface with
channel membersPoint-of-purchase displaysInventory levelsSales person training
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DECISION AREAS OF CHANNEL MANAGEMENT
Formulating channel strategy
Design channel structure
Select channel members
Motivate channel members
Coordinate with marketing mix
Evaluate member performance
• Assessment of success of channel members in implementing strategiesRequires good information
flows between membersPoint-of-sale systems, EDI
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LOGISTICS IN MARKETING CHANNELS
• Logistics make products available to customers
Also called physical distribution (PD)
Supply chain management (SCM) are logistical systems that facilitate close cooperation among firms in a channel
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LOGISTICS IN MARKETING CHANNELS
• Total Cost Approach and Systems Concept
Managementviews logistics as
a system of interrelatedcomponents
Managementtries to reduce
cost of using thecomponentsas a whole
Transportation
Materials Handling
Order Processing
Inventory Control
Warehousing
Packaging
Systems Concept
Total CostApproach
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• INSERT Table 10.1
LOGISTICS IN MARKETING CHANNELS
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Marketing Channel Logistics
• Almost all products must be moved
• Generally one of the highest percentage costs
• Use in-house transport or common carriers?
• What rates are available?
• What are competitors doing?
Transportation
Materials Handling
Order Processing
Inventory Control
Warehousing
Packaging
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Marketing Channel Logistics
• Growing use of cross-docking
• How to minimize distances?
• What equipment should be used?
• How to use labor efficiently?
Transportation
Materials Handling
Order Processing
Inventory Control
Warehousing
Packaging
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Marketing Channel Logistics
• Order cycle time (time between order and delivery)
• How to reduce errors in order processing?
• How to develop standards for different product types?
Transportation
Materials Handling
Order Processing
Inventory Control
Warehousing
Packaging
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Marketing Channel Logistics
• Economic order quantity (EOQ) is the lowest total cost (inventory carry cost + ordering costs)
• How to balance inventory levels with order sizes?
Transportation
Materials Handling
Order Processing
Inventory Control
Warehousing
Packaging
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Marketing Channel Logistics
• Growth of single item shipments
• Where to locate a warehouse?
• Number of warehousing units and size of units?
• Ownership question?
Transportation
Materials Handling
Order Processing
Inventory Control
Warehousing
Packaging
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Marketing Channel Logistics
• Effective packaging can help control inventory carry costs and help logistics efficiency
• What type of package is required (sturdiness, etc.)?
Transportation
Materials Handling
Order Processing
Inventory Control
Warehousing
Packaging
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OUTPUT OF THE LOGISTICS SYSTEM
• Customer service is the output of logistics systems
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Supplemental Material
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Channel Structure
Types of intermediaries
FunctionalMiddlemenMerchant Middlemen
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Channel Structure
Types of intermediaries
FunctionalMiddlemen
Do not take title to products; Do not take title to products; they simply facilitate the they simply facilitate the exchange process by performing exchange process by performing buying and/or selling functions.buying and/or selling functions.
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Channel Structure
Types of intermediaries
Merchant Middlemen
Take title to products and Take title to products and resell them.resell them.
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Social Aspects of Marketing Channels
• Marketing channel powerThe influence one channel
member has over other members’ behaviors
• Marketing channel conflictGoal impeding behavior by one or
more channel membersTerritorial encroachment
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Determinants of Power
• Reward Power• Reward Power
• Coercive Power
• Legitimate Power
• Expert Power
• Referent Power
Ability to offer an award (e.g. granting of exclusive distribution)
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• Reward Power
• Coercive Power• Coercive Power
Threat of punishment (e.g. a manufacturer might threaten a retailer with loss of exclusive distribution)• Legitimate Power
• Expert Power
• Referent Power
Determinants of Power
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• Legitimate Power• Legitimate Power
Power from contract agreement or organizational relationships
• Expert Power
• Referent Power
• Coercive Power
• Reward Power
Determinants of Power
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Power resulting from technological expertise or proprietary reasons
• Expert Power• Expert Power
• Referent Power
• Coercive Power
• Legitimate Power
• Reward Power
Determinants of Power
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Power resulting from ability to influence further action
• Referent Power• Referent Power
• Legitimate Power
• Expert Power
• Coercive Power
• Reward Power
Determinants of Power
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• Corporate Systems• Administered VMS• Administered VMS
• Conventional channel with one channel member (a manufacturer, wholesaler, or retailer) informally acting as the channel leader.
• Contractual Systems
Vertical Marketing Systems
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• Corporate Systems• Corporate Systems• Administered VMS
• Contractual Systems
Vertical Marketing Systems
• Combines all levels of the marketing channel under one company’s ownership
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• Corporate Systems• Administered VMS
• Contractual Systems• Contractual Systems
Vertical Marketing Systems
• Are integrated via contractual agreement• Franchising is the major form of contractual
VMS. Others include voluntary chains and cooperatives