B12: Marketing og E-business Lektion 9
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Transcript of B12: Marketing og E-business Lektion 9
B12: Marketing og E-businessLektion 9
Mads Vangkilde
Lektion 9 – 6. april
• Lauritz.com• Bengt Sundstrøm, grundlægger og
bestyrelsesformand• Kl. 9-10. Præsentation og mulighed for dialog• Ingen case
– Kig på lauritz.com og overvej relevante spørgsmål/problemstillinger
Prissætning og Internettet
Distributionskanaler og kanalkonflikter
Distributionskanaler
Producent Producent Producent Producent
Forbruger Forbruger Forbruger Forbruger
Detaillist
Grossist
Agent
Detaillist Detaillist
Grossist
Influenter på kanalstrukturen• Nødvendige funktioner I kanalen
• Uoverensstemmelse i kvantitet• Uoverensstemmelse i sortiment• Uoverensstemmelse i tid• Uoverensstemmelse i sted
• Omkostninger ved funktioner• Specialisering / arbejdsdeling• Efficiens af transaktioner
• Ledelsens ønske om kontrol
Bert Rosenbloom, 1995
Antallet af transaktioner
M M M M
C C C C
M M M M
C C C C
R
Bert Rosenbloom, 1995
Typer af flows i en kanal
• Title flow• Negotiation flow• Product flow• Finance flow• Information flow• Promotion flow
Bert Rosenbloom, 1995
Tendenser
• Strategisk betydning af distribution• Alliancer og strategiske samarbejder• Vækst i vertikale marketing systemer• Øget magt til detailleddet• Øget betydning af teknologi
Bert Rosenbloom, 1995
Resource Dependence som årsagsafdækning af konkurrencefordele
Dependence of A on B Dependence of B on ARelative Power Position
Gelderman, 2000
Elementer i RDT
Importance of resources
Scarcity of resources Discretion over resources allocation
and use
Measured on:
Relative magnitude of resource Criticality of the resource
Measured on:
Concentration of resources Relative number of alternatives
Measured on:
Ownership Access External use
Pfeffer & Salancik, 1978
Fordeles vedvarenhed?
• Resource-Based View of the firm (RBV)– Firm internal resources
used to create competitive advantages
• Resource heterogeneity• Ex ante limits to
competition• Ex post limits to
competition• Imperfect mobility
• Resource Dependency Theory (RDT)– Success dependent
on dependency between entities
– Measured on perceived value offered
Source: Peteraf 1993 Sources: Gelderman 2000 & Weber 2002
Anvendelsen af RBV og RDT
• RBV: VRIO model– Valuable?– Rare?– costly to Imitate?– Organised to be
exploited?
• RDT:– Importance?– Scarcity?– Discretion over
resource allocation and use?
Source: Barney 1997 Sources: Emerson 1962 and Pfeffer & Salancik
1978
Kraljich – på hoved
Important, buyer dominated
Important, supplier dominated
Not important, buyer dominated
Not important, supplier dominated
Power-axis
Importance-axis
Gelderman, 2000
Krajlich gentænkt
Leverage Strategic
Non-critical Bottleneck
Supplier’s dependence
Buyer’s dependenceGelderman, 2000
Extending the supply chain
Semi-Extended Decoupled
Fully Extended Centralized Extended
Delivery Cost
Customer Convenienc
e
Low Low
High High
High
High
Low
Low
Picking Efficiency
Capital Investment
Order Fulfilment
Store-Based Distribution Centre
Del
iver
y
Indirect
Direct
Boyer et al, 2005
•Low, fixed investment cost•Increased foot traffic in store and continued opportunities for impulse buys•Dual channel marketing•Low delivery cost
•High picking cost•Inventory tracking is difficult•High risk of stock-outs/substitution•Low customer convenience
Best BuyCircuit CityLowes FoodsREISears CanadaRite AidWalgreens
•Low fixed investment cost•Halo effect•Dual channel marketing•High customer convenience
•High picking cost•Inventory tracking is difficult•High risk of stock-outs/substitution•High delivery cost
TescoGraingerSainsburyAlbertsonsAmerica Fresh
•Aggregated inventory•Low picking costs•Specialized and dedicated fulfilment•Fresher product & faster inventory turns•Ability to manufacture or assemble order•Low risk of stock-out/substitution•Low delivery cost
•Low customer visibility•Low brand awareness•High fixed investment cost•Long lead time
AmazonDellFreshDirectNetplixLands’ EndLL BeanDrugstore.comCaremarkOmaha Steak
•Aggregated inventory•Low picking costs•Specialized and dedicated fulfilment•Fresher product & faster inventory turns•Ability to manufacture or assemble order•Low risk of stock-out/substitution
•High delivery cost•Low customer visibility•Low brand awareness•High fixed investment cost•Long lead time
Office DepotOcadoGrocery GatewaySimon DeliversOffice MaxRoomstoGoSchwan’s Dairy
Advantages Disadvantages Examples
Semi-Extended
CentralisedExtended
De-coupled
FullyExtended
Påvirkninger på alliancer
Alliance Type – Product access Market access Channel access
Relative Dependency
Retail format: Hybrid / Pure Play
Technological Turbulence
Involvement in other alliances
Satisfaction with own gains
Market Turbulence
Satisfaction with partner performance
Intention to continue alliance
Patrali Chatterjee, 2002
Anbefalet læsning
• Boyer et al 2005• Pfeffer & Salancik 1978
• Weber 2002• Gelderman 2000
Weber og Gelderman giver operationelle indsigter.
Kort om evalueringen
• Pensum/litteratur• Tilgængelighed• Sværhedsgrad• Omfang
• Undervisning• Præsentation, læsning, case• Case (øvetimer) og virksomhedsbesøg• ”e” aspektet, gæsteforelæsere, eksempler
• Vejledning• Eksamensform• 2 vejledere
Lektion 10 – Case – 13/04
• Distributionskanaler/kanalkonflikter• Sitescape + handout• Lektion 10 – Channel Conflicts Crumble
• Stine, Camilla, Hjörtur, Jeanette & Morten RJ
Channel Conflicts Crumble – Gruppe 6
• Færre kanalkonflikter – hvorfor og hvordan, set i lyset af RDT?
• Hvem er det til fordel for – og hvad vil den stærke part gøre ved det?
• Er fremtidens billede mere nuanceret – vil det variere fra industri til industri?
Case til Lektion 10