Marketing Channels. Establish channels for different target markets and aim for efficiency, control,...
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Transcript of Marketing Channels. Establish channels for different target markets and aim for efficiency, control,...
Marketing Channels
Most firms ğ single link in a larger supply chain
Supply chain with “make & sell” view vs. demand chain with “sense & respond” view
A value network ğ a system of partnerships and alliances that a firm creates to source, augment, and deliver its offerings upstream and downstream partners
Marketing Channels Marketers ğ focusing on the downstream part
of the supply chain --- the mktg channels that look forward toward the customer
Marketing channels ğ Sets of interdependent organizations (marketing intermediaries) involved in the process of making a product or service available for use or consumption by the consumer or business user called also: “distribution channels” or “trade
channels”
Marketing Channels
Reasons to use marketing intermediaries Lack of financial resources for direct marketing; Direct mktg may not be feasible; Producer’s greater return by increasing the
investment in the main business.
The use of intermediaries results from their greater efficiency in making goods available to target markets.
Marketing Channels
Offer the firm more than it can achieve on its own, through the intermediaries’: Contacts, Experience, Specialization, Scale of operation.
Purpose: match supply from producers to demand from consumers.
Importance of Marketing Channels
• How Channel Members Add Value
• Fewer contacts• Match product
assortment demand with supply
• Bridge, time, place, and possession gaps that separate products from users.
ContactContact
FinancingFinancing
InformationInformationRisk TakingRisk Taking
PromotionPromotion
MatchingMatchingNegotiationNegotiation
PhysicalDistribution
PhysicalDistribution
Channel Functions
ManufacturerManufacturer WholesalerWholesaler JobberJobber RetailerRetailer ConsumerConsumer
ManufacturerManufacturer WholesalerWholesaler RetailerRetailer ConsumerConsumer
ManufacturerManufacturer RetailerRetailer ConsumerConsumer
ManufacturerManufacturer ConsumerConsumer
0-level channel
1-level channel
2-level channel
3-level channel
Channel Level ğ Each layer of marketing intermediaries that perform some work in bringing the product and its ownership closer to the final buyer.
Consumer Marketing Channels
Direct Channel
Indirect Channel
Industrialdistributors
Man
ufa
ctu
rer
Co
nsu
mer
Manufacturer’srepresentative
Manufacturer’ssales branch
Industrial Marketing Channels
Channel Design Decisions
Push strategy ğ the manufacturer using its salesforce and trade promotion money to induce intermediaries to carry, promote, and sell the product to end users
Pull strategy ğ the manufacturer using advertising and promotion to induce consumers to ask intermediaries for the product, thus inducing the intermediaries to order it.
Channel Design Decisions
1. Analyzing customers’ service needs (customers’ desired service output levels)
2. Setting channel objectives and constraints
3. Identifying the major channel alternatives
4. Evaluating the major channel alternatives
Channel Design Decisions Analysis of Customers’ Desired Service Output Levels
Lot size Waiting time Spatial convenience Product variety Service backup
Channel Design Decisions Channel Objectives and Constraints
Channel objectives should be stated in terms of: Targeted service output levels Product characteristics Company policies Intermediaries’ characteristics Competitors’ channels and policies Environmental factors
Channel Design Decisions Identification of Channel Alternatives
Major channel alternatives have to be identified in terms of: Types of Intermediaries Number of Intermediaries Terms and Responsibilities of Channel
Members
Channel Design Decisions Identification of Channel Alternatives
Types of Intermediaries Example: A test-equipment manufacturer-
alternatives: Expand the company’s salesforce Hire manufacturers’ agents in different
regions Find industrial distributors and give them
exclusive distribution
Channel Design Decisions Identification of Channel Alternatives
Number of Intermediaries Intensive distribution Selective distribution Exclusive distribution
Channel Design Decisions Identification of Channel Alternatives
Responsibilities of Channel Members Price policy ğ to establish a price list and
determine discounts for intermediaries Conditions of sales ğ refer to payment
terms and producer guarantees Distributors’ territorial rights Mutual services and responsibilities
Channel Design Decisions Evaluation of Channel Alternatives
Each alternative needs to be evaluated against: Economic criteria
To determine whether a company’s salesforce or a sales agency will produce more sales
To estimate the costs of selling different volumes through each channel
To compare sales and costs Control and adaptive criteria
Channel Management Decisions
Selecting Channel Members Training Channel Members Motivating Channel Members
Producers can use:Coercive powerReward powerLegitimate powerExpert powerReferent power
Evaluating Channel Members Modifying Channel Arrangements
Channel Management Decisions Motivating Channel Members
Coercive power ğ when a manufacturer threatens to withdraw a resource or to terminate the relationship if intermediaries fail to cooperate
Reward power ğ the manufacturer offers an extra benefit for performing specific acts or functions
Legitimate power ğ the manufacturer requests a behavior that is warranted under the contract
Expert power ğ the manufacturer has special knowledge that the intermediaries value
Referent power ğ the manufacturer is so higly respected that the intermediaries are proud to be associated with it
Changing Channel Organization
A major trend ğ toward “disintermediation”:
Product and service producers are bypassing intermediaries and going directly to final buyers
or; New types of channel intermediaries are emerging
to displace traditional ones
Channel DynamicsConventional
Marketing Channel
Vertical Marketing
System (VMS)
ManufacturerManufacturerManufacturer
Wholesaler
Retailer
Consumer Consumer
Wholesaler
Retailer
ContractualVMS
ContractualVMS
RetailerCooperatives
RetailerCooperatives
FranchiseOrganizations
FranchiseOrganizations
Wholesaler SponsoredVoluntary Chains
Wholesaler SponsoredVoluntary Chains
Service-Firm-Sponsored Franchise
Service-Firm-Sponsored Franchise
Manufacturer-Sponsored Wholesaler
Franchise
Manufacturer-Sponsored Wholesaler
Franchise
Manufacturer-Sponsored Retailer
Franchise
Manufacturer-Sponsored Retailer
Franchise
Vertical Marketing Systems (VMS)
Vertical Marketing Systems (VMS)
CorporateVMS
CorporateVMS
AdministeredVMS
AdministeredVMS
Channel DynamicsTypes of Vertical Marketing Systems
Channel Dynamics: Innovations in Marketing Systems
Horizontal Marketing
SystemTwo or more companies at one channel level join together to follow a new marketing opportunity.
e.g. banks in food retailers
Horizontal Marketing
SystemTwo or more companies at one channel level join together to follow a new marketing opportunity.
e.g. banks in food retailers
Multichannel (Hybrid)
Marketing System
A Single firm sets up two or more marketing channels to reach one or more customer segments
e.g. Supermarkets, traditional stores, and sales force
Multichannel (Hybrid)
Marketing System
A Single firm sets up two or more marketing channels to reach one or more customer segments
e.g. Supermarkets, traditional stores, and sales force
Channel Dynamics: Conflict, Cooperation, and Competition
The channel will be most effective when: Each member is assigned tasks it can do best All members cooperate to attain overall channel
goals and satisfy the target market
When this does not happen ğ “conflict” occurs For the channel to perform well, each channel
member’s role must be specified and conflict must be managed.
Channel Dynamics: Types of Conflict
Channel conflict ğ disagreements among mktg channel members on goals and roles
Vertical conflict ğ conflict between different levels within the same channel
Horizontal conflict ğ conflict between members at the same level within the channel
Multichannel conflict ğ conflict between two or more different channels that are used by the same manufacturer
Channel Dynamics: Causes of Channel Conflict
Goal Incompatibility ğ differences in expectations
Unclear Roles and Rights ğ territory boundaries, credit for sales, etc.
Differences in Perception Dependence
Channel Dynamics: Managing Channel Conflict
The challenge ğ not to eliminate conflict, but to manage it!
Some mechanisms for effective conflict management: Diplomacy Mediation Arbitration