Market Analysis Techniques And Methods PowerPoint Presentation Slides SlideTeam
Our pre built market analysis techniques and methods slide presentation is the helping hand you need to explain your next market analysis business plan. With help of PowerPoint presentation slides included in this PPT sample you can brief your employees about market research and market strategy analysis done by you. Using this market research methods PPT model you can also share insights with employees about how the market is doing so as to perfrom better in the business. Apart from this, this research techniques PowerPoint presentation supports to underline other closely related concepts like pricing strategies, asymmetric competition, business model, SWOT analysis, market trends, risk analysis etc. Innovative presentation slides like industry size, understanding the target market, industry cost structure, distribution channels, market share of competitors etc. makes this PPT slide show even more amazing. Best thing here is that you can contact our graphic designers to get customized pictorial show. So, what holding you back? It's time to visualize your next market research techniques PowerPoint show. Just click and get started. Spruce up your act with our Market Analysis Techniques And Methods PowerPoint Presentation Slides. Keep your listeners glued to their seats with your exciting ideas.
The document discusses different types of demand in marketing including negative demand for products that are disliked, nonexistent demand when consumers are unaware of a product, latent demand for needs that no existing product satisfies, declining demand when purchases decrease over time, irregular demand that varies seasonally, full demand when all products are purchased, overfull demand when more want to buy than can be, and unwholesome demand for products with undesirable social consequences like cigarettes. Examples are provided for each type.
04 marketing segmentation,targeting and positioningThejus Jayadev
The document discusses market segmentation, targeting, and positioning (STP). It defines segmentation as classifying customers into groups, targeting as selecting segments to enter, and positioning as arranging a product to occupy a clear place in customers' minds relative to competitors. The key steps are: 1) identifying segmentation bases; 2) developing segment profiles and selection criteria; 3) choosing target segments; 4) developing a position for each; and 5) creating a marketing mix for each. Effective segmentation requires segments be measurable, accessible, substantial, and differentially responsive to marketing activities. The document also discusses evaluating and choosing target segments and strategies for coverage, as well as developing competitive advantages and supporting a positioning strategy with a unique marketing mix.
The document discusses retail strategy mixes and describes the strategies of various store-based retailers. It provides details on location, merchandise, pricing, atmosphere/services, and promotion strategies for different types of retailers including convenience stores, supermarkets, food-based superstores, combination stores, box stores, warehouse stores, specialty stores, department stores, discount stores, variety stores, off-price chains, factory outlets, membership clubs, and flea markets. For each retailer type, it summarizes their typical approach across these strategic elements.
The document discusses the 5 levels of a product's development: core benefit, basic product, expected product, augmented product, and potential product. It provides examples of how these levels relate to the development of desserts like an apple pie or cupcake. The 5 levels ensure that a product meets customer needs and expectations and can be improved over time. Desserts start with a core ingredient and undergo baking, taste testing, toppings additions, and ideas for future adaptations to satisfy customers at each level.
This document summarizes key aspects of the personal selling process. It discusses understanding buyer psychology and the buying process. It outlines the typical steps in the sales process, including prospecting, pre-approach planning, the sales presentation, overcoming objections, closing the sale, and follow-up. It also addresses developing sales knowledge, different presentation methods, using demonstrations, negotiation skills, and relationship building. The overall goal is to equip salespeople with the tools and understanding needed to successfully navigate interactions with prospects and customers.
The document summarizes the process of selecting channel members in 3 steps:
1. Finding prospective members through sources like sales force, trade shows, customers, and advertising.
2. Applying selection criteria to evaluate suitability, focusing on factors like financial stability, facilities, sales coverage, and customer service.
3. Securing selected members by outlining specific partnership benefits like a profitable product line, promotional support, management assistance, and fair dealing policies to develop a mutually beneficial team relationship.
This document discusses evaluating channel member performance. It covers the importance of evaluating channel members, factors that determine evaluation frequency such as degree of manufacturer control and member importance. It also discusses developing criteria for performance audits, including sales performance, inventory levels, selling capabilities, attitudes, and competition. General criteria include expectations and objectives, while specific criteria are related to project goals. Determining proper criteria requires understanding auditing standards and the audited organization.
Market Analysis Techniques And Methods PowerPoint Presentation Slides SlideTeam
Our pre built market analysis techniques and methods slide presentation is the helping hand you need to explain your next market analysis business plan. With help of PowerPoint presentation slides included in this PPT sample you can brief your employees about market research and market strategy analysis done by you. Using this market research methods PPT model you can also share insights with employees about how the market is doing so as to perfrom better in the business. Apart from this, this research techniques PowerPoint presentation supports to underline other closely related concepts like pricing strategies, asymmetric competition, business model, SWOT analysis, market trends, risk analysis etc. Innovative presentation slides like industry size, understanding the target market, industry cost structure, distribution channels, market share of competitors etc. makes this PPT slide show even more amazing. Best thing here is that you can contact our graphic designers to get customized pictorial show. So, what holding you back? It's time to visualize your next market research techniques PowerPoint show. Just click and get started. Spruce up your act with our Market Analysis Techniques And Methods PowerPoint Presentation Slides. Keep your listeners glued to their seats with your exciting ideas.
The document discusses different types of demand in marketing including negative demand for products that are disliked, nonexistent demand when consumers are unaware of a product, latent demand for needs that no existing product satisfies, declining demand when purchases decrease over time, irregular demand that varies seasonally, full demand when all products are purchased, overfull demand when more want to buy than can be, and unwholesome demand for products with undesirable social consequences like cigarettes. Examples are provided for each type.
04 marketing segmentation,targeting and positioningThejus Jayadev
The document discusses market segmentation, targeting, and positioning (STP). It defines segmentation as classifying customers into groups, targeting as selecting segments to enter, and positioning as arranging a product to occupy a clear place in customers' minds relative to competitors. The key steps are: 1) identifying segmentation bases; 2) developing segment profiles and selection criteria; 3) choosing target segments; 4) developing a position for each; and 5) creating a marketing mix for each. Effective segmentation requires segments be measurable, accessible, substantial, and differentially responsive to marketing activities. The document also discusses evaluating and choosing target segments and strategies for coverage, as well as developing competitive advantages and supporting a positioning strategy with a unique marketing mix.
The document discusses retail strategy mixes and describes the strategies of various store-based retailers. It provides details on location, merchandise, pricing, atmosphere/services, and promotion strategies for different types of retailers including convenience stores, supermarkets, food-based superstores, combination stores, box stores, warehouse stores, specialty stores, department stores, discount stores, variety stores, off-price chains, factory outlets, membership clubs, and flea markets. For each retailer type, it summarizes their typical approach across these strategic elements.
The document discusses the 5 levels of a product's development: core benefit, basic product, expected product, augmented product, and potential product. It provides examples of how these levels relate to the development of desserts like an apple pie or cupcake. The 5 levels ensure that a product meets customer needs and expectations and can be improved over time. Desserts start with a core ingredient and undergo baking, taste testing, toppings additions, and ideas for future adaptations to satisfy customers at each level.
This document summarizes key aspects of the personal selling process. It discusses understanding buyer psychology and the buying process. It outlines the typical steps in the sales process, including prospecting, pre-approach planning, the sales presentation, overcoming objections, closing the sale, and follow-up. It also addresses developing sales knowledge, different presentation methods, using demonstrations, negotiation skills, and relationship building. The overall goal is to equip salespeople with the tools and understanding needed to successfully navigate interactions with prospects and customers.
The document summarizes the process of selecting channel members in 3 steps:
1. Finding prospective members through sources like sales force, trade shows, customers, and advertising.
2. Applying selection criteria to evaluate suitability, focusing on factors like financial stability, facilities, sales coverage, and customer service.
3. Securing selected members by outlining specific partnership benefits like a profitable product line, promotional support, management assistance, and fair dealing policies to develop a mutually beneficial team relationship.
This document discusses evaluating channel member performance. It covers the importance of evaluating channel members, factors that determine evaluation frequency such as degree of manufacturer control and member importance. It also discusses developing criteria for performance audits, including sales performance, inventory levels, selling capabilities, attitudes, and competition. General criteria include expectations and objectives, while specific criteria are related to project goals. Determining proper criteria requires understanding auditing standards and the audited organization.
This document outlines a product strategy development process. It discusses selecting a product strategy by determining growth vs. profit goals and how to achieve them through existing or new customers. It also covers implementing the core strategy. Additional sections explain the benefits of having a coordinated strategy, positioning a product in the market, managing brand equity over the life cycle, and using the Boston Matrix to analyze a product portfolio at different stages.
Flipkart implemented a CRM system to centralize customer data, improve the customer experience across channels, and increase customer retention. The CRM system allowed Flipkart to gain valuable customer insights, run targeted marketing campaigns, improve demand forecasting and inventory management, and enhance after-sales customer service. As a result, Flipkart saw increased sales, higher repeat customer rates, and faster growth.
What is marketing channel system and value network Sameer Mathur
This document discusses marketing channels, value networks, and multichannel marketing. It defines marketing channels as the pathways that products follow to reach customers through independent organizations like merchants, agents, retailers, wholesalers, brokers, and transporters. These intermediaries work to convert potential buyers into profitable customers. The document also discusses managing intermediaries and different approaches for high versus low brand loyalty products. It provides HP as an example of multichannel marketing and defines value networks as systems of partnerships that source, augment, and deliver offerings to customers.
This document provides an overview of the global coffee industry, focusing on growers, roasters, and retailers. It discusses how Brazil is the leading coffee producer, so changes there greatly impact global supply and prices. The relationship between growers and roasters is characterized as a monopsony, giving roasters power over low prices paid to growers. It also examines Starbucks' success in the competitive US retail market and how their business decisions affect profits. Rising global demand for coffee may outpace supply in the future, posing a challenge for the industry.
Channel Management Decisions and Training of Channel MembersMegha Anilkumar
Channel management involves developing marketing techniques and sales strategies to reach customers through various distribution channels. It aims to recognize potential customers, interact with them, and create long-term value. Key factors in effective channel management include recruiting, selecting, motivating, and evaluating channel members such as manufacturers, distributors, wholesalers, resellers, and retailers. Managing relationships within the channel through cooperation, addressing power dynamics, and reducing conflicts is also important for maximizing revenue and profits.
The document discusses ways to motivate marketing channel members. It outlines various channel members like wholesalers and retailers. It also discusses the importance of channel members in distributing products. Some key ways to motivate channel members mentioned are cooperative arrangements, partnerships, distribution programming, and using different types of power like reward power and referent power. Motivating channel members is important to increase sales, build brand preference, add value to products, and improve performance.
BigBasket is an online grocery retailer founded in 2011 that focuses on supply chain management. It started with an inventory-based model and now uses a mixed model. BigBasket faces challenges around capital needs, perishables, and city-specific operations. However, it has achieved growth through same-day delivery, private labels, and technology enabling an efficient supply chain network. While competitors have struggled or shut down, BigBasket's focus on quality, execution over expansion, and viewing technology as an enabler of its supply chain have helped it succeed in the online grocery market.
The document discusses three key learning objectives:
1) It defines what a service product is, noting it consists of a core product and supplementary services that augment the core product.
2) It describes how to design a service concept by looking at the core product, supplementary services, and delivery processes holistically.
3) It introduces the "Flower of Service" model which categorizes supplementary services as either facilitating (needed for delivery or use of core product) or enhancing (adding extra value). Facilitating services include information, order-taking, billing, and payment.
The document discusses Ansoff's Matrix, which represents different options for sales growth through strategic marketing decisions. It outlines the two variables in the matrix - market and product. The four strategies described are market penetration, market development, product development, and diversification. Market penetration involves selling more of existing products in existing markets and carries the lowest risk, while diversification, expanding into new markets with new products, poses the highest risk. The matrix helps identify areas a business could expand into, and managers must assess the costs, gains and risks of each strategic option.
A study on consumer buying behaviour at shoppers stopProjects Kart
The document discusses consumer buying behavior and the retail industry in India. It covers several factors that influence consumer buying behavior, including cultural, social, personal, and psychological factors. It then provides an overview of the growth of the retail industry in India, challenges faced by retailers in India, and describes the traditional retail scene in India which is largely unorganized. It outlines the major players in different retail sectors in India and how the retail industry is transitioning from traditional to more organized models.
The document discusses marketing channels and distribution management. It defines marketing channels as relationships between businesses involved in buying and selling products and services. It describes various channel functions like physical distribution, financing, and risk taking. The roles of channels include bridging producers and consumers and adding value. Factors influencing channel selection include product characteristics, competition, and desired control. Examples are given of Dabur's distribution channels and trends like multi-channel systems and reducing intermediaries.
What work do marketing channels performSameer Mathur
This document discusses marketing channels and their functions. It explains that marketing channels work to move goods from producers to consumers by overcoming time, place and possession gaps. Intermediaries perform important functions like gathering customer information, promotion, negotiating prices and terms, financing inventory, and facilitating the transfer of ownership. Channels can have different levels depending on the number of intermediaries involved, from zero-level direct sales to three-level channels. Producers often rely on intermediaries for their expertise, resources and ability to make goods widely accessible to target markets more effectively and efficiently than going it alone.
The document discusses the six buying roles in organizational purchases: initiator, influencer, decider, buyer, user, and gatekeeper. The initiator identifies the need to purchase a product or service. The influencer influences other decision makers. The decider approves all buying decisions. The buyer selects suppliers and negotiates terms. The user utilizes the purchased product or service. The gatekeeper controls access to information and decision makers.
This document provides information about salesmanship and personal selling. It defines salesmanship as the process of assisting and persuading prospective customers to purchase a product or service. Personal selling is described as an oral presentation to prospective customers to make a sale. The document discusses various concepts related to salesmanship including the AIDA model, types of sales executives, theories of personal selling, the selling process, and how to handle objections from customers. It emphasizes that salesmanship is an important skill that benefits producers, customers, salespeople, and society.
The document summarizes a retail management project submitted to a professor on D-Mart, a large discount retailer in India. It provides details on D-Mart's mission to be the lowest priced retailer, target middle-income customers, and continuously expand its product categories. It describes the store layout and categories carried, including issues like poor parking. It also discusses the store's pricing, promotions, and suggestions for improvements.
FP Agro Pvt Ltd is an Indian company that produces fruit juices and drinks using advanced technology. Its mission is to be a leading producer of fruit juices through commitments to nature, hygiene, leadership and stakeholders. Its vision is to be India's premier fruit juice company offering nutritious drinks to 30% of the market by 2016. It plans to introduce a 100% fruit punch and target kids, teens, youth and working people in major cities through print, radio and digital advertising promoting health and taste. Key competitors include other Indian fruit drink companies.
Distribution Channels and Marketing Intermediary in E marketing Nischal16
This Presentation is about a brief introduction of Distribution Channels and Marketing Intermediary in E marketing. Also Focuses on Logistics and Supply chain management and Distribution Strategy used by Amazon India and all other valuables information. Hope you all like the content, presentation. Thank You!☺️☺️☺️
Entrepreneurship Week 3 Q4 - Distribution Channels.pdfMeinradBautista1
This document discusses distribution channels and supply chain management. It defines distribution channels as the chain of businesses that moves products from manufacturers to consumers. There are different types of distribution channels, including direct, indirect, exclusive, intensive and selective channels. Indirect channels involve intermediaries like wholesalers, distributors, agents and retailers. Distribution channels serve functions like transactions, logistics, and facilitating post-purchase services. Effective distribution channels and supply chain management are important for companies to deliver products efficiently and lower costs.
This document outlines a product strategy development process. It discusses selecting a product strategy by determining growth vs. profit goals and how to achieve them through existing or new customers. It also covers implementing the core strategy. Additional sections explain the benefits of having a coordinated strategy, positioning a product in the market, managing brand equity over the life cycle, and using the Boston Matrix to analyze a product portfolio at different stages.
Flipkart implemented a CRM system to centralize customer data, improve the customer experience across channels, and increase customer retention. The CRM system allowed Flipkart to gain valuable customer insights, run targeted marketing campaigns, improve demand forecasting and inventory management, and enhance after-sales customer service. As a result, Flipkart saw increased sales, higher repeat customer rates, and faster growth.
What is marketing channel system and value network Sameer Mathur
This document discusses marketing channels, value networks, and multichannel marketing. It defines marketing channels as the pathways that products follow to reach customers through independent organizations like merchants, agents, retailers, wholesalers, brokers, and transporters. These intermediaries work to convert potential buyers into profitable customers. The document also discusses managing intermediaries and different approaches for high versus low brand loyalty products. It provides HP as an example of multichannel marketing and defines value networks as systems of partnerships that source, augment, and deliver offerings to customers.
This document provides an overview of the global coffee industry, focusing on growers, roasters, and retailers. It discusses how Brazil is the leading coffee producer, so changes there greatly impact global supply and prices. The relationship between growers and roasters is characterized as a monopsony, giving roasters power over low prices paid to growers. It also examines Starbucks' success in the competitive US retail market and how their business decisions affect profits. Rising global demand for coffee may outpace supply in the future, posing a challenge for the industry.
Channel Management Decisions and Training of Channel MembersMegha Anilkumar
Channel management involves developing marketing techniques and sales strategies to reach customers through various distribution channels. It aims to recognize potential customers, interact with them, and create long-term value. Key factors in effective channel management include recruiting, selecting, motivating, and evaluating channel members such as manufacturers, distributors, wholesalers, resellers, and retailers. Managing relationships within the channel through cooperation, addressing power dynamics, and reducing conflicts is also important for maximizing revenue and profits.
The document discusses ways to motivate marketing channel members. It outlines various channel members like wholesalers and retailers. It also discusses the importance of channel members in distributing products. Some key ways to motivate channel members mentioned are cooperative arrangements, partnerships, distribution programming, and using different types of power like reward power and referent power. Motivating channel members is important to increase sales, build brand preference, add value to products, and improve performance.
BigBasket is an online grocery retailer founded in 2011 that focuses on supply chain management. It started with an inventory-based model and now uses a mixed model. BigBasket faces challenges around capital needs, perishables, and city-specific operations. However, it has achieved growth through same-day delivery, private labels, and technology enabling an efficient supply chain network. While competitors have struggled or shut down, BigBasket's focus on quality, execution over expansion, and viewing technology as an enabler of its supply chain have helped it succeed in the online grocery market.
The document discusses three key learning objectives:
1) It defines what a service product is, noting it consists of a core product and supplementary services that augment the core product.
2) It describes how to design a service concept by looking at the core product, supplementary services, and delivery processes holistically.
3) It introduces the "Flower of Service" model which categorizes supplementary services as either facilitating (needed for delivery or use of core product) or enhancing (adding extra value). Facilitating services include information, order-taking, billing, and payment.
The document discusses Ansoff's Matrix, which represents different options for sales growth through strategic marketing decisions. It outlines the two variables in the matrix - market and product. The four strategies described are market penetration, market development, product development, and diversification. Market penetration involves selling more of existing products in existing markets and carries the lowest risk, while diversification, expanding into new markets with new products, poses the highest risk. The matrix helps identify areas a business could expand into, and managers must assess the costs, gains and risks of each strategic option.
A study on consumer buying behaviour at shoppers stopProjects Kart
The document discusses consumer buying behavior and the retail industry in India. It covers several factors that influence consumer buying behavior, including cultural, social, personal, and psychological factors. It then provides an overview of the growth of the retail industry in India, challenges faced by retailers in India, and describes the traditional retail scene in India which is largely unorganized. It outlines the major players in different retail sectors in India and how the retail industry is transitioning from traditional to more organized models.
The document discusses marketing channels and distribution management. It defines marketing channels as relationships between businesses involved in buying and selling products and services. It describes various channel functions like physical distribution, financing, and risk taking. The roles of channels include bridging producers and consumers and adding value. Factors influencing channel selection include product characteristics, competition, and desired control. Examples are given of Dabur's distribution channels and trends like multi-channel systems and reducing intermediaries.
What work do marketing channels performSameer Mathur
This document discusses marketing channels and their functions. It explains that marketing channels work to move goods from producers to consumers by overcoming time, place and possession gaps. Intermediaries perform important functions like gathering customer information, promotion, negotiating prices and terms, financing inventory, and facilitating the transfer of ownership. Channels can have different levels depending on the number of intermediaries involved, from zero-level direct sales to three-level channels. Producers often rely on intermediaries for their expertise, resources and ability to make goods widely accessible to target markets more effectively and efficiently than going it alone.
The document discusses the six buying roles in organizational purchases: initiator, influencer, decider, buyer, user, and gatekeeper. The initiator identifies the need to purchase a product or service. The influencer influences other decision makers. The decider approves all buying decisions. The buyer selects suppliers and negotiates terms. The user utilizes the purchased product or service. The gatekeeper controls access to information and decision makers.
This document provides information about salesmanship and personal selling. It defines salesmanship as the process of assisting and persuading prospective customers to purchase a product or service. Personal selling is described as an oral presentation to prospective customers to make a sale. The document discusses various concepts related to salesmanship including the AIDA model, types of sales executives, theories of personal selling, the selling process, and how to handle objections from customers. It emphasizes that salesmanship is an important skill that benefits producers, customers, salespeople, and society.
The document summarizes a retail management project submitted to a professor on D-Mart, a large discount retailer in India. It provides details on D-Mart's mission to be the lowest priced retailer, target middle-income customers, and continuously expand its product categories. It describes the store layout and categories carried, including issues like poor parking. It also discusses the store's pricing, promotions, and suggestions for improvements.
FP Agro Pvt Ltd is an Indian company that produces fruit juices and drinks using advanced technology. Its mission is to be a leading producer of fruit juices through commitments to nature, hygiene, leadership and stakeholders. Its vision is to be India's premier fruit juice company offering nutritious drinks to 30% of the market by 2016. It plans to introduce a 100% fruit punch and target kids, teens, youth and working people in major cities through print, radio and digital advertising promoting health and taste. Key competitors include other Indian fruit drink companies.
Distribution Channels and Marketing Intermediary in E marketing Nischal16
This Presentation is about a brief introduction of Distribution Channels and Marketing Intermediary in E marketing. Also Focuses on Logistics and Supply chain management and Distribution Strategy used by Amazon India and all other valuables information. Hope you all like the content, presentation. Thank You!☺️☺️☺️
Entrepreneurship Week 3 Q4 - Distribution Channels.pdfMeinradBautista1
This document discusses distribution channels and supply chain management. It defines distribution channels as the chain of businesses that moves products from manufacturers to consumers. There are different types of distribution channels, including direct, indirect, exclusive, intensive and selective channels. Indirect channels involve intermediaries like wholesalers, distributors, agents and retailers. Distribution channels serve functions like transactions, logistics, and facilitating post-purchase services. Effective distribution channels and supply chain management are important for companies to deliver products efficiently and lower costs.
This document discusses distribution and channels of distribution. It defines distribution as bringing goods from manufacturers to consumers through a series of operations. Distribution involves transportation, warehousing, and other logistics functions. Common channels of distribution include manufacturers selling directly to consumers or through retailers, wholesalers, agents, etc. Wholesalers buy large quantities from producers and sell smaller quantities to retailers. Retailers sell directly to end consumers in smaller quantities. Franchising allows entrepreneurs to use an established brand name and business model in exchange for fees.
This document is a thesis submitted by Milan Kanti Mahato to Integral University in partial fulfillment of an MBA degree. It examines the product promotion strategies of UPL, an agrochemical company, in Gorakhpur District, Uttar Pradesh, India. The thesis contains declarations signed by Mahato and his advisor, as well as acknowledgements, table of contents, and the beginning of the introduction chapter, which provides background on UPL, including its manufacturing, R&D, customer support, product development, and environmental practices.
Marketing presentation of distribution channelmanjuchu76
Distribution channels refer to the network of businesses and intermediaries through which a product or service reaches the final consumer. There are three main types of distribution channels: direct channels which involve no intermediaries, indirect channels which use intermediaries like wholesalers and retailers, and hybrid channels which combine direct and indirect methods. Choosing the appropriate distribution channel depends on factors like the product, target market, costs, and level of control desired. Distribution channels aim to maximize coverage, optimize logistics efficiency, improve customer experience, and increase sales and revenue.
This document discusses the channel of distribution and marketing channels. It notes that channel of distribution is the most powerful element of the marketing mix as it determines how goods are made available to markets. Marketing channels are complex systems that involve many decision makers across wide geographical areas. The document also discusses how producers faced gaps between production and sales that distribution sought to address, such as spatial, temporal, perceptual, and transactional gaps. It defines marketing channels and notes their objectives can include sales growth, market share improvements, and efficient systems. The rest of the document provides context on the Indian soft drink industry and need for studying competitors like Pepsi and Coke.
This document provides an overview of channels of distribution from a presentation on sales and advertising management. It defines channels of distribution as the ways that goods and services are distributed from manufacturers to consumers. The document outlines various definitions of channels of distribution from different authors. It discusses the characteristics and elements of channels of distribution, including that they are routes that goods and services flow through composed of intermediaries like wholesalers and retailers. The document also covers the functions of channels of distribution, factors that determine choice of channels, and factors relating to products, companies, markets, middlemen, and the environment that influence channel selection.
This document discusses pricing and distribution channels. It defines pricing as the process of determining the value a producer will receive for goods and services. Pricing depends on internal factors like costs and external factors like competition. Distribution channels refer to the path taken to deliver products to customers, and can be direct or indirect via intermediaries. Indirect channels include one-level, two-level, and three-level channels depending on the number of intermediaries. The document also discusses factors in choosing distribution channels and types of channels for services.
This document discusses channel of distribution concepts, including:
- Types of channels can be physical (transfer of products) or trading (negotiation and ownership aspects).
- Designing distribution channels involves establishing objectives, specifying roles, selecting channel types (direct or indirect), determining intensity, and choosing members.
- Characteristics like market, product, competitive, middlemen, and company characteristics influence channel choices.
- Outsourcing decisions revolve around using in-house operations or outsourcing to third parties, which can provide benefits like reduced costs and inventory but loss of control.
- Major distribution channels include consumer goods, business goods, and services.
The document provides an overview of distribution systems and logistics management. It defines distribution as the transfer of goods from manufacture to consumption, including warehousing, packaging, and transportation. It also discusses the marketing mix, channels of distribution, elements of distribution management, and the importance of distribution strategies. Finally, it covers topics like inventory management, order processing, and the objectives and functions of logistics management.
The document provides an introduction to marketing and distribution channels. It defines marketing as activities conducted by individuals and organizations to satisfy human wants through the exchange of goods and services. Distribution channels refer to the intermediaries through which products move from producers to consumers, and help overcome gaps in time, place and possession. The document then reviews literature on the definitions of marketing, distribution channels, and their theoretical concepts. It discusses the differences between physical distribution and distribution channels, and the functions performed by distribution channels.
Channel management and physical distributionAvinash Jolly
This document discusses channel management and physical distribution. It focuses on selecting distribution channels that align with marketing strategy. Using intermediaries can improve efficiency by reducing transactions compared to direct marketing. Key decisions include price policies, terms of sale, territorial rights, and responsibilities. Distribution strategies include extensive coverage through many outlets for mass markets, or selective coverage targeting specific segments.
The document discusses business marketing channels. It covers the critical role of industrial distributors and manufacturers' representatives in business channels. It also discusses requirements for successful channel strategy, including designing the channel structure to meet marketing objectives and managing the channel to achieve goals. The document outlines different channel alternatives for business markets and considerations for channel design, administration, and motivating channel members.
channels.ppt#distribution#channel#imp notes about managementDeeshaKhamar1
This document discusses channel management and distribution. It defines a marketing channel as a set of intermediaries that help move a product from production to consumption. Channel members add value by performing activities like marketing, packaging, financing, storage and delivery. Effective channels have clearly defined member roles and shared goals. Customer service facilitates order processing through timely delivery, communication and handling issues. Technology plays a role through e-commerce, marketplaces and tracking shipments.
This document discusses marketing channels and distribution strategies. It defines marketing channels as the organizations and individuals that facilitate moving goods from producers to customers. The key functions of marketing channels are routinizing decisions, financing the distribution process, participating in pricing, communicating between producers and customers, assisting with promotion, and minimizing transactions. The document outlines different types of marketing channels for consumer and industrial goods, and factors to consider when evaluating and selecting marketing channels.
The document discusses marketing channels and their functions. It defines marketing channels as the interconnected organizations and individuals that facilitate the movement of goods from producers to consumers. The key functions of marketing channels include circulating decisions, financing the distribution process, communicating between producers and consumers, assisting with promotions, and minimizing transactions. The document also examines types of marketing channels, factors that influence channel selection, and distribution strategies.
This document is a chapter from a marketing textbook about marketing channel strategy. It discusses the key decisions involved in developing an effective channel strategy, including determining the role of distribution in a firm's overall objectives and strategies, and how distribution fits within the marketing mix. The chapter also defines marketing channel strategy and outlines the six basic distribution decisions that firms must address to achieve their distribution objectives.
Role of Marketing Channels – Channel Design & Channel Conflicts Venkat. P
Role of Marketing Channels – Channel Design Decisions – Channel Management Decisions – Types, Causes & Management of Channel Conflicts (See class Notes)– Concept of Logistics. Definition & Components of Marketing Communication mix – Characteristics of Marketing Communication Mix – Developing Effective Communication mix.
This document discusses channel management and distribution. It covers the following key points in 3 sentences:
Channel members add value by performing activities like marketing, packaging, storage and delivery to move a product from production to consumption. The document outlines various channel functions such as providing information, promotion, negotiation, physical distribution and financing. It also discusses selecting, managing, motivating and evaluating channel members to effectively distribute products through intermediaries to target markets.
The Future of ''Digital marketing'' .pptxbhavanasizcom
Digital marketing leverages digital channels such as SEO, content marketing, social media, PPC, and email to promote products or services. It includes affiliate and influencer marketing, mobile strategies, and online PR. Marketing automation helps streamline efforts, while analytics guide data-driven decisions. The objective is to engage target audiences, drive conversions, and build brand loyalty by reaching customers in the digital spaces they frequent.The future of digital marketing will be driven by advancements in artificial intelligence (AI) for personalized content and customer service, and the rise of voice search optimization due to smart speakers. Video content, especially short-form videos, will continue to dominate, while augmented reality (AR) and virtual reality (VR) will enhance customer experiences. Emphasis on data privacy and compliance will grow, alongside the need for seamless omnichannel marketing. Blockchain technology will offer secure digital advertising, and sustainability will become a key focus. With the advent of 5G technology, faster mobile internet will enable new innovations, and advanced personalization will deliver highly relevant content to users.
Empowering Influencers: The New Center of Brand-Consumer Dynamics
In the current market landscape, establishing genuine connections with consumers is crucial. This presentation, "Empowering Influencers: The New Center of Brand-Consumer Dynamics," explores how influencers have become pivotal in shaping brand-consumer relationships. We will examine the strategic use of influencers to create authentic, engaging narratives that resonate deeply with target audiences, driving success in the evolved purchase funnel.
The advent of AI offers marketers unprecedented opportunities to craft personalized and engaging customer experiences, evolving customer engagements from one-sided conversations to interactive dialogues. By leveraging AI, companies can now engage in meaningful dialogues with customers, gaining deep insights into their preferences and delivering customized solutions.
Susan will present case studies illustrating AI's application in enhancing customer interactions across diverse sectors. She'll cover a range of AI tools, including chatbots, voice assistants, predictive analytics, and conversational marketing, demonstrating how these technologies can be woven into marketing strategies to foster personalized customer connections.
Participants will learn about the advantages and hurdles of integrating AI in marketing initiatives, along with actionable advice on starting this transformation. They will understand how AI can automate mundane tasks, refine customer data analysis, and offer personalized experiences on a large scale.
Attendees will come away with an understanding of AI's potential to redefine marketing, equipped with the knowledge and tactics to leverage AI in staying competitive. The talk aims to motivate professionals to adopt AI in enhancing their CX, driving greater customer engagement, loyalty, and business success.
Unlock the secrets to creating a standout trade show booth with our comprehensive guide from Blue Atlas Marketing! This presentation is packed with essential tips and innovative strategies to ensure your booth attracts attention, engages visitors, and drives business success. Whether you're a seasoned exhibitor or a first-timer, these expert insights will help you maximize your impact and make a memorable impression in a crowded exhibition hall. Learn how to:
Design an eye-catching and inviting booth
Incorporate interactive elements that engage visitors
Use effective branding and visuals to reinforce your message
Plan your booth layout for maximum traffic flow
Implement technology to enhance the visitor experience
Create memorable experiences that leave a lasting impression
Transform your trade show presence with these proven tactics and ensure your booth stands out from the competition. Download the PDF now and start planning your next successful exhibit!
Mindfulness Techniques Cultivating Calm in a Chaotic World.pptxelizabethella096
In today’s fast-paced world, stress and anxiety have become common companions for many. With constant connectivity and an unending stream of information, finding moments of peace can seem like an insurmountable challenge. However, mindfulness techniques offer a beacon of calm amidst the chaos, helping individuals to center themselves and find balance. These practices, rooted in ancient traditions and supported by modern science, are accessible to everyone and can profoundly impact mental and emotional well-being.
Unlock the secrets to enhancing your digital presence with our masterclass on mastering online visibility. Learn actionable strategies to boost your brand, optimize your social media, and leverage SEO. Transform your online footprint into a powerful tool for growth and engagement.
Key Takeaways:
1. Effective techniques to increase your brand's visibility across various online platforms.
2. Strategies for optimizing social media profiles and content to maximize reach and engagement.
3. Insights into leveraging SEO best practices to improve search engine rankings and drive organic traffic.
Basic Management Concepts., “Management is the art of getting things done thr...DilanThennakoon
The managers achieve organizational objectives by getting work from
others and not performing in the tasks themselves.
Management is an art and science of getting work done through people.
It is the process of giving direction and controlling the various activities
of the people to achieve the objectives of an organization Management is a universal process in all organized, social and economic activities. Wherever
there is human activity there is management.
Management is a vital aspect of the economic life of man, which is an organized group activity. A
central directing and controlling agency is indispensable for a business concern. The productive
resources –material, labour, capital etc. are entrusted to the organizing skill, administrative ability
and enterprising initiative of the management. Thus, management provides leadership to a
business enterprise. Without able managers and effective managerial leadership the resources of
production remain merely resources and never become production. Management occupies such an
important place in the modern world that the welfare of the people and the destiny of the country
are very much influenced by it.
1.2 MEANING OF MANAGEMENT
Management is a technique of extracting work from others in an integrated and co-ordinated
manner for realizing the specific objectives through productive use of material resources.
Mobilising the physical, human and financial resources and planning their utilization for business
operations in such a manner as to reach the defined goals can be benefited to as management.
1.3 DEFINITION OF MANAGEMENT
Management may be defined in many different ways. Many eminent authors on the subject have
defined the term "management". Some of these definitions are reproduced below:
In the words of George R Terry - "Management is a distinct process consisting of planning,
organising, actuating and controlling performed to determine and accomplish the objectives by the
use of people and resources".
According to James L Lundy - "Management is principally the task of planning, co¬ordinating,
motivating and controlling the efforts of others towards a specific objective",
In the words of Henry Fayol - "To manage is to forecast and to plan, to organise, to command, to
co-ordinate and to control".
According to Peter F Drucker - "Management is a multipurpose organ that manages a business and
manages managers and manages worker and work".
In the words of J.N. Schulze - "Management is the force which leads, guides and directs an
organisation in the accomplishment of a pre-determined object".
In the words of Koontz and O'Donnel - "Management is defined as the creation and maintenance
of an internal environment in an enterprise where individuals working together in groups can
perform efficiently and effectively towards the attainment of group goals".
According to Ordway Tead - "Management is the process and agency which directs and guides the
operations of an organisation in realising of established aim
What Software is Used in Marketing in 2024.Ishaaq6
This paper explores the diverse landscape of marketing software, examining its pivotal role in modern marketing strategies. It provides a comprehensive overview of various types of marketing software tools and platforms essential for enhancing efficiency, optimizing campaigns, and achieving business objectives. Key categories discussed include email marketing software, social media management tools, content management systems (CMS), customer relationship management (CRM) software, search engine optimization (SEO) tools, and marketing automation platforms.
The paper delves into the functionalities, benefits, and examples of each type of software, highlighting their unique contributions to effective marketing practices. It explores the importance of integration and automation in maximizing the impact of these tools, addressing challenges and strategies for seamless implementation across different marketing channels.
Furthermore, the paper examines emerging trends in marketing software, such as AI and machine learning applications, personalization strategies, predictive analytics, and the ethical considerations surrounding data privacy and consumer rights. Case studies illustrate real-world applications and success stories of businesses leveraging marketing software to achieve significant outcomes in their marketing campaigns.
In conclusion, this paper provides valuable insights into the evolving landscape of marketing technology, emphasizing the transformative potential of software solutions in driving innovation, efficiency, and competitive advantage in today's dynamic marketplace.
This description outlines the scope, structure, and focus of the paper, giving readers a clear understanding of what to expect and why the topic of marketing software is important and relevant in contemporary marketing practices.
Dive deep into the cutting-edge strategies we're employing to revolutionize our web presence in the age of AI-driven search. As Gen Z reshapes the digital realm, discover how we can bridge the generational divide. Unlock the synergistic power of PPC, social media, and SEO, driving unparalleled revenues for our projects.
Conferences like DigiMarCon provide ample opportunities to improve our own marketing programs by learning from others. But just because everyone is jumping on board with the latest idea/tool/metric doesn’t mean it works – or does it? This session will examine the value of today’s hottest digital marketing topics – including AI, paid ads, and social metrics – and the truth about what these shiny objects might be distracting you from.
Key Takeaways:
- How NOT to shoot your digital program in the foot by using flashy but ineffective resources
- The best ways to think about AI in connection with digital marketing
- How to cut through self-serving marketing advice and engage in channels that truly grow your business
Can you kickstart content marketing when you have a small team or even a team of one? Why yes, you can! Dennis Shiao, founder of marketing agency Attention Retention will detail how to draw insights from subject matter experts (SMEs) and turn them into articles, bylines, blog posts, social media posts and more. He’ll also share tips on content licensing and how to establish a webinar program. Attend this session to learn how to make an impact with content marketing even when you have a small team and limited resources.
Key Takeaways:
- You don't need a large team to start a content marketing program
- A webinar program yields a "one-to-many" approach to content creation
- Use partnerships and licensing to create new content assets
How to Start Affiliate Marketing with ChatGPT- A Step-by-Step Guide (1).pdfSimpleMoneyMaker
Discover the power of affiliate marketing with ChatGPT! This comprehensive guide takes you through the process of starting and scaling your affiliate marketing business using the latest AI technology. Learn how to leverage ChatGPT to generate content ideas, create engaging articles, and connect with your audience through personalized interactions. From building your strategy and optimizing conversions to analyzing performance and staying updated with industry trends, this eBook provides everything you need to know to succeed in affiliate marketing. Whether you're a beginner looking to start your online business or an experienced marketer wanting to take your efforts to the next level, this guide is your roadmap to success in the world of affiliate marketing.
Advanced Storytelling Concepts for MarketersEd Shimp
Every marketer knows you’re supposed to tell a story, but do you know how to tell a story? Do you know why you’re supposed to tell a story? Do you even truly know what a story is? While many marketing presentations emphasize the value of mythic storytelling, the nuts and bolts of actually constructing a story are never explored.
The goal of marketing may be to achieve specific KPIs that drive sales, which is very objective, but the top of the marketing funnel requires a softer approach. In our data-driven results-oriented fast-paced world, marketers must quantify results, but those results will never be achieved unless prospects are first approached with humanity.
There is a common misunderstanding that the so-called “soft skills” of marketing such as language and art are unmeasurable and subjective, but while the objective measures of market research are merely 100 years old, the rules of aesthetics have been perfected over the last 2,500 years.
Great story construction is a skill that requires significant knowledge and practice. This presentation will be a review of the ancient art of story construction.
We will discuss:
• Rhetoric – The art of effective communication
• The Socratic Method – You cannot teach, but you can persuade people to learn
• Plato’s Cave – You sell products, but you market ideas
• Aristotle’s Six Dramatic Elements – The secret recipe for marketing stories
This is for senior marketers who are tasked with creating effective narratives or guiding others in the process. By the end of the session, attendees will have gained the knowledge needed to work storytelling into all phases of the buyer’s journey.
Mastering Local SEO for Service Businesses in the AI Era"" is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
A STUDY ON EFFECTIVENESSOF DISTRIBUTION CHANNEL OF PEPSICO
1. TABLE OF CONTENTS
Chapter Particulars Page No
I Introduction and design of the study 1
1.1 Introduction to the Study 1
1.2 Statement of problem 18
1.3 Scope of study 19
1.4 Review of literature 20
1.5 Objectives of study 24
1.6 Research methodology 26
1.6.1 Data collection 26
1.6.2 Sample design 26
1.6.3 Tools used for study 27
1.6.4 Period of study 27
1.7 Limitations of study 28
1.8 Chapter scheme 28
II Data Analysis and Interpretation 29
III Findings, Suggestionsand Conclusion 59
3.1 Findings 59
3.2 suggestions 61
3.3 conclusions 62
Bibliography
Annexure
LIST OF TABLES
2. S.No Title Page No
2.1 Table showing the Gender wise classification 29
2.2 Table showing the Outlet classification 31
2.3 Table showing the Visi cooler provided by PepsiCo 33
2.4 Table showing the Relationship of PepsiCo with retailer 35
2.5 Table showing the Perception of retailer toward PepsiCo 37
2.6 Table showing the Delivery time of PepsiCo 39
2.7 Table showing the Logistics facility classification 41
2.8 Table showing the Logistics facility affects distribution channel 43
2.9 Table showing the Monthly sales of Pepsi bottle 45
2.10 Table showing the Demand of soft drinks 47
2.11 Table showing the Distribution channel helps to positioning
product
49
2.12 Table showing the Factors that influences the sales 51
2.13 Table showing the Monthly sales of PepsiCo retailers 53
2.14 Table showing the Delivery position of PepsiCo 55
2.15 Table showing the Visit of PepsiCo executives 57
3. LIST OF CHARTS
S.No Title Page No
2.1 Chart showing the Gender wise classification 30
2.2 Chart showing the Outlet classification 32
2.3 Chart showing the Visi cooler provided by PepsiCo 34
2.4 Chart showing the Relationship of PepsiCo with retailer 36
2.5 Chart showing the Perception of retailer toward PepsiCo 38
2.6 Chart showing the Delivery time of PepsiCo 40
2.7 Chart showing the Logistics facility classification 42
2.8 Chart showing the Logistics facility affects distribution channel 44
2.9 Chart showing the Monthly sales of Pepsi bottle 46
2.10 Chart showing the Demand of soft drinks 48
2.11 Chart showing the Distribution channel helps to positioning
product
50
2.12 Chart showing the Factors that influences the sales 52
2.13 Chart showing the Monthly sales of PepsiCo retailers 54
2.14 Chart showing the Delivery position of PepsiCo 56
2.15 Chart showing the Visit of PepsiCo executives 58
4. 1
CHAPTER - 1
INTRODUCTION AND DESIGN OF THE STUDY
1.1 INTRODUCTIONOF STUDY
The aim of this study is to identify the distribution channel strategy of PepsiCo and to
formulate research questions. Thus the chapter begins with an introductory background which
includes the importance of distribution channel in business and the reasons for researching in
this area, the research questions and purpose of the study will follow. Delimitation and
structure of the report will end the chapter.
Introductory background
A distribution channel (also called a marketing channel) is the path or route decided by
the PepsiCo to deliver its goods or service to the customers. The route can be as short as a
direct interaction between the company and the customer or can include several
interconnected intermediaries like wholesalers, distributors, retailers, etc.
Hence, a distribution channel can also be referred to as a set of interdependent
intermediaries that help make a product available to the end customer.
Distribution is also very important component of logistics and supply chain management.
Distribution in supply chain management refers to the distribution of goods from one
business to another. It can be factory to supplier, supplier to retailer, or retailer to end
consumer. It is defined as a chain of intermediaries; each passing the product down the chain
to the next organization, before it finally reaches the customer or end-user. This process is
known as the distribution chain or the channel. Each of the elements in these chains will have
their own specific needs, which the producer must take into account, along with those of all
important end-users.
Marketing channels are sets of interdependent organization involved in the process of
making a product or service available for use or consumption.” The main objective of the
marketing process is to distribute the products to the actual users. This function involves a
number of sub-functions to be performed by a producer or manufacturer. These two functions
are most important first, the creation of demand is made through the process of advertising
5. 2
and sales promotion activities. On the other hand the distribution through the channels of
distribution. The decision relating to the channel of distribution is a very important decision
from the firm point of view because the selected channels affect considerable other marketing
decision. Such decisions are of long term nature and exercise their impact on the cost
structure of the firm also.
By channel distribution mean the intermediaries or the process through which the goods
products are transferred from the producer to the ultimate users. Now a day any of the
producers possibly do not sell their goods directly to the final users. There are a lot of
intermediaries between producers and consumer, bearing a variety of name performing
various kinds of function. Some intermediaries like wholesalers and retailers buy and resale
taking the bill. They are known as merchant middle men and other are brokers, representative
sales agent who seeks or search for customers and negotiate on the behalf of the producer but
do not take of goods. These are called as middlemen.
The manufacturer and its distributive outlets share common objective to sell the
manufactured products at a profit. No doubt its objective differs with the marketing
circumstance. Even though many variation of specific objective fits into some categories.
These are as follows:-
To built distribution network loyalty
To stimulate distribution
To develop managerial efficiency in distribution organization
The channel of distribution is a structure which organized and presents a choice among
alternative channels of distribution of the different marketing situations faced by retailers,
whole sellers and producers within the structure. It may be considered as a series of function
which must be performed in order to make producers efficiency. To bearing maximum profits
of all institutions concerned a channel of distribution should be treated as a unit of total
system of action. The activities of the manufacturer need to be coordinated with these
middlemen used in the distribution of given product. The important of middlemen in channel
of distributional can be over emphasized. It is that who-
1. Collects concentrate the output of various producers,
6. 3
2. Subdivides these into lot desired by the customers gathers various items together in the
assortment wanted and
3. Disperses the assortment to consumer industrial buyers.
Functions ofdistribution channels
In order to understand the importance of distribution channels, you need to understand that
it doesn’t just bridge the gap between the producer of a product and its user.
Distribution channels provide time, place, and ownership utility. They make the
product available when, where, and in which quantities the customer wants. But other
than these transactional functions, marketing channels are also responsible to carry
out the following functions:
Logistics and Physical Distribution: Marketing channels are responsible for
assembly, storage, sorting, and transportation of goods from manufacturers to
customers.
Facilitation: Channels of distribution even provide pre-sale and post-purchase
services like financing, maintenance, information dissemination and channel
coordination.
Creating Efficiencies: This is done in two ways: bulk breaking and creating
assortments. Wholesalers and retailers purchase large quantities of goods from
manufacturers but break the bulk by selling few at a time to many other channels or
customers. They also offer different types of products at a single place which is a
huge benefit to customers as they don’t have to visit different retailers for different
products.
Sharing Risks: Since most of the channels buy the products beforehand, they also
share the risk with the manufacturers and do everything possible to sell it.
Marketing: Distribution channels are also called marketing channels because they are
among the core touch points where many marketing strategies are executed. They are
in direct contact with the end customers and help the manufacturers in propagating the
brand message and product benefits and other benefits to the customers.
7. 4
Types ofdistribution channels
Channels of distribution can be divided into the direct channel and the indirect channels.
Indirect channels can further be divided into one-level, two-level, and three-level channels
based on the number of intermediaries between manufacturers and customers.
Direct channel or zero-level channel (manufacturer to customer)
Direct selling is one of the oldest forms of selling products. It doesn’t involve the
inclusion of an intermediary and the manufacturer gets in direct contact with the customer at
the point of sale. Some examples of direct channels are peddling, brand retail stores, taking
orders on the company’s website, etc. Direct channels are usually used by manufacturers
selling perishable goods, expensive goods, and whose target audience is geographically
concentrated. For example, bakers, jewellers, etc.
Indirect channels (selling through intermediaries)
When a manufacturer involves a middleman/intermediary to sell its product to the end
customer, it is said to be using an indirect channel. Indirect channels can be classified into
three types:
One-level Channel (Manufacturer to Retailer to Customer): Retailers buy the
product from the manufacturer and then sell it to the customers. One level channel of
distribution works best for manufacturers dealing in shopping goods like clothes,
shoes, furniture, toys, etc.
Two-Level Channel (Manufacturer to Wholesaler to Retailer to
Customer): Wholesalers buy the bulk from the manufacturers, breaks it down into
small packages and sells them to retailers who eventually sell it to the end customers.
Goods which are durable, standardised and somewhat inexpensive and whose target
audience isn’t limited to a confined area use two-level channel of distribution.
Three-Level Channel (Manufacturer to Agent to Wholesaler to Retailer to
Customer): Three level channel of distribution involves an agent besides the
wholesaler and retailer who assists in selling goods. These agents come handy when
8. 5
goods need to move quickly into the market soon after the order is placed. They are
given the duty to handle the product distribution of a specified area or district in
Return of a certain percentage commission. The agents can be categorised into
super stockists and carrying and forwarding agents. Both these agents keep the stock
on behalf of the company. Super stockists buy the stock from manufacturers and sell
them to wholesalers and retailers of their area. Whereas, carrying and forwarding
agents work on a commission basis and provide their warehouses and shipment
expertise for order processing and last mile deliveries. Manufacturers opt for three-
level marketing channel when the user base is spread all over the country and the
demand of the product is very high.
Dual Distribution
When a manufacturer uses more than one marketing channel simultaneously to reach the
end user, he is said to be using the dual distribution strategy. They may open their own
showrooms to sell the product directly while at the same time use internet marketplaces and
other retailers to attract more customers perfect example of goods sold through dual
distribution is smart phones.
Channel dynamics
Distribution channel do not stand still. New wholesaling and retailing institution
Emerge and new channel system evolves. There are four types of marketing channels.
1. ConventionalDistribution Channel
A Channel consist one or more independent wholesaler and retailers. Each is a Separate
business seeking to maximize its own profits even if this goal reduces Profit for the system as
a whole. No. of channel members has complete or Substantial control over the other
members.
9. 6
2. Vertical Marketing Channel
This is most recent marketing channel. A distribution channel system as Producers,
wholesaler and retailers act as unified systems. One channel member, the channel captain
owns the others or franchises them or has so much power that they all co-operate. The
channel captain can be the producer, the wholesaler or the retailer.
3. Horizontal Marketing Channel
A distribution channel system in which two or more unrelated companies put together
resources or programmes to exploit an emerging marketing opportunity.
4. Multi Channel Marketing
In the past, many companies sold to single market through a single channel. Multi channel
marketing occurs when a single firm uses two or more marketing channels to reach one or
more customer segments.
FactorsDetermining the Choice ofDistribution Channels
Selection of the perfect marketing channel is tough. It is among those few strategic
decisions which either make or break your company.
Even though direct selling eliminates the intermediary expenses and gives more control in
the hands of the manufacturer, it adds up to the internal workload and raises the fulfilment
costs. Hence these four factors should be considered before deciding whether to opt for the
direct or indirect distribution channel. They are;
Market Characteristics
This includes the number of customers, their geographical location, buying habits, tastes
and capacity and frequency of purchase, etc.
Direct channels suit businesses whose target audience lives in a geographically confined
area, who require direct contact with the manufacturer and are not that frequent in repeating
purchases. In cases of customers being geographically dispersed or residing in a different
country, manufacturers are suggested to use indirect channels.
10. 7
The buying patterns of the customers also affect the choice of distribution channels. If
customers expect to buy all their necessaries in one place, selling through retailers who use
product assortment is preferred. If delivery time is not an issue, if the demand isn’t that high,
the size of orders is large or if there’s a concern of piracy among the customers, direct
channels are suited. If the customer belongs to the consumer market, longer channels may be
used whereas shorter channels are used if he belongs to the industrial market.
Understanding consumer behaviour is essential for deciding the most effective marketing
channel for the business.
Product Characteristics
Product cost, technicality, perish ability and whether they are standardised or custom-
made plays a major role in selecting the channel of distribution for them.
Perishable goods like fruits, vegetables and dairy products can’t afford to use longer
channels as they may perish during their transit. Manufacturers of these goods often opt for
direct or single level channels of distribution. Whereas, non-perishable goods like soaps,
toothpaste, etc. require longer channels as they need to reach customers who reside in areas
which are geographically diverse.
If the nature of the product is more technical and the customer may require direct contact
with the manufacturer, direct channels are used. Whereas, if the product is fairly easy to use
and direct contact makes no difference to the number of sales, longer channels are used.
As per unit value of the product also decides whether the product is sold through a direct
channel or through an indirect channel. If the unit value is high like in the case of jewellery,
direct or short channels are used, whereas products like detergents whose unit value is low
use longer channels of distribution.
11. 8
Competition Characteristics
The choice of the marketing channel is also affected by the channel selected by the
competitors in the market. Usually, the firms tend to use a similar channel as used by the
competitors. But some firms, to stand out and appeal to the consumer, use a different
distribution channel than the competitors. For example, when all the smart phones were
selling in the retail market, some companies partnered with Amazon and used the scarcity
principle to launch their Smart phones as Amazon exclusive.
Company Characteristics
Financial strength, management expertise, and the desire for control act as important
factors while deciding the route the product will take before being available to the end user.
A company having a large amount of funds and good management expertise (people who
have sufficient knowledge and expertise of distribution) can create the distribution channels
of its own but a company with low financial stability and management expertise has to rely
on third-party distributors.
The companies who want to have tight control over the distribution prefer direct channels.
Whereas, those companies to whom such control doesn’t matter or those who are just
interested in the sales of their products prefer indirect channels
12. 9
INDUSTRYPROFILE
The history of soft drinks can be traced back to the mineral water found in natural springs.
Bathing in natural spring water has long been considered a healthy activity, and mineral
water was said to have curative powers. Scientists soon discovered that a gas, carbon dioxide,
was behind the bubbles in natural mineral water, formed when water dissolves limestone.
The first marketed soft drinks (non-carbonated) appeared in the 17th century. They were
made from water and lemon juice sweetened with honey. In 1676, the Compagnie de
Lemonades of Paris, France, was granted a monopoly for the sale of lemonade soft drinks.
Vendors carried tanks of lemonade on their backs and dispensed cups of the soft drink to
thirsty Parisians.
In 1767, the first drinkable man-made carbonated water was created by
Englishman Joseph Priestley. Three years later, Swedish chemist Torbern Bergman invented
a generating apparatus that made carbonated water from chalk using sulphuric acid.
Bergman's apparatus allowed imitation mineral water to be produced in large amounts.
In 1810, the first United States patent was issued for the "means of mass manufacture of
imitation mineral waters" to Simons and Rundell of Charleston, South Carolina. Carbonated
beverages, however, did not achieve great popularity in America until 1832, when John
Mathews invented his own apparatus for making carbonated water and mass-manufactured
the apparatus for sale to soda fountain owners.
Drinking either natural or artificial mineral water was considered a healthy practice.
American pharmacists selling mineral waters began to add medicinal and flavourful herbs to
unflavoured mineral water using birch bark, dandelion, sarsaparilla, and fruit extracts. Some
historians consider that the first flavoured carbonated soft drink was made in 1807 by Dr.
Philip Syng Physic of Philadelphia, Pennsylvania.
Early American pharmacies with soda fountains became a popular part of culture.
Customers soon wanted to take their "health" drinks home with them, and a drink bottling
industry grew from consumer demand.
Over 1,500 U.S. patents were filed either for corks, caps, or lids for carbonated drink
bottle tops during the early days of the bottling industry. Carbonated drink bottles are under a
13. 10
lot of pressure from the gas, so inventors sought the best way to prevent the bubbles from
escaping.
In 1892, the Crown Cork Bottle Seal was patented by William Painter, a Baltimore
machine shop operator. It was the first successful method of keeping the bubbles in the bottle.
In 1899, the patent first was issued for a glass-blowing machine for the automatic
production of glass bottles. Earlier bottles had been hand-blown. Four years later, the new
bottle-blowing machine was in operation, first by the inventor, Michael Owens, an employee
of Libby Glass Co. Within a few years, glass bottle production increased from 1,500 to
57,000 bottles a day.
History of PepsiCo in India
PepsiCo gained entry to India in 1988 by creating a joint venture with the Punjab
government owned Punjab Agro industrial corporation (PAIC) and Voltas India limited. This
joint venture marketed and sold Lehar Pepsi until 1991, when the use of foreign brand
allowed; PepsiCo brought out its partners and ended the joint venture in 1994, others claim
that firstly Pepsi was banded from import in India, in 1970, for having refused to release the
list of its ingredients and in 1993, the ban was lifted with Pepsi arriving on the market shortly
afterwards. These controversies are a reminder of “India’s sometimes acrimonious
relationship with huge multinational companies” indeed; some argue that PepsiCo and the
coca-cola company have “been major targets in part because they are well-known foreign
companies that draw plenty of attention”
In 2003, the centre for science and environment (CSE), a non-governmental organization
in New Delhi said aerated waters produced by soft drink manufactures in India, including
multinational giants PepsiCo and the coca-cola company, contained toxins, including lindane,
DDT, Malathion and chlorpyrifios pesticides that can contribute to cancer, a breakdown of
the immune system and cause birth defects. Tested products include coke, Pepsi, 7up,
Miranda, fanta, thumps up, limca and sprite. CSE found that the Indian-produced Pepsi’s soft
drink products had 36 times the level of pesticides residues permitted under European union
regulation; coca cola 30 times. CSE said it had tested the same product in the US and found
no such residues. However, this was the European standard for water, not for drinks. No law
bans the presence of pesticides in drinks in India.
14. 11
The coca-cola company and PepsiCo angrily allegation that their products manufactured
in India contained toxin levels far above the norms permitted in the developed world. But an
Indian parliamentary committee, in 2004, backed up CSE’s findings and a government
appointed committee, is now trying to develop the world’s first pesticides standards for soft
drinks. Coke and PepsiCo opposed the move, arguing that lab test isn’t reliable enough to
detect minute traces of pesticides in complex drinks. On December 7, 2004, India’s Supreme
Court ruled that both PepsiCo and competitor. The coca-cola company must label all cans
and bottles of the respective soft drinks with a consumer warning after test showed
unacceptable level of residual pesticides. Both companies continue to maintain that their
products meet all international safety standards without yet implementing the Supreme Court
ruling. As of 2005, the coca-cola company and PepsiCo together hold 95% market share of
soft drinks sales in India.
PepsiCo also has been accused by the panchayat in the palakkad district in Kerala, India,
of practicing “water piracy” due to its role in exploitation of ground water resources resulting
in scarcity of drinking water for the panchayat’s residents, who have been pressuring the
government to close down the PepsiCo unit in the village.
In 2006, the CSE again found that soda drinks, including both Pepsi and coca-cola, had
high levels of pesticides in their drinks. Both PepsiCo and the coca-cola company maintain
that their drinks are safe for consumption and have published newspaper advertisement that
say pesticides levels in their product are less than those in other foods such as tea, fruit and
dairy products. In the Indian state of Kerala, sale and production of PepsiCo along with other
soft drinks, was banned by the state government in 2006, but this was reversed by the Kerala
high court merely a month later. Five other Indian states have announced partial bans on the
drinks in school, college and hospitals.
15. 12
Marketing overview of PepsiCo in India
Marketenvironment
Marketing environment is the overall environment in which a PepsiCo operates. This
consists of the task environment and broad environment.
Task environment
Task environment includes the immediate players involved in producing, distributing and
promoting the offering. The main players are the company suppliers, distributor, dealers and
the target customers. Supplier include the material and service supplier such as marketing
research agencies, advertising agencies, banking and insurance companies, transportation
companies and telecommunication companies. The dealers and distributors include agents,
brokers, manufacture representative and other who facilitate finding and selling to the
customers.
The supplier for PepsiCo India includes the bottle suppliers for the soft drinks. These
include the pet bottles and the glass bottles. One of the most vital products required in the
operation is refrigerator. PepsiCo does not manufacture the refrigerators; instead they are
supplied by different vendors who get time bound contacts from the company.
The distributor and dealers are part of the sales and distribution network. This will be
explained later under the selection of place in the 4p’s segment.
The target customer for PepsiCo is primarily the youth but, because of increasing
competition from coke PepsiCo has expanded its target customer base which now includes
people who are prospects for beverages beyond the CSD category.
Brand environment
The contain force that can have a major impact on the players in the task environment.
This includes six components; demographic environment, economic environment, physical
environment, technological environment, political – legal environment and socio – culture
environment. Companies need to play close attention to the trends and developments in these
environments and make timely adjustment to their marketing strategies in order survive and
succeed in the market.
16. 13
Value delivery process
The value delivery process consists of the value creation and delivery sequence. This is
done in three phases. The first phase, choosing the value, represents the homework done by
the marketing department before the product exists. Marketing is required to segment the
market, select the appropriate the target market, and develop the offerings value proposition.
This is known as segmentation, targeting and positioning and is the essence of strategic
marketing.
Once the business unit has chosen the value, the second phase is providing the value.
Marketers need to determine specific product features, price and distribution. The task in the
third phase is communicating the value by utilizing the sales force, sales promotion,
advertising and other communication tools to announce and promote the product. Each of
value phases has different cost implications.
Sales and distribution and network of PepsiCo India
Initially the focus of the company remains on reaching all the market and then the
company shifts its focus on increasing the frequency of sales in the respective markets so that
the sales and profitability of the company can be increased.
Warehouse
These are company or franchisee owned warehouse spread over various locations that
cover the respective territories and come under the preview of their respective area or
territory offices. Stocks are sent from the bottling plant to these warehouses, from where they
are sent to C&F centres and distribution points.
C&F centres
These are biggest centre in the distribution network and receive proper assistance from the
company. The C&F centre owned by a private player and not by the company. The vehicles
(delivery vans) are owned by the company, and the salesman at the C&F points are on the
company payroll.
17. 14
Distributors
These are small distribution network compared to C&F centres. Everything at the
distributor point owned and managed by the distributor, even the salesperson are on the
distributors payroll.
Wholesaler
These are smaller distribution network then C&F centres and distributors point. They get
stock directly from the company or franchisee. They also get stock from the distributor and
thus get special rate and extra discount from the company.
Slums
They are generally smaller than the wholesaler. However, they get special discounts from
the C&F centres and distributor points. All the different players in the distribution channel
namely C&F centres, distributors points, wholesaler and slums have different designated
markets and are not supposed to operate in the market designated to any other player.
Retailers
Retailers are the most important chain in the distribution channel of Pepsi as they are the
only point of contact with the customers. Retailers get their stock from the other entire
channel member in the distribution channel.
Sales and marketing hierarchy of PepsiCo India
The PepsiCo having a excellent team for the sales and marketing. The appointed various
manager to develop their sales and marketing. They delegated the work to each and every
manager. They are
MUM – marketing unit manager
In charge of specific zone (e.g. north, south, east, west) and report to the corporate office
of the PepsiCo
18. 15
UM – unit manager
In charge of the day to day operations and supervisions of all the functions within the
organizations including operations, logistics, sale, distribution and marketing. The unit
manager report to MUM.
TDM – territory development manager
TDM is the in charge of the sale and distribution network of a particular territory within a
zone. Responsible for the daily, monthly and annual sale within the territory decides the daily
schemes for products and incentives for salesperson. He is also responsible for cost
effectiveness, profit generation and profit maximization with in the territory.
MDM – marketing development manager
MDM is responsible for all the marketing activities and their effectiveness within the
territory. Decides the format and time frame of the marketing and promotional activities and
incentives given to the retailer.
ADC – area development coordinator
Reports to the TDM, and is in charge of a C&F centre and the distributor point in the area.
He is directly responsible for any issues in the area and is supposed to ensure the smooth
functioning of the entire sales and distribution network in the area. ADC is responsible for
timely disposal of any issue faced by the retailers. He decides and approves the boards,
displays and hoardings in the area.
MDC – marketing development coordinator
Report to MDM, and is in charge of carrying out all the marketing activities in the area.
He is responsible for the execution and success of marketing and promotional activities.
Coordinates with the outside agencies for displays, boards, checks conducted in the market.
He is also responsible to keep a check on the expenditure of the marketing activities in the
market.
19. 16
CE – customer executive
Report to the ADC and is in charge of the sales persons. He is required to visits the market
and accompany every salesperson as frequently as possible. He is the first person to get the
information about the market / area and is the first contact if the salespersons or retailers face
issue. Responsible for assigning and achieving daily sales target given to the salespersons.
ME – marketing executives
Report to the MDC and is responsible for the daily functioning of the marketing
activities in the including awareness of promotions in the market and response in the market.
Salesperson
They are the most important asset for the company as they are the ones who sell the
products, are responsible for acquiring new customers and retain the old ones. Their work
also includes informing the retailers about the promotion and any new scheme launched.
They are also required to push for the sales of any new product launched in the market and
make sure that the retailer are following the company guidelines regarding the launch and the
maintenance of V.C coolers. They report to the CE.
Marketing assistant
Reports to the ME and is responsible for the distribution and usage of the display and
board in the area. Also has to check whether retailers are following the guidelines of the
company regarding promotional displays, other displays and displays in the V.C coolers.
They report to the ME Pepsi is one of the most well-known brands in the world today
available in 160 countries. The company has an extremely positive outlook for India. Outside
North America two of our largest and fastest and growing business is in India and china
which include more than a third of the world’s population.
20. 17
Sustainable competitive advantage
Competitive advantage is a company’s ability to perform in one or more ways that its
competitors cannot or will not match. When a company is able to maintain that advantage a
long period of time that give it’s an edge over its competitors then this advantage is termed as
sustainable competitive advantage. Any competitive advantage must be seen by customer as a
customer advantage. Then only that competitive advantage can be transformed into a
sustainable competitive advantage. Three major competitive advantages give PepsiCo India a
competitive edge in the market place. They are
Big muscular brands built through better market positioning and heavy
investment in advertising and promotions;
Proven ability to innovate and create differentiated products through superior
operating base;
Powerful go to market system built with the help of superior relationship base
and an impeccable sales and distribution network. Making it all work are the
extraordinary talented and dedicated people who are in integral part of PepsiCo
India.
Communicating with customer
Marketing communication is the means by which firms attempt to inform. Pursued and
remind consumers directly and indirectly about the products and brands they sell. Marketing
communication is the central instrument of making brand equity, marketing communication
consists of six major methods of communication called the marketing communication mix.
They are;
Advertising
Sales promotion
Events and experiences
Public relations and publicity
Direct marketing
Personal selling
21. 18
1.2 STATEMENT OF THE PROBLEM
The study was conducted to find out the problem faced by the retailers due to distribution
channel of the PepsiCo. They need to choose the right channel of distribution for the product
then only they can reach the customer effectively.
The PepsiCo also need to monitor their distributor then only their product will be reached in
right time at the right place. They need formulate different distribution strategy for the
different areas.
22. 19
1.3 SCOPE OF THE STUDY
The study was mainly conducted to identify distribution channel strategy of PepsiCo. To
provide excellent service, an organisation needs to improve their distribution channel. The
main reason behind the study is to measure the lead time gap of PepsiCo. Furthermore, to
consider possible way that can be improved.
The purpose of the study is to find out the retailer or distributor is satisfied with the
distribution channel of the PepsiCo and also to know the retailer order cycle of the product. It
will also analyze the reason and factor that influence the distribution channel.
The study also tells about the consumer preference of the soft drinks. It also shows the
relationship of the retailer and the PepsiCo and the perception of the retailer toward the
distribution channel of PepsiCo
23. 20
1.4 REVIEW AND LITREATURE
This chapter attempts to review different literatures on distribution channel with reference to
marketing industry and presents various studies made regarding the issues related with
marketing industry and distribution channel.
One of the initial problems encountered when the area of integrated distribution is discussed
is the problem of definition. No single "model" distribution system can be tailored for all
business firms. The distribution function, like other functions of the firm, must be developed
within the framework of management philosophy and available resources of the individual
firm. During the three characteristic or identifiable approaches to integrated distribution
management have emerged. They are: physical distribution management, materials
management and business logistics. (La Londe, Grabner, & Robeson, 2009)
The selection of the distribution channel as having an influence on every other marketing
decision. Various criteria were investigated to determine how to choose the distribution
channel in the wider marketing context. (Armstrong and Kotler 2010)
The very earliest formal conceptions of marketing channels focused on the functions
performed by a distribution system and the associated utility of these functions and the
overall system. Reflecting their presence in industrial and transitional economies, marketing
channels gradually came to be viewed as the set of interdependent organizations involved in
the process of making a product or service available for use or consumption .This
institutional oriented perspective draws attention to those members (e.g. wholesalers,
distributors, retailers, etc.) comprising the distribution system and engaged in the delivery of
goods and services from the point of conception to the point of consumption The
management of such institutions through marketing channel management involves the
planning, organizing, coordinating, directing and controlling efforts of channel
members (Gundlach et al, 2011).
Smith and Chaffey supported this point of view and emphasised the critical importance of
distribution in the marketing mix. Distribution has been a critical aspect in the international
success of Coca Cola and Amazon. For instance, Amazon has achieved incredible success as
an online bookseller. (Smith and Chaffey 2012)
24. 21
In general, the concept of distribution refers to where and how product and services are to be
offered for sale, all essential mechanism and logistical supports for the transfer of goods and
services as well as ownership of goods and services to the customers (Stern et al, 2014)
Research devoted to channel management has played an important role in the marketing
discipline. Two main areas of channels research in marketing have evolved. First, how
channels are organized or structured has been a focal point, centring on the level of channel
integration, reliance on multiple channels, distribution intensity and organizational policies
relating to centralization, formalization, standardization, and surveillance Second, how
ongoing channel relationships are coordinated in a behavioural sense has been even more
prominent, dealing with methods of channel governance, including the impact of contracts,
the development and application of interim power, communication approaches, levels of
control and conflict, and the attainment of trust and commitment (Anderson & Weitz, 2015)
McCabe (2009) highlighted the necessity of understanding how to get access to the customer
to deliver the marketing message and the organisation’s products and services. McCabe
(2017)
Distribution channel development
The distribution channels literature has given considerable attention to the study of channel
structure. Early researchers discussed channel structure in terms of the functions performed
by channel members (Mallen, 2012).
A channel of distribution can be defined as the collection of organization units, either
internal or external to the manufacturer, which performs the functions involved in product
marketing. These functions are persuasive and include buying, selling, transporting, storing,
grading, financing, market risk bearing and providing marketing information. A channel
member is an individual organization unit institution or agency that performs one or more of
the marketing functions and by doing so has an active role in the channel of
distribution (Lambert, 2014)
The basic idea was that these functions could be allocated in different mixes among the
various channel members depending on the characteristics of the channel. As structure
25. 22
research evolved, several common elements emerged, which were seen as varying across
different channels, including: the number of channel levels (i.e., number of intermediaries
involved), the intensity at the various levels (the number of intermediaries at each level of
distribution), and the types of intermediaries at each level (i.e., retailers, wholesalers,
distributors) (Rosenbloom B. , 2015).
Starting from the tremendous strides have been made in the understanding of how firms
should organize and manage their channels of distribution. Still, the researchers have barely
touched the surface of all the managerial issues that have been addressed. Furthermore, many
issues of managerial importance relating to the organization and management of channels of
distribution have received no attention in empirical research .More recent research in channel
structure examines both macro and micro issues. The majority of the current research on
channel structure focuses on one of two broad operationalizations of structure: transactional
form or bureaucratic form. Though it could be argued that the degree of renationalise also
reflects the structure of the relationship, transactional form and bureaucratic form are the
most widely accepted (Brent, 2017).
Role of distribution channel
Channels of distribution can be viewed as social systems comprising a set of interdependent
organizations, which perform all the activities (functions), utilized to move a product and its
title from production to consumption. Because of this interdependency there arises a need for
some form of co-operation between channel members and co-ordination of activities. This
co-operation and co-ordination is necessary in order to ensure predictability and
dependability between members which will allow individual organizations to plan
effectively. Also, conflict arises in channels, because members sometimes have incompatible
goals, differing ideas as to the functions each should perform, and differing perceptions of
reality. This conflict needs to be controlled so that it does not disrupt channel
functioning (Wilkinson, 2015).
Power or, rather, the use of power by individual channel members to affect the decision
making and/or behaviour of one another (whether deliberate or not), is the mechanism by
which the channel is organized and orderly behaviour preserved. This is not meant to imply
that organizations necessarily set out deliberately to organize the channel, but that this
organization of the channel arises out of individual organizations adjusting their behaviour to
26. 23
one another in relation to the power they each have and use. However, in some channels,
firm(s) may assume a leadership role and make deliberate attempts to organize the channel,
making use of their power. Power is the means by which cooperation between individual
channel members' activities are coordinated and the means by which any conflict between
firms is controlled (Stern & Neskett, 2016)
Physical distribution
However, relatively little attention has been paid to physical distribution function in channels
research within the marketing literature. The general topic has received more emphasis in
other literatures, such as in operations management, logistics, transportation, purchasing and
information technology, with a general focus on how product orders can be efficiently and
effectively processed, and then delivered to channel members and end-customers. Among the
main areas of interest have been inventory management, the number placement, and design of
warehouses or distribution centres, the use of technology to aide in processing orders,
delivery options to customers, and customer payment methods(Giunipero, Hooker, Joseph-
Matthews, Yoo and Brudvig, 2015).
The lack of attention to physical distribution in channels research in marketing is unfortunate.
Physical distribution functions will impact both channel organization and the manner in
which channel relationships are coordinated over time. More clarity is necessary on the role
of physical distribution functions within the general domain of channel
management (Frazier, 2017).
Strategic choice in distribution channels
Though the field of marketing, in general, has adopted a strategic perspective, one particular
area, distribution channels, has been relatively slow to embrace this perspective. Besides
research on the manipulation of power and influence attempts, little attention has been given
to the study of channel strategies. The importance of marketing channel strategy decisions is
highlighted by their inherent long-term consequences and the constraints and opportunities
that they represent The development of relationships in a marketing channel often takes a
great deal of time and effort. Therefore, any decisions made concerning these relations take
on added strategic importance. Given this, the incorporation of strategic management theory
is very relevant to the study of distribution channels (Brent, 2017).
27. 24
Multiple channels
The use of multiple channels of distribution is now becoming the rule rather than the
exception, given the fragmentation of markets, advancements in technology, and heightened
interbrand competition, among other things. While multiple channels potentially increase the
firm’s penetration level and raise entry barriers, interbrand competition and intrachannel
conflict may become major problems, leading to lowered levels of support in the firm’s direct
and indirect channels. Such possibilities remain largely unexplored. Klein examined the use
of multiple channels to a degree, only have focused an empirical study on the construct. Their
major finding is that augmenting an indirect channel with a direct channel improves the
manufacturer’s ability to manage the indirect channel (Frazier, 2017).
28. 25
1.5 OBJECTIVES OF STUDY
To know the importance of distribution channel strategy in positioning of the product.
To know the relationship between the PepsiCo and its retailer
To know the sales of the PepsiCo in the Coimbatore region.
To know the competition of the PepsiCo market.
Perception of retailer towards the distribution channel of the PepsiCo.
To measure the lead time gap of the Pepsi in the retail shop in the Coimbatore.
29. 26
1.6 RESEARCH METHODOLOGY:
1.6.1 DATA COLLECTION
The data has been collected from both primary and secondary methods have been used.
PRIMARY DATA:
It was collected by surveying the distributor of PepsiCo and retailer. Primary data is that
data which is collected for the first time. It is original in nature in the shape of raw material
for the purpose of collection of primary data a well structured questionnaire was filled by the
respondents. The questionnaire comprises of close ended as well as ended questions.
SECONDARY DATA:
It was collected from general library research source like marketing book and
advertising journals like magazines and newspaper and internet from the PepsiCo website and
Wikipedia.
1.6.2 SAMPLE DESIGN:
Sample size:
The study was carried out through the sample size of 110 respondents.
Sampling method:
Convenience sampling was used to select the respondents. Convenience sampling (also
known as grab sampling, accidental sampling, or opportunity sampling) is a type of non-
probability sampling that involves the sample being drawn from that part of the population
that is close to hand. This type of sampling is most useful for pilot testing.
A convenience sample is a type of non-probability sampling method where the sample is
taken from a group of people easy to contact or to reach. For example, standing at a mall or a
grocery store and asking people to answer questions would be an example of a convenience
sample. This type of sampling is also known as grab sampling or availability sampling. There
are no other criteria to the sampling method except that people be available and willing to
participate. In addition, this type of sampling method does not require that a simple Random
sample is generated, since the only criteria is whether the participants agree to participate
30. 27
1.6.3 TOOLS USED FOR ANALYSIS
The tools use for the research study is percentage analysis method.
Percentage analysis:
Percentage analysis is one of the basic statistical tools which is widely used in
analysis and interpretation of primary data. It deals with the number of respondents response
to a particular question is percentage arrived from the total population selected for the study.
1.6.4 PERIOD AND AREA OF STUDY
PERIOD OF THE STUDY
The period of study is 40 days
AREA OF STUDY:
The study was conducted in the Coimbatore city.
31. 28
1.7 LIMITATIONS OF STUDY:
Time constraint - The study was conducted in a short period of time and a detailed
study was not possible.
Area constraint - The area of study is limited to only Coimbatore city.
Confidential constraint – due to confidential constraint certain information, not all
detail could be obtained.
1.8 CHAPTER SCHEME
Chapter 1
Chapter 1 deals with the introduction of the study, statement of problem, objectives of the
study, research methodology, limitations, period of the study, scope of the study, limitations.
Chapter 2
Chapter 2 deals with the data analysis and interpretation.
Chapter 3
Chapter 3 deals with the findings, suggestions and conclusion.
32. 29
CHAPTER - II
DATA ANALYSIS AND INTERPERTATION
Data analysis and interpretation
Data analysis and interpretation is the process of assigning meaning to the collected
information and determining the conclusions, significance and implications of the findings.
Analysis involves estimating the values of unknown parameters of the population and testing
of hypotheses for drawing inferences. We collected the data from the various retailer of the
PepsiCo. The data which are used all are the primary data they all are collected from the
retailer and analysis and interpreted the data.
Table No 2.1
Gender Wise Classification
S.No Particulars No. of. Respondents No. of. Respondents
1 Male 80 73%
2 Female 30 27%
Total 110 100%
Analysis
Data was collected from the 110 respondents. From the above table it is observed that the
73% of the male in the retail shop of the PepsiCo and 27% of the female in the retail shop of
the PepsiCo. The data was collected in the various place of the Coimbatore city.
33. 30
Chart No 2.1
Gender Wise Classification
Interpretation
From the above chart we can know that PepsiCo has more male retailer than the female
retailer.
73%
27%
Male
Female
34. 31
Table No 2.2
Outlet Classification
S.No Particular No of respondent % of respondent
1 General store 15 14%
2 Grocery store 20 18%
3 Bakery 40 36%
4 Hotel 35 32%
Total 110 100%
Analysis
From the above table the data was collected data from various outlets there are 32% of
respondents are hotels and 36% of respondents are bakery and 18% of respondents are
grocery stores while 14% of respondents are general stores.
35. 32
Chart No 2.2
Outlet Classification
Interpretation
The data was collected from the various outlets in the Coimbatore city. The major data are
collected from the bakery and hotels and the remaining data are collected from the general
stores and grocery shops.
14%
18%
36%
32%
General store
Grocery store
Bakery shop
Hotel
36. 33
Table No 2.3
Visi-cooler provided by PepsiCo
S.No Particular No of respondents % of respondents
1 Yes 64 58%
2 No 46 42%
Total 110 100%
Analysis
From above table it can be observe that 58% are saying that they getting visi – cooler from
the PepsiCo side to keep their product but 42% are saying that they are not getting any visi –
cooler from the PepsiCo. 42% retailers also have visi- cooler which are provided by the
competitors of PepsiCo. The PepsiCo need to give more visi- coolers to the retailers then only
they can hold major share in the market.
37. 34
Chart No 2.3
Visi – coolerprovided by PepsiCo
Interpretation
It means company is not focusing on all retailers that major concern for the organisation.
Most of the retailers having the visi – cooler which is given by the company but some of
them don’t have because they are smaller retails where sales are very less, also some of the
retailers puts different brand into the same visi – cooler in their shops. The PepsiCo give
more visi- coolers to the retailers. By do this action PepsiCo earned loyalty of the retailers.
The retailers do promotion for the PepsiCo because of their loyalty to PepsiCo.
58%
42%
Yes
No
38. 35
Table No 2.4
Relationship of PepsiCo with Retailer
S.No Particulars No. of. Respondents % of Respondents
1 Strongly Agree 35 32%
2 Agree 47 43%
3 Disagree 18 5%
4 Can’t say 5 20%
Total 110 100%
Analysis
From above table it can be observed that 43% of the retailer agrees that PepsiCo has a good
relation with them and 32% strongly support the statement while 20% of the retailer and
distribution was against the statement means they said PepsiCo does not have good
relationship with them.
39. 36
Chart No 2.4
Relationship of PepsiCo with Retailer
Interpretation
It shows that company should thing that how they can maintain better relationship with their
retailer. Pepsi need to maintain good relationship with retailer because retailer is only person
who have direct contact with the customer. The retailer is bridge for the company and the
customer. The retailer pass the information of customers needs to the company so they can
produce goods according to the need of the customer. Pepsi maintain good relationship with
the retailer then retailer help to promote their product with the customer.
32%
43%
5%
20%
Strongly Agree
Agree
Disagree
Can't say
40. 37
Table No 2.5
Perception of Retailer towards the PepsiCo
S. No Particulars No. of. Respondents % of Respondents
1
Excellent 30 27%
2
Good 61 55%
3
Ok 14 30%
4
Worst 6 5%
Total 110 100%
Analysis
From above table if can be observed out of 100% respondent only 27% are saying the
PepsiCo have excellent distribution channel and 5% saying that PepsiCo have worst
distribution and 30% of them say it has bad distribution channel but 55% are saying that
PepsiCo have good distribution channel.
41. 38
Chart No 2.5
Perception of Retailer towards the PepsiCo
Interpretation
Here area of concern that how company can make happy those respondents who are thinking
that PepsiCo have ok/worst distribution channel and how can company develop good
distribution channel and change the perception of the retailer.
27%
55%
30%
5%
Excellent
Good
Bad
Worst
42. 39
Table No 2.6
Delivery Time of PepsiCo
S. No Particulars No. of. Respondents % of Respondents
1 Two 44 40%
2 four 41 37%
3
One Week 25 23%
4
More than one week 0 0
Total 110 100
Analysis
From the above table it can be observed out of 100% respondents only 40% of retailers get
their stock in two days and 37% of the respondents get their stock in four days while only
23% of the respondents get their stock in 1 week.
43. 40
Chart No 2.6
Delivery Time of PepsiCo
Interpretation
Here area of concern that how company can make happy those respondent who don’t receive
their stock in time. They should provide all the retailers on time stock which help to make
good distribution channel as well as build the positioning of the company
40%
37%
17%
6%
Two
Four
One Week
More than one week
44. 41
Table No 2.7
Logistic Facility Classification
S. No Particulars No. of. Respondents % of Respondents
1 Company 80 73%
2 Own 30 27%
Total 110 100%
Analysis
From the above table it can be observed that 73% of the respondents don’t have their own
logistics. They depend on company logistics. While 27% of the respondents have their own
logistics so they can keep some stock with them.
45. 42
Chart No 2.7
Logistic Facility Classification
Interpretation
Most of the respondents don’t have their own logistics. They depend on the company
logistics. If they don’t have their own logistics then it takes time to reach the product. Some
of them have their own logistics which is good for the company and retailer or consumer
because they can easily get the stock from the PepsiCo and fulfil the customer wants.
73%
27%
Company
Own
46. 43
Table No 2.8
Logistic Facility Affects Distribution Channel
S. No Particulars No. of. Respondents % of Respondents
1 Strongly Agree 5 5%
2 Agree 11 15%
3 Disagree 88 80%
4 Can’t say 6 5%
Total 110 100%
Analysis
From above table it can be observed that 10% of the respondents (retailer) agree that logistics
facility affects the distribution channel while 5% respondents refuse to answer for business
confidential and 80% of respondents are against the statement means they said Pepsi have
good logistics facility to supply the products.
47. 44
Chart No 2.8
Logistic Facility Affects Distribution Channel
Interpretation
It shows that company and the retailer have good best logistics facility to deliver the stock
and the retailer also satisfied with the logistics facility of the PepsiCo.
5%
10%
80%
5%
Strongly Agree
Agree
Disagree
Can't Say
48. 45
Table No 2.9
Monthly Sales of Pepsi Bottle
S. No Particulars No. of. Respondents % of Respondents
1 Less than 100 25 23%
2 Less than 300 30 27%
3 Less than 500 42 38%
4 More then 500 13 12%
Total 110 100%
Analysis:
The data has collected from 110 outlets, which are situated in different areas of Coimbatore.
From the above table it can be observe that 23% of respondents sold less than 100 Pepsi
bottles in the month and 27% of respondents sold less than 300 Pepsi bottles in the month and
38% of respondents sold less than 500 bottles in the month while 12% of respondents sold
more than 500 bottles in the month.
49. 46
Chart No 2.9
Monthly Sales of Pepsi Bottle
Interpretation:
The above chart show that the sales of the Pepsi bottles in the month. The market potential is
an estimate of the maximum possible sales opportunities present in a particular market
segment and open to all sellers of a good and service or during a stated future period. A
market potential indicates how much of a particular product can be sold to a particular market
segment. Market potential can be determined by measuring the sales in different areas. The
sales of Pepsi bottle more than 500 is done by 13 retail shops. The sales of Pepsi bottle less
than 100 is done by 25 retail shops.
23%
27%
38%
12%
Less than 100
Less than 300
Less than 500
More than 500
50. 47
Table no 2.10
Demand of Soft drinks
S. No Particulars No. of. Respondents % of Respondents
1
Pepsi 36 33%
2
Coke 46 42%
3
7up 30 12%
4
Others 14 13%
Total 110 100%
Analysis
If we see the chart we find out of 100% respondents, 42% respondents prefers coke while
33% prefers PepsiCo, 12% respondents prefers 7up and rest 13% respondents prefers other
brand soft drinks.
51. 48
Chart No 2.10
Demand of Soft drinks
Interpretation
In this we find out there is major competition in the soft drinks industry. The Pepsi can’t able
to capture major share in the market. The coca cola give giving tough competition to the
PepsiCo.
33%
42%
12%
13%
Pepsi
Coke
7up
Others
52. 49
Table No 2.11
Distribution Channel Helps to Positioning the Product
S. No Particulars No. of. Respondents % of Respondents
1 Strongly Agree 32 30%
2 Agree 50 45%
3 Disagree 21 19%
4 Can’t say 7 6%
Total 110 100%
Analysis
From above table it can be observed that 45% of respondents agree that distribution channel
play an important role in building the positioning of the company and 29% strongly support
that while 20% doesn’t agree with the statement while 5% chooses can’t say.
53. 50
Chart No 2.11
Distribution Channel Helps to Positioning the Product
Interpretation
It shows that our objective is fulfilled by this research and we can say that if we have to
promote our product then we should have strong distribution channel. Most of the retailers
are support the statement that means if distribution channel is improved more it will help in
the positioning of the company.
30%
45%
19%
7%
Strongly Agree
Agree
Disagree
Can't say
54. 51
Table No 2.12
Factors that influences the sales
S. No Particulars No. of. Respondents % of Respondents
1 Availability 20 18%
2 Advertisement 42 38%
3 Taste 46 42%
4 Others 2 2%
Total 110 100%
Analysis
From the above table we can find that 42% of the respondents prefer the PepsiCo because of
its taste while 38% of the respondents prefer this PepsiCo because of its advertisement while
18% prefers because of availability while 2% go for other things.
55. 52
Chart no 2.12
Factors that influences the sales
Interpretation
This proves what a customer prefers to choose the brand because of the taste of the PepsiCo
and also the advertisement attract the customer.
18%
38%
42%
2%
Availability
Advertisement
Taste
Others
56. 53
Table No 2.13
Monthly sales of PepsiCo Retailers
S. No Particulars No. of. Respondents % of Respondents
1 Less than 3000 23 21%
2 3000 – 5000 32 29%
3 5000 – 8000 42 38%
4 More than 8000 13 12%
Total 110 100%
Analysis
From the above table we can find that 21% of the respondents sold less than 3000Rs of Pepsi
bottles and 29% of the respondents sold Pepsi for 3000 to 5000 Rs and 38% of respondents
sold Pepsi for 5000 to 8000Rs while 12 % of the respondents sold Pepsi for more than
8000Rs
57. 54
Chart No 2.13
Monthly sales of PepsiCo Retailers
Interpretation
The above chart shows that sales of the Pepsi in rupees. The maximum sale of the Pepsi in
the retail unit is 12% and minimum sale of the Pepsi in the retail unit is 21%.
21%
29%
38%
12%
Less than 3000
3000 - 5000
5000 - 8000
More than 8000
58. 55
Table No 2.14
Delivery Position of PepsiCo
S. No Particulars No. of. Respondents % of Respondents
1 Excellent 40 37%
2 Good 64 58%
3 Ok 6 5%
4 Worst 0 0%
Total 110 100%
Analysis
From the above table it can be observed that 58% of the respondents say that Pepsi has good
delivery position and 37% of respondents say that Pepsi has excellent delivery position and
5% of respondents say that Pepsi has ok delivery position.
59. 56
Chart No 2.14
Delivery Position of PepsiCo
Interpretation
It shows that PepsiCo has good delivery position among the retailer. The PepsiCo supply the
product to the retailer on time because they having a good logistics.
37%
58%
5%
0%
Excellent
Good
Ok
Worst
60. 57
Table No 2.15
Visit of PepsiCo Executive
S. No Particulars No. of. Respondents % of Respondents
1 One day once 44 40%
2 Three day once 41 37%
3 One week once 19 17%
4 More than one week 7 6%
Total 110 100%
Analysis
From the above table it can be observe out of 100% respondent only 40% of PepsiCo
executive visit retailer one day once and 37% of PepsiCo executive visit retailer three day
once and 17% of executive take order to retailer one week once while 6% of PepsiCo
executive take order to retailer more than one week once.
61. 58
Chart No 2.15
Visit of PepsiCo Executive
Interpretation
The above chart shows that frequency of the visit of the PepsiCo executive to the retailer
shop. The PepsiCo has good executive they visit the retailer frequently and take order from
them and deliver the product on time.
40%
37%
17%
6%
one day once
Three day once
One week once
More than one week
62. 59
CHAPTER - 3
FINDINGS, SUGGESTIONS AND CONCLUSION
3.1 FINDINGS
The following details can be inferred after analysis with a sample size of 110 which
included respondents, by questionnaire method to find out the distribution channel
of the PepsiCo.
73 percent of the respondents belonged to the range of male and 27 percent of the
Respondents belonged to the range of female.
Majority of the respondents belonged to the bakery shop owners and minority of the
respondents belonged to the general store owners.
The PepsiCo provided visi coolers for 58% of the respondents and reaming
respondents are used other company visi coolers
75% of the respondents have good relationship with the PepsiCo and 25% of the
respondents has minor problem with the PepsiCo.
PepsiCo minimum delivery period time of the product is 2 days for 41% of the
respondents and maximum delivery period time of the products is 1 week for 23% of
the respondents
PepsiCo provide logistics facility for 73% of the respondents and reaming 27% have
their own logistics facility.
80% of respondents say that PepsiCo has good logistics facility and 20% of the
respondents have some problem with logistics facility of the PepsiCo.
75% of respondents accept that PepsiCo distribution channel help to positioning the
product and reaming 25% of the respondents does not agree that statement.
42% of the respondents say coca cola is most sales brand, 33% of the respondents say
Pepsi is most sales brand and remaining 25% respondents support the other brand.
Majority of respondents says that people consume the Pepsi because of its taste and
advertisement and 18% of the respondents says that sales of Pepsi because of its
availability.
77% of the respondents say that Pepsi executive visits a shop 1 to 3 days and 6% of
the respondents say that Pepsi executives visits a shop 1 week once.
63. 60
The maximum sales of the Pepsi in the month is more than 8000 for the 12% of the
respondents and the minimum sales of the Pepsi in the month is less than 3000 for the
21% of the respondents.
64. 61
3.2 SUGGESTIONS
This is one of the most important and most difficult parts of the study. I arrived at certain
suggestions for PepsiCo India after the analysis of the data. Some of the important
recommendations are follows.
A complain register provided by the company to every distributor in every route so
that, so retailer and consumer can write their problems. The complain register should
be check the company executive and depot in charge at time to time.
Company should adopt aggressive marketing strategy that it could reach each and
every place.
Company should have better logistics facility for making reach the retailer’s door at a
right time.
Marketing development coordinators/ marketing executives/ sales executives of the
company must focus more for making better relationship with retailers.
Company should give visi cooler to every retailer because who is having visi cooler of
which company they are promoting same brand to the consumer.
Company should more focus on youth of the country because youth more prefer the
soft drinks.
Company should focus on the consumer taste and preference and launch new product
according to the consumer taste and need.
Coke is the only competitor of Pepsi. So we should try to keep every information
about Coke i.e. prices scheme, policy etc. always it will help in Decision making
65. 62
3.3 CONCLUSION
After analyzing all the aspects of the data available and giving some important
recommendations a suitable conclusion which should be derived for this study. However,
before starting the conclusion part, the objective of the research must be kept in mind so that
we can arrive at a befitting conclusion for the research problem. The primary objective of this
research was to know distribution channel strategy of PepsiCo and to know the importance of
distribution channel strategy in positioning of the product. The data collected provided a
sound base for understanding the overall organizational set up of PepsiCo in India. By
analyzing the data and literature review, following conclusion was inferred.
The sales and distribution network of Pepsi is very strong and almost flawless. PepsiCo India
has the first mover advantage when it entered the market and it capitalized on that advantage
to grab the market. Franchisee based operation combined with the company’s operations add
strength to overall presence of the company in the market.
Franchisee takes care of its operation and PepsiCo does not interfere in its operations. The
franchisees are required to report to the company at specific time intervals.
The advertising campaigns are conceived, implemented by the PepsiCo and franchisees have
no say in that. It is very important to develop good relationships with the retailer providing
them better services and schemes. Maintaining the good relationships with the distributors are
very important for the company because they are the main part of the distribution channel.
66. 63
BIBLIOGRAPHY
REFERENCE
Ciciretti, R., Hasan, I., & Waisman, M. (2015). Distribution strategy and movie
performance: an empirical note. Eurasian Economic Review, 5(1), 179-187.
Greenwald, J. (2007). How Pepsi picked a warehouse site. Njbiz (Feb 5).
Madden, N. (2007). New faces at coke, Pepsi in china signal emphasis on digital
media. Advertising Age.
Parmar, J. S. (2011). Consumer behaviour towards the marketing of PepsiCo brand
‘nimbooz’. Political Economy Journal of India.
Dent, J., 2011. Distribution Channels. London: Kogan Page.
Guirdham, M., 1972. Marketing: The Management Of Distribution Channels. Oxford:
Pergamon Press.
Rolnicki, K., 1998. Managing Channels Of Distribution. New York: AMACOM.
Donald J. Bowersox 1978, Logistical Management-A systems Integration of Physical
Distribution, I1 edn. Macmillan Publishing Co, New York
Management of Distribution Function 1990. Indira Gandhi Open University New Delhi.
Sarvesh Chandra (1983) Administrative and Logistics problems in bulk handling.
FAI- W.R. Bombay
Artie, Ronald and Berglund S., A Note of Manufacturers' Choice of Distribution
Channel, Management Science (July 1959).
Hall Margaret, the Theory of Wholesale Distribution, Chapter-V in Distributive
Trading, Hutchinson's University Library, 1950, pp. 75-88.
Stem Louis W., El-Ansary Adell. & Coughlan, Marketing Channels, Prentice Hall,
Inc., New Jersey, USA, 1996.
WEBSITE:
http://www.pepsico.com/
https://en.wikipedia.org/wiki/PepsiCo
http://www.pepsicoindia.co.in/
67. 64
ANNEXURE
QUESTIONNAIER
A STUDY ON EFFECTIVENESSOF DISTRIBUTION CHANNELOF
PEPSICO IN COIMBATORE CITY
NAME
1) Gender?
o Male
o Female
2) Which type of outlet?
o General store
o Grocery store
o Bakery
o hotel
3) Are you being provided the visi coolers by the company?
o Yes
o No
4) PepsiCo has good relationship with the distributors/retailers?
o Strongly Agree
o Agree
o Disagree
o Can’t say
68. 65
5) Perception of retailers/distributor towards the PepsiCo’s distribution channel?
o Excellent
o Good
o Ok
o Worst
6) How much time, company takes to make reach the product at retailer shop?
o Two day
o Four days
o One week
o More than one week
7) You have logistics facility of company or own?
o Own
o Company
8) Does logistics facility affect the distribution channel?
o strongly Agree
o Agree
o Disagree
o Can’t say
69. 66
9) Number of Pepsi bottle sold per month by the retail shop?
o Less than 100
o Less than 300
o Less than 500
o More than 500
10) When customer comes to your shop which brand of soft drinks does he/she demand?
o Pepsi
o Coke
o 7up
o Other
11) Distribution channel has an important role in positioning of the product?
o Strongly Agree
o Agree
o Disagree
o Can’t say
12) Which factor affects the sales of Pepsi?
o Availability
o Advertisement
o Taste
o Other
70. 67
13) Monthly sales of Pepsi (in Rs)
o Less than 3000
o 3000 to 5000
o 5000 to 8000
o Above 8000
14) What is delivery position of Pepsi products?
o Excellent
o Good
o Ok
o Worst
15) What is frequency of the visit of Pepsi executives?
o One day once
o Three day once
o One week once
o More than one week