The document discusses channels of distribution and distribution channels. It defines distribution channels as a network of interconnected firms that provide sellers a means to market their goods and buyers a means to purchase goods efficiently. Distribution channels involve various activities like ordering, handling, storage, promotion and financial operations. There can be tensions within distribution channels regarding the costs and benefits each member provides. The document discusses different forms of distribution channels and strategies for designing distribution intensity and push vs pull strategies.
Distribution Strategy, Function of Channel Distribution, Marketing Intermediaries, Relationship Marketing in Channels, Types of Marketing Systems, and Non store retailing.
This slideshare describes various lessons for pharmacists to better market their services and merchandise. Discusses low cost, portfolio, product life cycle, convenience, and shopper marketing strategies.
Distribution channels marketing management pptGanesh Asokan
Distribution channels - their Nature and importance of channels, Channel behavior & organization, Channel design decisions and Channel Management decisions.
Presentation done by the management students of D.G Vaishnav school of management for marketing internals..
Distribution Strategy, Function of Channel Distribution, Marketing Intermediaries, Relationship Marketing in Channels, Types of Marketing Systems, and Non store retailing.
This slideshare describes various lessons for pharmacists to better market their services and merchandise. Discusses low cost, portfolio, product life cycle, convenience, and shopper marketing strategies.
Distribution channels marketing management pptGanesh Asokan
Distribution channels - their Nature and importance of channels, Channel behavior & organization, Channel design decisions and Channel Management decisions.
Presentation done by the management students of D.G Vaishnav school of management for marketing internals..
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
A tool in Marketing Communication that manifest immediate purchase with the help of impulsive buying decision. learn about various methods of sales promotion and key techniques.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
A tool in Marketing Communication that manifest immediate purchase with the help of impulsive buying decision. learn about various methods of sales promotion and key techniques.
The network made up of the company, suppliers, distributors, and ultimately customers who “partner” with each other to improve the performance of the entire system
Channel Distribution Management System (CDMS) is an exhaustive Workflow management system to manage operations for Channel Distribution. Component modules include sections to take care of Inventory, Logistics, Distributor & Operator Management.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
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A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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3. Distribution
Sellers prefer to produce large quantities
of a limited number of goods
Buyers prefer smaller quantities of a
wider variety of goods
Distribution deals with realigning the
discrepancies between quantities and
selections
Breaking bulk: making goods available in smaller
batches
4. What are Distribution Channels?
Distribution channel
A network of inter-connected firms that provide
sellers a means of infusing the marketplace with
their goods, and buyers a means of purchasing
those goods, as efficiently and profitably as
possible
5. Actors in Distribution Channels
Manufacturing firms
Distributors or wholesalers
Retailers
Consumers
6. Activities in Distribution
Channels
Customer oriented: ordering, handling,
shipping, etc.
Product-oriented: storage & display, etc.
Marketing-centric: promotion, etc.
Financial-oriented
Logistics
7. Tension in Distribution
Channels
Tension in channels can be created by
the contribution of each channel member
Do they provide more benefit than they cost?
Should we do this activity ourselves or have a
channel member do it for us?
8. Discussion Question
View the next two slides. Assuming all
else is equal, which is the most efficient
channel? Why?
12. Discussion Questions
Given the 3 channels below, which is “best”?
What are the tradeoffs between implementing the
left channel compared to the right channel?
13. Channels and Supply Chains
Suppliers: upstream actors
Supply chain management
Channel members: downstream actors
that help a company reach consumers
15. Discussion Questions
Who are Dell’s suppliers?
Who are Amazon’s suppliers?
Who are DreamWorks’ channel members?
16. Designing Distribution Channels
Determine distribution intensity
How many intermediaries will be used?
Determine push or pull strategy
Determine how to deal with conflict
17. Intensive Distribution
Intensive: widely distributed
Drugstores, supermarkets, discount stores,
convenience stores, etc.
Usually for simple, inexpensive, easily
transported products
Snack food, shampoo, newspapers, etc.
Pull strategy: promote directly to end
consumers to pull through channel
18. Selective Distribution
Selective: less widely distributed
Usually for complex and/or expensive
products that require assistance
Cars, computers, appliances, etc.
Push strategy: promote to distribution
partners to push goods to consumer
Manufacturer has more control due to
fewer relationships to manage
20. Intensity Strategies
Intensive distribution usually goes with
heavy promotion, lower prices and
average or lower quality products
Exclusive distribution usually goes with
exclusive promotional efforts, higher
prices and higher quality products
21. Discussion Question
Assume you are a marketer for Coach
handbags. How intensively would you
distribute this product? Why?
22. Pull Strategy
Incentives offered to consumers to pull
products through the channel
Advertise to consumers
Distribute widely
Offer price and/or quantity discounts
Offer inexpensive trials or free samples
Offer coupons and/or rebates
Offer financing
Offer loyalty programs/points
23. Push Strategy
Incentives offered to distribution partners
to push products through the channel
Advertise to partners (and consumers)
Distribute more selectively
Employ a sales force
Offer incentives to sales force
Offer price and/or quantity discounts
Offer financing
Offer allowances for marketing activities
24. Channel Conflict
Conflict can arise when channel partners
differ in their opinions on how to please
customers and maximize profit
Conflict may motivate parties to find
alternative solutions
25. Types of Power
Coercive power: Ability to take away
benefits or inflict punishment on other
party
Information power: Having information
other party seeks
Legitimate power: Using size or expertise
to encourage other party
26. Types of Power
Referent power: One party seeks an
affiliation with other
Reward power: Ability to provide good
outcomes for other party
27. Channel Power and Conflict
Power is usually defined by size and
effectiveness
In the long term, power isn’t a great way
to resolve conflict because the less
powerful player may feel resentful and act
accordingly
28. Dealing with Conflict
Develop effective communication to
enhance trust and satisfaction
Make sure that parties feel that they’re
being heard and their needs are
understood and being met
Remind channel members of mutual goal
of customer satisfaction
29. Building Channel Relationships
If conflict cannot be resolved, two other
possible actions:
Mediation
Negotiate through a third party that determines the two
parties’ utility functions
Arbitration
The third party makes a binding decision for the two
30. Discussion Questions
Which type of power do you think would
be more likely to create cooperative
channel partnerships?
Which type of power do you think would
be least likely to create cooperative
channel partnerships?
31. Transaction Cost Analysis
Transaction cost analysis (TCA)
A model that considers channel members’
production costs and governance costs, both of
which are ideally minimized
32. Transaction Cost Analysis
Production Costs
Costs of producing/bringing product to market
Governance Costs
Costs involved with relational issues incurred
coordinating the enterprise and controlling one’s
partners
33. Revenue Sharing
Channel conflict often comes down to
revenue sharing
Double Marginalization
The manufacturer wants a mark-up when it sells
to a retailer
The retailer wants a second markup when it sells
to the consumer
36. Channel Integration
If a company is currently using a partner
to do something, it might wish to bring
that function back in-house
Forward Integration
e.g., manufacturer controls its retail stores
Backward integration
e.g., manufacturer controls raw material
37. Private Labels
Many retailers are integrating backward
into private label products
Advantages
May give retailers negotiating power with the
manufacturer
May offer significant margin opportunities
May allow retailer to distinguish itself as the only
place that offers that brand
38. Discussion Questions
How could Barnes & Noble engage in
backward integration?
How could Maytag engage in forward
integration?
39. Retailing
Retailers have been gaining power and
momentum over the past 10-20 years
Powerful retailers can make or break a
new product
40. Types of Retailing
Categorize retailers according to extent of
manager’s ownership
Independent retailers
Local florist
Branded store chains
Old Navy
Franchises
Jiffy Lube
41. Types of Retailing
Categorize retailers according to their
level of service which tends to be
positively related to their price points
Full service
Nordstrom’s
Limited service
K-mart
42. Types of Retailers
Categorize retailers according to product
assortment
Specialty: carry depth not much breadth
Toy stores
General merchandise: carry breadth but not much
depth
Department stores
43. Discussion Questions
Can you categorize Wal-mart in terms of
ownership, level of service and product
assortment?
Why do you think Wal-mart has been
successful?
44. Importance of Retail Employees
If retailers are not selective in hiring and if
employees are not trained or paid well,
service will be suboptimal and lead to
customer dissatisfaction
Retailers benefit from selecting good
people, training them, paying them,
rewarding them well, and empowering
them
45. Importance of Operations
Flowcharting operations
Front-stage: elements customers see
Back-stage: elements customers do not see
Must be run efficiently to support front-stage
What parts of the process flow smoothly?
What parts do not?
What parts of the process might be
streamlined or eliminated altogether?
46. Importance of Location
Consider factors needed to be successful
Environmental data
population densities
income and social class distributions
median ages
household composition, etc.
47. Retailer Growth Strategies
Provide additional services
Reach out to attract additional segments
Open additional stores
Expand internationally
Exporting, joint ventures, direct foreign
investment, license agreements, etc.
Depends upon: talent, costs, labor pool,
infrastructure, government’s stance on foreign
investment, real estate costs, travel costs, local
ethics, etc.
48. Franchising
Company can retain some control without
complete ownership or capital
expenditure
Franchisor: the company
Franchisee: local owner
Pays fee and royalties
Product franchising
Ford dealer, Coca-Cola bottlers
Business format franchising
McDonalds, Holiday Inn
49. E-commerce
Retail sales online are about $30 billion
Only about 3% of total retail sales
Much potential for growth
What sells well
Computer hardware, software, books, music,
DVDs, and travel arrangements
Many business drive their customers
online to reduce labor costs
e.g., Retail banks raise fees to those who want to
interact with a teller
51. Catalog Sales
E-commerce and catalogs are
complementary
Many companies use both successfully
83 of the top 100 catalogers saw growth
Catalogs are preferred for browsing
Catalogs trigger web visits
Customer databases are utilized for
customized catalogs, promotions, etc.
53. Sales Force
Utilized extensively by companies utilizing
a push strategy
For more undifferentiated products, a
company’s sales force is its most
important driver of its performance
54. Sales Force Size
Estimate Workload
100,000 stores
12 visits each per year for 30 minutes
50 weeks per year x 40 hours a week = 2000
hours
500 of these hours will be spent on travel and
administrative duties
(100,000 accounts x 12 visits per year x 0.5
hour) / 1,500 hours = 400 salespeople
55. Sales Force Compensation
Sales compensation is usually salary plus
bonuses
Bonuses can be cash, trips, etc.
The question is how much is fixed and
how much is variable
56. Sales Performance
Evaluation factors
Sales
by segment, product, improvement, etc.
Time spent with clients
Expertise
Knowledge
Attitudes
Days worked
Selling expenses, etc.
57. Complaints by B2B Customers
Top 3 complaints of salespeople
1. The salesperson isn’t following my company’s
buying process
2. The salesperson didn’t listen to my needs
3. The salesperson didn’t bother to follow up
58. Discussion Questions
How could a company reduce some of
these customer complaints?
Why would a company use bonuses for
its sales force?
59. Integrated Marketing Channels
When designing marketing channels
Understand your customers’ behavior
Ask these questions
What are your target market segments?
What benefits do they seek?
How can we match customer needs to our
corporate growth strategies?
What mix of channels will facilitate our meeting
these goals?
60. Discussion Questions
Why would it be important to understand
your customer in designing your
distribution channel?
What might you want to know about your
customer prior to designing the channel?