Chapter09
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dvrsThis chapter discusses sustaining reseller partnerships by aligning mutual interests and resources between suppliers and resellers. It addresses strengthening partnerships in stable markets through commitments, training, and coordination. It also covers responding adaptively to incremental changes by adjusting commitments and channels. Finally, it discusses transforming channels during disruptive changes by creating multi-channels, handling relationship transfers, and terminating partnerships appropriately.
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Business Models
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Chapter09
- 1. Business Market Management 3 rd edition Sustaining Reseller Partnerships Chapter 9
- 2. Section IV: Delivering Value Business Market Management, 3 rd edition Chapter 9-
- 5. Business Market Management, 3 rd edition Chapter 9- Delivering Superior Value to Targeted Market Segments and Customer Firms Sustaining Reseller Partnerships Strengthening Partnerships in Stable Marketplaces Ensuring that Value i s Delivered Enhancing Interfirm Coordination Fulfilling Supplier Commitments Fulfilling Reseller Commitments Responding Adaptively to Incremental Changes Creating Adaptive Channels Adjusting Commitments Transforming Channels in the Face of Disruptive Forces Establishing Integrated Multi-Channels Skillfully Handling Relationship Transfers Terminating Existing Partnerships
- 6. I. Aligning Mutual Self-Interests and Complementary Resources Business Market Management, 3 rd edition Chapter 9-
- 14. II. Strengthening Partnerships in a Stable Marketplace Business Market Management, 3 rd edition Chapter 9-
- 31. Diagnostic Measures Business Market Management, 3 rd edition Chapter 9- Annual Inventory Turnover X Average Gross Margin Average Gross Margin ÷ Average Inventory Average Gross Margin ÷ Average Accounts Receivables PARs Performance Activity Reports. Trade associations and consulting firms commonly compile and publish industry averages. If firm’s ratio is close to the industry average, then it is doing acceptably well on that dimension. E/R Ratios Expense-to-Revenue Ratios . Suppliers evaluate: 1) customer communication, 2) paperwork flows, 3) physical distribution, and 4) financial risk assumptions Turns X earns GMROI GMROR
- 34. III. Responding Adaptively to Incremental Marketplace Changes Business Market Management, 3 rd edition Chapter 9-
- 46. Resolving Reseller-Supplier Conflict Business Market Management, 3 rd edition Chapter 9- Boundary-Spanning Personnel Individuals who are in contact with the partner firm regularly; sensitive to inherent trouble spots Employee Exchange Program Firms assign personnel for periods time to channel partner operations Trade Association Membership Both the supplier firm and channel partners can learn how the other operates and what problems they must routinely address Ombudsman Typically a retired reseller manager or principal employed by the supplier who has credibility with both parties Mediation A third party is brought in to help resolve a dispute by either refocusing discussion on key issues or suggesting viable solutions Arbitration Firms legally agree to have a third party settle the disagreement. Decision is final and binding.
- 49. IV. Transforming Channels in the Face of Disruptive Forces Business Market Management, 3 rd edition Chapter 9-
- 55. V. Summary Business Market Management, 3 rd edition Chapter 9-
- 57. Business Market Management, 3 rd edition Chapter 9- All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall