How should companies integrate channels & manage channel ? , Chapter-14
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Companies should integrate channels and manage conflicts by using different sales channels for different sized customers, deciding how much product to offer in each channel, and employing strategies like justifying non-competing markets, dual compensation, employee exchange, subordinate goals, and legal recourse if needed.
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What work do marketing channels perform
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.
How should companies integrate channels and manage channel conflict ?
Companies should integrate marketing channels to ensure consistency across channels. An integrated system coordinates strategies and tactics for different channels. Adding channels increases market coverage but can also lead to channel conflict if one channel hinders another's goals. To manage conflicts, companies can encourage joint memberships, provide dual compensation, and justify channels' distinct roles to reduce perceived competition among members. If conflicts remain acute, stronger measures like mediation or arbitration may be necessary.
What decisions do companies face in managing their channels
This document discusses various topics related to designing and managing integrated marketing channels, including:
- Selecting appropriate channel members and training/motivating them.
- The different types of power or influence companies have over channel members, such as coercive, reward, legitimate, expert, and referent power.
- Evaluating channel member performance and making changes when needed, such as adding or dropping members or developing new ways to sell goods.
- Considering expanding business globally by partnering with international intermediaries.
International management
This document discusses developing an international competitive strategy. It outlines several types of competitive strategies, including offensive, defensive, diversification, counter-cyclical, and niche strategies. Offensive strategies directly target competitors, while defensive strategies discourage competitors. The document also discusses factors to consider when analyzing a company's value chain and distinctive competencies. It emphasizes identifying customer needs and wants to build a competitive advantage.
How should channels be designed?
The document discusses factors to consider when designing marketing channels, including customer needs, product variety, service levels, and costs. It identifies key alternatives like the number and types of intermediaries used, and terms of trade between members. The objective is to maximize profit while providing good customer service. Evaluation criteria include sales, costs, control issues, and adaptability.
Managing marketing in business
Cadbury uses a multi-level marketing channel to distribute its chocolate products throughout India. Cadbury has manufacturing units that send products to depots in different states. The depots then send products to C&F agents, who distribute to local distributors in cities. The distributors then work to get products to local grocery stores where consumers make purchases. Choosing an effective marketing channel depends on factors like the product, market characteristics, manufacturer capabilities, and government regulations.
Managing Marketing channel
This document discusses channel management decisions in marketing. It covers selecting, motivating, and evaluating channel members. It describes different types of channel systems like vertical marketing systems, horizontal marketing systems, and multi-channel marketing systems. It also discusses causes of channel conflict and ways to manage conflict, such as establishing super-ordinate goals and exchanging staff between channel levels. The document provides examples and selection criteria for different channel member roles like carrying and forwarding agents and distributors. It also analyzes power sources for motivating channel members.
What decisions do companies face in managing their channels?
Managing channels is not an easy task. Companies have to take a number of decisions to manage their channels.
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What work do marketing channels perform
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.
How should companies integrate channels and manage channel conflict ?
Companies should integrate marketing channels to ensure consistency across channels. An integrated system coordinates strategies and tactics for different channels. Adding channels increases market coverage but can also lead to channel conflict if one channel hinders another's goals. To manage conflicts, companies can encourage joint memberships, provide dual compensation, and justify channels' distinct roles to reduce perceived competition among members. If conflicts remain acute, stronger measures like mediation or arbitration may be necessary.
What decisions do companies face in managing their channels
This document discusses various topics related to designing and managing integrated marketing channels, including:
- Selecting appropriate channel members and training/motivating them.
- The different types of power or influence companies have over channel members, such as coercive, reward, legitimate, expert, and referent power.
- Evaluating channel member performance and making changes when needed, such as adding or dropping members or developing new ways to sell goods.
- Considering expanding business globally by partnering with international intermediaries.
International management
This document discusses developing an international competitive strategy. It outlines several types of competitive strategies, including offensive, defensive, diversification, counter-cyclical, and niche strategies. Offensive strategies directly target competitors, while defensive strategies discourage competitors. The document also discusses factors to consider when analyzing a company's value chain and distinctive competencies. It emphasizes identifying customer needs and wants to build a competitive advantage.
How should channels be designed?
The document discusses factors to consider when designing marketing channels, including customer needs, product variety, service levels, and costs. It identifies key alternatives like the number and types of intermediaries used, and terms of trade between members. The objective is to maximize profit while providing good customer service. Evaluation criteria include sales, costs, control issues, and adaptability.
Managing marketing in business
Cadbury uses a multi-level marketing channel to distribute its chocolate products throughout India. Cadbury has manufacturing units that send products to depots in different states. The depots then send products to C&F agents, who distribute to local distributors in cities. The distributors then work to get products to local grocery stores where consumers make purchases. Choosing an effective marketing channel depends on factors like the product, market characteristics, manufacturer capabilities, and government regulations.
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This document discusses channel management decisions in marketing. It covers selecting, motivating, and evaluating channel members. It describes different types of channel systems like vertical marketing systems, horizontal marketing systems, and multi-channel marketing systems. It also discusses causes of channel conflict and ways to manage conflict, such as establishing super-ordinate goals and exchanging staff between channel levels. The document provides examples and selection criteria for different channel member roles like carrying and forwarding agents and distributors. It also analyzes power sources for motivating channel members.
What decisions do companies face in managing their channels?
Managing channels is not an easy task. Companies have to take a number of decisions to manage their channels.
What decisions do companies face in managing their channels
This document discusses key decisions companies face in managing their marketing channels. It identifies six main channel-management decisions: 1) selecting channel members, 2) training and motivating channel members, 3) evaluating channel members, 4) modifying channel design and arrangements over time, 5) adding or dropping individual members, and 6) considering global channel opportunities and challenges. It emphasizes the importance of viewing channel members as partners, determining their needs, and providing superior value to build strong channel relationships.
How should channels be designed
This document discusses designing and managing integrated marketing channels. It states that marketers should analyze customer needs, establish channel objectives and constraints, and identify and evaluate major channel alternatives. It notes that channels produce five service outputs: lot size, waiting and delivery time, spatial convenience, product variety, and service backup. Objectives and constraints vary based on market segments, product characteristics, and the larger environment. When identifying alternatives, each channel has unique strengths and weaknesses, and alternatives differ in types of intermediaries, number of intermediaries, and terms and responsibilities. Evaluation of alternatives considers the different levels of sales and costs each will produce.
How should companies integrate channels and manage channel conflict ?
Companies should integrate their marketing channels to ensure consistency across channels and maximize coverage. Adding new channels can increase market reach but can also lead to conflicts between channels. To manage conflicts, companies can encourage joint memberships in trade groups, compensate existing channels for new channel sales, or establish superordinate goals for all channels to work towards. As a last resort, arbitration or mediation may be needed to resolve acute conflicts between channels.
Channel
A marketing channel is a network of relationships that connects producers and users to transfer ownership of products and services. It fills gaps in production and consumption by managing the flow of goods over time, distance, quantity, and variety. Channels exist at different levels from one-level to multi-level and analyze factors like customer expectations, utility, and service. Channels must be flexible and prepared to respond to economic, legal, political, social, and technological changes. Examples of horizontal and vertical marketing systems include banks locating ATMs in stores and companies jointly managing distribution through contracts. Multi-channel systems allow firms to reach multiple segments through various marketing avenues. Conflicts can arise within and between channels due to different goals, which require negotiation, problem
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The document discusses different ways to motivate and compensate channel members in a distribution and logistics system. It outlines financial rewards like higher margins and bonuses, as well as non-financial rewards like contests and training. The main forms of compensation for intermediaries mentioned are quantity discounts, trade discounts, and commissions, with commissions paid as a percentage of sales to agents for services like order booking and debt recovery.
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This document discusses various types of marketing channel strategies including vertical marketing systems (VMS), horizontal marketing systems (HMS), mergers, acquisitions, strategic alliances, and joint ventures. It provides examples of each type of strategy such as Daimler Chrysler for mergers and Tata Steel acquiring Corus for acquisitions. The strategies are compared in terms of their advantages like greater control for VMS and flexibility for HMS as well as disadvantages such as lack of flexibility for VMS and potential lack of control for HMS.
Channel conflict in marketing
This document discusses different types of channel conflicts that can occur between organizations involved in distribution channels. It defines channel conflict as a situation where one channel member's actions prevent another member from achieving its goals. The main types of conflicts covered are vertical between firms at different levels, horizontal between firms at the same level, inter-type between different but related industries, and multi-channel involving multiple distribution strategies. Specific causes of each type of conflict are provided like dual distribution vertically and aggressive pricing horizontally. It notes that while conflicts can be negative, they can also encourage improved performance.
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This document discusses marketing channels and their evolution. It describes how marketing channels link producers to buyers, influence pricing strategies, and customize services. It then outlines the historical development of marketing channels from agricultural to industrial systems and the rise of independent intermediaries. Finally, it categorizes possible channel formats that are product-driven, seller-driven, or service-driven and lists the functions performed by marketing channels.
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This document defines and compares horizontal and vertical integration in business. Horizontal integration involves expanding into similar business activities at the same level of the value chain, such as a radio station acquiring a newspaper. Its advantages include economies of scale and scope, while disadvantages include increased costs and responsibilities. Vertical integration means a company owns suppliers and distributors, such as a car manufacturer owning steel mills. The three types are backward, forward, and balanced integration. Vertical integration can reduce costs but also raises challenges around capacity balancing and decreased flexibility.
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A horizontal marketing system is when two or more companies at the same level in the supply chain join together for marketing purposes to take advantage of new opportunities. It combines the financial, production, and marketing resources of the partner companies with the goal of increasing customer base without increasing marketing budgets. Some benefits include reduced costs through bulk purchasing negotiations, utilizing each other's knowledge and solutions, and reducing waste. However, disadvantages can include reduced flexibility and failing to create value if synergies do not materialize despite implementation costs. Examples given are banks placing ATMs at supermarkets and manufacturers combining operations to meet large retailer demands.
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The document discusses key aspects of channels including their nature, design, management and conflicts. It describes how channels help distribute products efficiently by utilizing specialized intermediaries. The document outlines factors to consider in channel design like customer needs, objectives and alternative structures. It also discusses evaluating alternatives based on economic and control criteria. Finally, the summary highlights how channel members are selected, motivated and evaluated over time to ensure good performance.
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The document discusses competitive strategy and industry analysis. It begins by defining industry structure and the 5 forces that shape competition: threat of new entry, intensity of rivalry, pressure from substitutes, bargaining power of buyers, and bargaining power of suppliers. It then discusses the value chain and how activities within the value chain can provide competitive advantage. Finally, it outlines generic competitive strategies of cost leadership, differentiation, and focus, noting firms can pursue a cost focus, differentiation focus, or broad cost leadership/differentiation strategies. The key aspects of industry structure, sources of competitive advantage, and generic strategies are summarized in under 3 sentences.
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Michael Porter identified three generic strategies for gaining competitive advantage: cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs in the industry. Differentiation means creating unique product attributes that are valued by customers. Focus involves targeting a narrow customer segment and achieving either cost advantages or differentiation within that segment. Firms pursuing each strategy require different internal strengths and face different risks from competitors.
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Channel Management Abs M&S
1. The document discusses power, conflicts, and control within marketing channels. It outlines different types of power bases like referent, expert, and coercive power that companies can use.
2. Channel conflicts can arise from unclear roles or competing products. They are managed through joint associations, information sharing, and incentives. Conflict resolution styles include avoidance, aggression, accommodation, and collaboration.
3. Maintaining cordial channel relationships requires converging individual goals through communication, grievance handling, and defining roles. Relationship strategies range from forcing to compromise depending on the significance of individual goals and long-term relationship nature.
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2nd revised mark man v57 prof. de ungria chap15 designing and managing integr...
This document provides an outline and overview of key concepts related to marketing channels and integrated marketing. It defines marketing channels and discusses their importance. The functions of marketing channels and the flows within channels are described. The document also discusses designing marketing channels, managing channel members, and evaluating channels. Recent developments like vertical marketing systems and integrating multi-channel systems are also summarized.
How should companies integrate channels and manage channel conflict?
It tells about integrated marketing channels and how do companies integrate these channels. Channel conflict is also described and some ways of managing them are discussed.
Juriz
This document discusses channel management strategies. It covers:
1. Types of power producers can use to motivate channel members including coercive, reward, legitimate, expert, and referent power.
2. Producers should periodically evaluate channel members' performance on metrics like sales, inventory levels, delivery times, and cooperation.
3. Producers must periodically review and modify channel arrangements when needed due to changes in the market, competition, or product lifecycle.
4. Vertical marketing systems integrate production and distribution under one owner (corporate VMS) or through coordination of one member (administered VMS). Contractual VMS integrate through voluntary chains, cooperatives, or franchises.
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What decisions do companies face in managing their channels
This document discusses key decisions companies face in managing their marketing channels. It identifies six main channel-management decisions: 1) selecting channel members, 2) training and motivating channel members, 3) evaluating channel members, 4) modifying channel design and arrangements over time, 5) adding or dropping individual members, and 6) considering global channel opportunities and challenges. It emphasizes the importance of viewing channel members as partners, determining their needs, and providing superior value to build strong channel relationships.
How should channels be designed
This document discusses designing and managing integrated marketing channels. It states that marketers should analyze customer needs, establish channel objectives and constraints, and identify and evaluate major channel alternatives. It notes that channels produce five service outputs: lot size, waiting and delivery time, spatial convenience, product variety, and service backup. Objectives and constraints vary based on market segments, product characteristics, and the larger environment. When identifying alternatives, each channel has unique strengths and weaknesses, and alternatives differ in types of intermediaries, number of intermediaries, and terms and responsibilities. Evaluation of alternatives considers the different levels of sales and costs each will produce.
How should companies integrate channels and manage channel conflict ?
Companies should integrate their marketing channels to ensure consistency across channels and maximize coverage. Adding new channels can increase market reach but can also lead to conflicts between channels. To manage conflicts, companies can encourage joint memberships in trade groups, compensate existing channels for new channel sales, or establish superordinate goals for all channels to work towards. As a last resort, arbitration or mediation may be needed to resolve acute conflicts between channels.
Channel
A marketing channel is a network of relationships that connects producers and users to transfer ownership of products and services. It fills gaps in production and consumption by managing the flow of goods over time, distance, quantity, and variety. Channels exist at different levels from one-level to multi-level and analyze factors like customer expectations, utility, and service. Channels must be flexible and prepared to respond to economic, legal, political, social, and technological changes. Examples of horizontal and vertical marketing systems include banks locating ATMs in stores and companies jointly managing distribution through contracts. Multi-channel systems allow firms to reach multiple segments through various marketing avenues. Conflicts can arise within and between channels due to different goals, which require negotiation, problem
Motivating And Compensating Channel Members
The document discusses different ways to motivate and compensate channel members in a distribution and logistics system. It outlines financial rewards like higher margins and bonuses, as well as non-financial rewards like contests and training. The main forms of compensation for intermediaries mentioned are quantity discounts, trade discounts, and commissions, with commissions paid as a percentage of sales to agents for services like order booking and debt recovery.
VMS & HMS/STRATEGIC ALLIANCES MERGERS,AQUISITIONS JOINT VENTURES
This document discusses various types of marketing channel strategies including vertical marketing systems (VMS), horizontal marketing systems (HMS), mergers, acquisitions, strategic alliances, and joint ventures. It provides examples of each type of strategy such as Daimler Chrysler for mergers and Tata Steel acquiring Corus for acquisitions. The strategies are compared in terms of their advantages like greater control for VMS and flexibility for HMS as well as disadvantages such as lack of flexibility for VMS and potential lack of control for HMS.
Channel conflict in marketing
This document discusses different types of channel conflicts that can occur between organizations involved in distribution channels. It defines channel conflict as a situation where one channel member's actions prevent another member from achieving its goals. The main types of conflicts covered are vertical between firms at different levels, horizontal between firms at the same level, inter-type between different but related industries, and multi-channel involving multiple distribution strategies. Specific causes of each type of conflict are provided like dual distribution vertically and aggressive pricing horizontally. It notes that while conflicts can be negative, they can also encourage improved performance.
Marketing channels
This document discusses marketing channels and their evolution. It describes how marketing channels link producers to buyers, influence pricing strategies, and customize services. It then outlines the historical development of marketing channels from agricultural to industrial systems and the rise of independent intermediaries. Finally, it categorizes possible channel formats that are product-driven, seller-driven, or service-driven and lists the functions performed by marketing channels.
Vertical and horizontal integration
This document defines and compares horizontal and vertical integration in business. Horizontal integration involves expanding into similar business activities at the same level of the value chain, such as a radio station acquiring a newspaper. Its advantages include economies of scale and scope, while disadvantages include increased costs and responsibilities. Vertical integration means a company owns suppliers and distributors, such as a car manufacturer owning steel mills. The three types are backward, forward, and balanced integration. Vertical integration can reduce costs but also raises challenges around capacity balancing and decreased flexibility.
Horizontal Marketing System
A horizontal marketing system is when two or more companies at the same level in the supply chain join together for marketing purposes to take advantage of new opportunities. It combines the financial, production, and marketing resources of the partner companies with the goal of increasing customer base without increasing marketing budgets. Some benefits include reduced costs through bulk purchasing negotiations, utilizing each other's knowledge and solutions, and reducing waste. However, disadvantages can include reduced flexibility and failing to create value if synergies do not materialize despite implementation costs. Examples given are banks placing ATMs at supermarkets and manufacturers combining operations to meet large retailer demands.
franchise
A joint venture partnership involves sharing both equity and profits between partners. For example, one partner may contribute 70% of the capital and work at a below-market salary for a year, while the other contributes 30% of capital, guarantees a bank loan, and provides intellectual property, resulting in a 60/40 split of company ownership and profits. Company-owned outlets are stores directly owned and operated by a franchisor, identical in appearance to franchised outlets, and allowing the company to retain 100% of profits rather than sharing with franchisees. Dealerships and distributorships involve selling products to third parties at wholesale prices to establish distribution channels.
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Channel management is complex, presenting many challenges. A structured channel program with close program alignment will help you address those challenges.
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The document discusses key aspects of channels including their nature, design, management and conflicts. It describes how channels help distribute products efficiently by utilizing specialized intermediaries. The document outlines factors to consider in channel design like customer needs, objectives and alternative structures. It also discusses evaluating alternatives based on economic and control criteria. Finally, the summary highlights how channel members are selected, motivated and evaluated over time to ensure good performance.
Competitive strategy
The document discusses competitive strategy and industry analysis. It begins by defining industry structure and the 5 forces that shape competition: threat of new entry, intensity of rivalry, pressure from substitutes, bargaining power of buyers, and bargaining power of suppliers. It then discusses the value chain and how activities within the value chain can provide competitive advantage. Finally, it outlines generic competitive strategies of cost leadership, differentiation, and focus, noting firms can pursue a cost focus, differentiation focus, or broad cost leadership/differentiation strategies. The key aspects of industry structure, sources of competitive advantage, and generic strategies are summarized in under 3 sentences.
Distribution managment -channel_conflicts
This document discusses channel management and conflict resolution. It describes the three phases of channel management as use of power bases, identifying and resolving channel conflicts, and channel coordination. It then discusses the different power bases including reward, coercion, legitimate, expert, referent, support, and competition. It outlines the four stages of conflict as latent, perceived, felt, and manifest. Finally, it discusses different styles of resolving conflicts including avoidance, aggression, accommodation, compromise, and collaboration.
Porters
Michael Porter identified three generic strategies for gaining competitive advantage: cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs in the industry. Differentiation means creating unique product attributes that are valued by customers. Focus involves targeting a narrow customer segment and achieving either cost advantages or differentiation within that segment. Firms pursuing each strategy require different internal strengths and face different risks from competitors.
Porter's generic strategies
Michael Porter developed three generic strategies for competitive advantage in 1979: cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs in an industry for a given level of quality. Differentiation creates unique attributes that are valued by customers over competitors' offerings. Focus involves targeting a narrow customer segment and achieving either cost advantages or differentiation for that segment. The strategies aim to leverage a firm's strengths to gain competitive advantage through lowering costs, differentiating products, or specializing in a niche.
Channel Management Abs M&S
1. The document discusses power, conflicts, and control within marketing channels. It outlines different types of power bases like referent, expert, and coercive power that companies can use.
2. Channel conflicts can arise from unclear roles or competing products. They are managed through joint associations, information sharing, and incentives. Conflict resolution styles include avoidance, aggression, accommodation, and collaboration.
3. Maintaining cordial channel relationships requires converging individual goals through communication, grievance handling, and defining roles. Relationship strategies range from forcing to compromise depending on the significance of individual goals and long-term relationship nature.
Sudhir telang machinery components PPT
Sudhir Telang Machinery Components (STMC) was introduced in 1973 and sells spare parts and components for textile machines manufactured by Textile Machinery Manufacturing Company (TMMC). By 1977, STMC was manufacturing 1200 of the 3500 components used in each of the 11,000 Tasaku Textile machines. The company deals only with casting and machining of components and has seen sales doubling every year since 1973. STMC needs to determine appropriate marketing and pricing strategies as it faces competition from local suppliers and its original equipment manufacturer TMMC.
2nd revised mark man v57 prof. de ungria chap15 designing and managing integr...
This document provides an outline and overview of key concepts related to marketing channels and integrated marketing. It defines marketing channels and discusses their importance. The functions of marketing channels and the flows within channels are described. The document also discusses designing marketing channels, managing channel members, and evaluating channels. Recent developments like vertical marketing systems and integrating multi-channel systems are also summarized.
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What decisions do companies face in managing their channels
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VMS & HMS/STRATEGIC ALLIANCES MERGERS,AQUISITIONS JOINT VENTURES
2nd revised mark man v57 prof. de ungria chap15 designing and managing integr...
2nd revised mark man v57 prof. de ungria chap15 designing and managing integr...
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2. Producers should periodically evaluate channel members' performance on metrics like sales, inventory levels, delivery times, and cooperation.
3. Producers must periodically review and modify channel arrangements when needed due to changes in the market, competition, or product lifecycle.
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1) Marketing channels exist to perform needed functions like distribution at lower cost than if a customer or manufacturer acted alone.
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3) Common institutions in marketing channels include merchant wholesalers, agents, retailers and non-store retailers. The best alternative depends on the priorities around these objectives and a company's competitive strategy.
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Distribution Channel
A distribution channel is a chain of businesses or intermediaries through which a good or service passes until it reaches the end consumer. It can include wholesalers, retailers, distributors and even the internet itself.
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Marketing channels involve independent organizations that help make products available to consumers. They add value by bridging gaps between producers and users. Channel members include producers, wholesalers and retailers. Producers use intermediaries to more efficiently make goods available to target markets. Intermediaries offer contacts, experience and scale. Channel design involves analyzing customer needs, setting objectives, identifying alternatives and evaluating options based on economic and control criteria.
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If one needs n e more ppts den contact on mefuz@yahoo.co.in
Managing channel partners - Abhijeet
This document discusses managing channel partners. It defines channel partners as companies that market and sell a manufacturer's products through a co-branding relationship. It notes that channel partners include distributors, vendors, retailers, and more. It discusses that manufacturers must design suitable channels, select and train intermediaries, and monitor performance over time. It also discusses motivating partners through incentives and managing conflicts between partners. Overall, it states that effective channel management can help companies reach new markets, manage relationships, and maximize return on investment.
How should comapnies integrate channels and manage conflicts
This document discusses managing integrated marketing channels and conflicts between channels. It describes vertical marketing systems where producers, wholesalers and retailers work as a unified system. It also discusses horizontal marketing systems where unrelated companies pool resources for new opportunities. The benefits of integrated channels are increased coverage, lower costs and customized selling, but new channels can introduce conflicts over control and cooperation. It identifies types of channel conflicts and their causes, and provides strategies for managing conflicts, such as strategic justification, dual compensation and employee exchange programs.
Similar to How should companies integrate channels & manage channel ? , Chapter-14 (20)
How should companies integrate channels and manage channel conflict?
How should companies integrate channels and manage channel conflict?
Channeldecisionandalternatives 130419093545-phpapp02
Channeldecisionandalternatives 130419093545-phpapp02
Markman v57 chap.15 word file summary of top 10 concepts in designing intergr...
Markman v57 chap.15 word file summary of top 10 concepts in designing intergr...
Markman v57 chap.15 word file summary of top 10 concepts in designing intergr...
Markman v57 chap.15 word file summary of top 10 concepts in designing intergr...
How should comapnies integrate channels and manage conflicts
How should comapnies integrate channels and manage conflicts
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Advertising’s new
The document discusses advertising in the context of human experience. It proposes that human experience across four domains - public sphere, social sphere, tribal sphere, and psychological sphere - provides a vast medium for advertising. Within each sphere, advertising must be relevant, address social needs, and integrate into people's lives in ways that deliver value. The framework involves defining objectives from the consumer's view, targeting ads to create value, testing and adjusting based on feedback, evaluating expansion, and refreshing messages over time.
Make the most of a polarizing brand
The final assignment 4 of an online marketing internship by Prof. Sameer Mathur of IIM Lucknow is an in-depth presentation report on a HBR Harvard Business Review Article Titled "Make the most of a polarizing brand" by Xueming Luo, Michael Wiles, and Sascha Raithel
Assignment 4
The document provides tips on avoiding common mistakes when creating presentations. It identifies the top 5 mistakes as including too much information, not enough visuals, poor quality visuals, overuse of images and colors (visual vomit), and lack of preparation. It emphasizes spending time preparing, designing with the audience in mind, having solid content, and delivering the best presentation possible. The document also covers marketing concepts like the 4 Ps of marketing, Kotler's concepts of public relations, advertising decisions and programs, and customer-based brand equity.
Assignment 3
The document discusses Goodyear's launch of the Aquatred tire, which features an innovative tread design to improve wet traction. It analyzes several issues with the launch: 1) The Aquatred may not be the right product as it overlaps with Goodyear's existing Invicta GS tire; 2) Launching during the winter Olympics may cause supply issues due to initial production of smaller sizes; 3) Expanding distribution channels could erode the brand and cannibalize existing outlet sales. It determines the new channels should likely not sell the Aquatred due to questions around the product's differentiation and potential to burden inventory.
Creative that cracks the code
While marketing relies on science and data analysis, it also requires creativity. Common elements of viral videos include featuring ordinary people, humor, and whimsical or repetitive content. An example of a creative and engaging marketing campaign is Coca-Cola China's advertisement that treated the ad as a game.
Assignment4
The document discusses how online reviews influence marketing strategies. It provides tools like the "influence mix" and "O continuum" to help companies understand how much they depend on online reviews. It uses examples like Xiaomi and Lumia to show how companies highly dependent on reviews can succeed or fail based on feedback. It recommends companies properly segment markets, lower prices through economies of scale, and cut ad spending to be more review-dependent like Xiaomi. Political brands of Rahul Gandhi and Narendra Modi are also examined, showing how Modi used social media more effectively.
Creative that Cracks the Code
This document discusses various creative advertising techniques, including:
1. Using memes to create variations on successful ads like Wonderful Pistachios.
2. Engaging users by embedding ads in games like Coca-Cola did by having users catch bottle caps.
3. Crowdsourcing ideas from users through competitions and voting, like Oreo's "Daily Twist" campaign.
4. Incorporating humor into ads, as seen in Kia Motor's hamster-focused ad.
Preserve the luxury or extend the brand
Preserve the luxury or extend the brand is an article which makes to think gaspard (owner of wine company in france ) that to extend the brand name or just preserve it.
Preserve the luxury or extend the brand
The Chateau de Vallois wine estate is debating whether to preserve its luxury brand or extend its reach. Gaspard, the majority owner, must decide between his traditional views and his granddaughter Claire's proposal to produce a third, more affordable wine. Francois questions if there are enough grapes and resources for a new product. The estate risks losing its negociants but could attract younger customers and extend its brand by entering a new, lower price market segment. Gaspard must determine the best path for future generations at the estate.
Preserve the luxury or extend the brand
The Chateau de Vallois wine estate is debating whether to preserve its luxury brand or extend its reach. Gaspard, the majority owner, must decide between his traditional view and his granddaughter Claire's proposal to produce a third, more affordable wine. Francois argues they lack the grapes for expansion, while Claire believes a lower-priced wine could attract young consumers and grow the brand. The estate manager Jean Paul's expertise could help determine if brand extension is feasible without compromising quality or relations with their negociant partners. Gaspard's final decision will set the family business's strategy for the future.
Assignment 4
The document discusses strategies for a minor league baseball team in Springfield with a population of 55,000. Key points:
1. The team sells single game tickets for $6 each and targets families as their market.
2. Their objectives are to understand pricing strategies and how pricing impacts auxiliary sales.
3. Their marketing plan includes community events to promote the team and create memorable experiences.
4. The executive summary states the goal is to break even in their first year over 38 home games.
Brands vs private label
This document discusses private label products and strategies for brand name manufacturers to address the threat from private labels. It notes that private label strength varies with economic conditions and brand manufacturers can influence private labels. While private labels pose a threat, an overreaction is not the solution. The document recommends that brand manufacturers invest in brand equity, innovate wisely, use fighting brands sparingly, build trade relationships, manage price spreads, exploit sales promotions, manage each category separately, and take private labels seriously to stem further private label gains in market share.
Apps or ads ASSIGNMENT 4
This document discusses the rise of mobile app usage and how it presents opportunities and challenges for advertisers. It notes that people now spend 10% of their media time on mobile devices, with 82% of smartphone time spent on apps rather than calling, texting or browsing. Games and social networks account for most app usage. The document outlines various app-based strategies advertisers can use, such as adding convenience, unique value or incentives. However, it also notes challenges in India, such as skittish consumers, lack of exclusive content and high phone costs, though mobile advertising is growing as a portion of the digital advertising market.
A brand is forever! A framework to revitalizing the declining and dead brand
Managerial actions, environmental factors, and competitive actions can all contribute to brand decline over time. However, some brands are able to be revived through strategic revitalization efforts. There are three key steps to reviving a declining brand: 1) assessing whether the brand is still worth investing in based on residual value and equity; 2) developing a long-term strategy to reposition the brand, invest in improving its image, and educate the market; and 3) correcting any past mismanagement issues by improving quality, refining the target market, and resisting urges to lower prices. With the proper diagnosis and execution of a revitalization plan, declining brands can potentially be strengthened and revived.
Goodyear - The Aquatred Launch
Barry Robins and Stanley G. Gault are discussing Goodyear's launch of their new Aquatred tire. Goodyear is a major tire manufacturer with plants around the world and is seeking to launch the Aquatred through their traditional dealers. The Aquatred has innovative wet traction features and a high mileage warranty but launching it faces challenges around proper dealer training, distribution channels, timing, and pricing/promotion strategies. Suggestions are made to optimize the winter Olympics promotion, expand distribution carefully, market aggressively in rainy areas, and avoid discounts to protect the brand image.
Gino SA distribution channel management
Gino SA manufactures burners and sells through distributors. Its largest distributor, Jinghua, opposes a direct sales offer from Feima, a boiler company. Gino's marketing manager must decide whether to accept Feima's offer and risk upsetting Jinghua, or maintain the distributor relationship. The document analyzes alternatives like declining Feima, accepting them through Jinghua, or developing Feima as an OEM partner. It concludes the best option is accepting Feima as a customer through Jinghua to increase sales while strengthening distributor relationships and reducing their bargaining power.
A brand is forever!a framework for revitalizing declining and dead brands
A brand's equity and power lies in its relationship with consumers. Over time, a brand's equity can decline due to various factors, leading to its demise. Some common reasons for brand decline include compromised product quality, brand neglect, inability to stay relevant to the target market, and failure to evolve with consumer preferences. To revitalize a declining brand, managers should address prior mismanagement issues, re-establish product quality, reinvigorate brand messaging and positioning, and reconnect with the target consumer base. Correcting past mistakes is key to restoring a brand's vitality.
What are brands good for?
Brands are no longer the focal point of marketing in the era of disaggregation. Segmenting customers based on their individual needs and communicating with them directly through personalized channels allows marketers to be more responsive. This approach builds deeper relationships through two-way communication rather than one-size-fits-all branding. As a result, brands now play a supporting role by delivering their value proposition to targeted consumer segments rather than acting as individual stars.
Assignment 3
The document discusses Goodyear's launch of the Aquatred tire, which features an innovative tread design to improve wet traction. It raises issues around whether the Aquatred is the right product given competition from other tire brands. It also questions if launching during the upcoming winter Olympics is the right timing due to potential supply bottlenecks. Additionally, it debates the risks and benefits of expanding distribution channels and whether the new channels should sell the Aquatred.
Gino case study
Gino Burner Co. is a leading burner manufacturer based in France that wants to expand its market share in China. It currently distributes products through distributors like Jinghua. A new opportunity arose with Feima proposing to be an OEM customer, but this could damage relations with Jinghua. Two alternatives were considered: 1) maintaining relationships with distributors or 2) signing a deal directly with Feima. Financial analysis showed the Feima deal would boost revenue and profits for both Gino and Jinghua. Thus, alternative 2 of directly supplying Feima while offering discounts to Jinghua was recommended to penetrate the industrial segment and meet growth goals in China.
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A brand is forever! A framework to revitalizing the declining and dead brand
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一比一原版英国南安普顿大学毕业证（Soton学位证）如何办理
原件一模一样【微信：WP101A】【英国南安普顿大学毕业证（Soton学位证）学位证）成绩单】【微信：WP101A】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：WP101A】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：WP101A】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份【微信：WP101A】
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
办理英国南安普顿大学毕业证（Soton学位证）学位证）学位证【微信：WP101A 】外观非常精致，由特殊纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理英国南安普顿大学毕业证（Soton学位证）学位证）学位证【微信：WP101A 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理英国南安普顿大学毕业证（Soton学位证）学位证）学位证【微信：WP101A 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理英国南安普顿大学毕业证（Soton学位证）学位证）学位证【微信：WP101A 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
一比一原版澳洲纽卡斯尔大学毕业证（UoN学位证）如何办理
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【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：WP101A】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：WP101A】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份【微信：WP101A】
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
办理澳洲纽卡斯尔大学毕业证（UoN学位证）学位证【微信：WP101A 】外观非常精致，由特殊纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理澳洲纽卡斯尔大学毕业证（UoN学位证）学位证【微信：WP101A 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理澳洲纽卡斯尔大学毕业证（UoN学位证）学位证【微信：WP101A 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理澳洲纽卡斯尔大学毕业证（UoN学位证）学位证【微信：WP101A 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
Meta Revolutionizes Product Promotion with Automated Video Catalog Ads.pptx
As a digital marketer, I am thrilled to see Meta revolutionizing product promotion with its new automated video catalog ads. This innovative feature allows anyone to seamlessly integrate dynamic video content into my catalog product ads, enhancing the visual appeal and engagement of campaigns. By leveraging Meta's advanced AI and machine learning capabilities, one can automatically deliver tailored video ads to the most interested users, boosting traffic and conversions. This new approach not only simplifies the ad creation process but also significantly improves performance and ROI.
一比一原版(TMU毕业证)多伦多都会大学毕业证如何办理
TMU毕业证假文凭【微信95270640】（多伦多都会大学毕业证成绩单本科学历）Q微信95270640(补办TMU学位文凭证书)多伦多都会大学留信网学历认证怎么办理多伦多都会大学毕业证成绩单精仿本科学位证书硕士文凭证书认证Seneca College diplomaoffer,Transcript办理硕士学位证书造假多伦多都会大学假文凭学位证书制作TMU本科毕业证书硕士学位证书精仿多伦多都会大学学历认证成绩单修改制作，办理真实认证、留信认证、使馆公证、购买成绩单，购买假文凭，购买假学位证，制造假国外大学文凭、毕业公证、毕业证明书、录取通知书、Offer、在读证明、雅思托福成绩单、假文凭、假毕业证、请假条、国际驾照、网上存档可查！
1:1完美还原海外各大学毕业材料上的工艺：水印阴影底纹钢印LOGO烫金烫银LOGO烫金烫银复合重叠。文字图案浮雕激光镭射紫外荧光温感复印防伪。
可办理以下真实多伦多都会大学存档留学生信息存档认证：
1多伦多都会大学真实留信网认证（网上可查永久存档无风险百分百成功入库）；
2真实教育部认证（留服）等一切高仿或者真实可查认证服务（暂时不可办理）；
3购买英美真实学籍（不用正常就读直接出学历）；
4英美一年硕士保毕业证项目（保录取学校挂名不用正常就读保毕业）
留学本科/硕士毕业证书成绩单制作流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：我们有专业老师帮你查询多伦多都会大学多伦多都会大学毕业证学位证）；
2开始安排制作多伦多都会大学毕业证成绩单电子图；
3多伦多都会大学毕业证成绩单电子版做好以后发送给您确认；
4多伦多都会大学毕业证成绩单电子版您确认信息无误之后安排制作成品；
5多伦多都会大学成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）
— — — — — — — — — — — 《文凭顾问Q/微：95270640》大街小巷人潮涌动山娃一路张望一路惊叹他发现城里的桥居然层层叠叠扭来扭去桥下没水却有着水一般的车水马龙山娃惊诧于城里的公交车那么大那么美不用买票乖乖地掷下二枚硬币空调享受还能坐着看电视呢屡经辗转山娃终于跟着父亲到家了山娃没想到父亲城里的家会如此寒碜更没料到父亲的城里竟有如此简陋的鬼地方父亲的家在高楼最底屋最下面很矮很黑是很不显眼的地下室父亲的家安在别人脚底下须绕过高楼旁边的垃圾堆下八个台阶才到父亲将
一比一原版哥伦比亚大学毕业证(Columbia毕业证书)学历如何办理
原版办【微信号:95270640】【哥伦比亚大学毕业证(Columbia毕业证书)】【微信号:95270640】《成绩单、外壳、雅思、offer、真实留信官方学历认证（永久存档/真实可查）》采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【我们承诺采用的是学校原版纸张（纸质、底色、纹路）我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信号95270640】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信号95270640】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
留信网服务项目：
1、留学生专业人才库服务（留信分析）
2、国（境）学习人员提供就业推荐信服务
3、留学人员区块链存储服务
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！
From Subreddits To Search: Maximizing Your Brand's Impact On Reddit
The search landscape is undergoing a seismic shift, and Reddit is at the epicenter. Google's Helpful Content Update and its $60 million deal with Reddit, coupled with OpenAI's partnership, have catapulted Reddit's real-time content to unprecedented heights.
Check out this insightful webinar exploring the newfound importance of Reddit in the digital marketing landscape. Learn how these changes make Reddit an essential platform for getting your brand and content in front of evolving search audiences.
You’ll hear:
- The evolution of Reddit as a major influencer on SERPS over the years.
- The impact of recent changes and partnerships on Reddit’s place in search.
- A comprehensive look at Reddit, how it works, and how to approach it.
- Unique engagement opportunities presented by Reddit.
With Brent Csutoras, a Reddit expert with over 18 years of experience on the platform, we’ll delve into the intricacies of Reddit's communities, known as Subreddits, and how to leverage their power without compromising authenticity or violating community guidelines in the age of AI-driven search experiences.
Don't miss this opportunity to stay ahead of the curve and leverage Reddit for your brand's success.
Lyrics Video Document for artist Kevin Aguirre
A document explaining the elements that will be used for Kevin's lyrics video
Advanced Storytelling Concepts for Marketers
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.
Digital Marketing Services Agency in USA
Boost your brand with top-notch digital marketing services in New York! Our expert team specializes in SEO, social media marketing, PPC advertising, and email campaigns to drive engagement and increase your online presence. Partner with us to reach your target audience, track performance, and achieve measurable results. Transform your digital strategy and stay ahead in the competitive NYC market. Contact us today!
2024 case study-SHEIN Analysis-Final.pdf
A brief analysis of SHEIN's digital transformation.
SHEIN’s business model:
1. D2C cross-border ecommerce: SHEIN integrate the manufactures from Guanzhou to make clothes and deliver direct to customers.
2. Digital marketing: Data driven online marketing for user acquisition.
3. Digital transforming vendor chain: the most core of the revolution to shorten the innovation and lead time.
4. Outstanding user experience: International delivery in high efficiency
Leverage four parts of the user satisfaction process and integrate related resource and information flow, which making SHEIN an international leading D2C ecommerce company.
• Keeping utilizing data in all process is another core capability. From the page click, sales metrics, fabric sourcing to manufacturing time, all data is integrated for decision making, leading an upward customer preference and much efficient business decision making process.
Top 10 AI Trends to Watch in 2024 with Intelisync
As we advance further into the digital age, artificial intelligence (AI) continues to evolve, shaping various industries and aspects of our daily lives. The advancements in AI for 2024 promise significant transformations across multiple sectors. From agentic AI and open-source AI to AI-powered cybersecurity and sustainability, these trends highlight the growing influence of AI on our world. By staying informed and embracing these trends, businesses and individuals can harness the power of AI to innovate and thrive.
This article explores the top 10 AI trends to watch in 2024, providing an overview, impact, and examples of each trend.
Top 10 AI Trends to Watch in 2024
Trend 1: Agentic AI
Overview of Agentic AI
Agentic AI represents a fundamental shift in artificial intelligence. These AI systems are designed to comprehend complex workflows and pursue difficult objectives autonomously, with minimal human assistance. Essentially, agentic AI functions similarly to human employees, understanding intricate contexts and instructions in normal language, defining goals, deducing subtasks, and adapting actions to changing circumstances.
Impact of Agentic AI
Agentic AI has the potential to drastically alter organizational roles, procedures, and relationships. AI assistants with advanced thinking and planning capabilities can perform tasks previously managed by humans. This shift enhances productivity by fully automating complex processes, freeing workers from repetitive tasks to focus on more critical activities. The ability to adapt quickly to changing circumstances ensures continuous operational improvements.
Examples and Use Cases of Agentic AI
Autonomous Vehicles: Self-driving cars use agentic AI to navigate roads, interpret traffic signals, and make real-time decisions to ensure passenger safety.
Smart Home Devices: AI-powered home assistants, like smart thermostats and security systems, operate autonomously to optimize energy usage and enhance security.
Customer Service Bots: Advanced chatbots handle complex customer queries, provide solutions, and escalate issues to human agents when necessary.
Trend 2: Open Source AI
Overview of Open Source AI
Open-source AI involves freely available source code, encouraging developers to collaborate, use, adapt, and share AI technology. This openness fosters innovation and speeds up the development of practical AI solutions across various sectors, including healthcare, finance, and education.
Impact of Open Source AI
The collaborative nature of open-source AI promotes transparency and facilitates continuous improvement, leading to feature-rich, reliable, and modular solutions. These platforms enable the creation of applications such as real-time fraud detection, medical image analysis, personalized recommendations, and customized learning experiences.
Examples and Use Cases of Open Source AI
TensorFlow: An open-source machine learning framework by Google, widely used for building and deploying AI models.
2024 Trend Updates: What Really Works In SEO & Content Marketing
The future of SEO is trending toward a more human-first and user-centric approach, powered by AI intelligence and collaboration. Are you ready?
Watch as we explore which SEO trends to prioritize to achieve sustainable growth and deliver reliable results. We’ll dive into best practices to adapt your strategy around industry-wide disruptions like SGE, how to navigate the top challenges SEO professionals are facing, and proven tactics for prioritizing quality and building trust.
You’ll hear:
- The top SEO trends to prioritize in 2024 to achieve long-term success.
- Predictions for SGE’s impact, and how to adapt.
- What E-E-A-T really means, and how to implement it holistically (hint: it’s never been more important).
With Zack Kadish and Alex Carchietta, we’ll show you which SEO trends to ignore and which to focus on, along with the solution to overcoming rapid, significant and disruptive Google algorithm updates.
If you’re looking to cut through the noise of constant SEO and content trends to drive success, you won’t want to miss this webinar.
Title: Making Money the Easy Way: A Quick Guide to Generating Income
Welcome to "Making Money the Easy Way: A Quick Guide to Generating Income." This book is designed to provide you with practical, actionable strategies to generate income with minimal effort. Whether you’re looking to supplement your current income or create a full-time revenue stream, this guide covers a variety of methods to help you achieve your financial goals. We will explore opportunities available online, various investment strategies, profitable side hustles, creative approaches, and essential financial tips to ensure sustainable income growth.
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How should companies integrate channels & manage channel ? , Chapter-14
- 1. HOW SHOULD COMPANIES INTEGRATE CHANNELS & MANAGE CHANNEL CONFLICT ? CHAPTER:14
- 3. Use different sales channels for different-sized business customers Direct Sales Force-> Large Customer Telemarketing -> Mid-size Customer Distributors -> Small Customers
- 4. Decide how much of company’s product to offer in each of the channel
- 5. Channel Conflicts are managed by…….
- 6. Strategic Justification Channels distributed over different markets do not compete with each other. Make this clear !
- 7. Dual Compensation Pay existing channels for sales made through new channels
- 8. Employee Exchange Exchange persons b/w two or more channel levels.
- 9. Subordinate Goal Members agree to fundamental goal of Market Share or Customer Satisfaction
- 10. Legal Recourse If nothing works, a channel partner may choose to file a lawsuit
- 12. DISCLAIMER Created by Khushi Sahu, IIT BHU,during an internship by Prof. Sameer Mathur, IIM Lucknow. www.IIMinternship.com