The document discusses the logistical components of a supply chain, including sourcing and procurement, production scheduling, inventory control, warehouse and materials handling, and transportation. It describes the functions of each component and key related concepts like just-in-time manufacturing and electronic data interchange. The benefits of coordinating these logistical components through a supply chain management approach are emphasized.
1. The document discusses marketing channels and supply chain management. It covers topics like channel intermediaries, channel structures, supply chain benefits, and logistics components.
2. Key learning objectives include explaining marketing channels, defining channel intermediaries, describing consumer and business-to-business channel structures, and discussing issues that influence channel strategy.
3. Supply chain management is defined as coordinating activities from source to consumption. It focuses on innovative solutions, competitive advantages, and customer value through synchronized product flow.
The document provides an overview of retailing and wholesaling concepts. It discusses distribution channels and marketing channels for consumer and business goods. It also covers logistics functions including transportation, warehousing, inventory management and order processing. The document classifies different types of retailing based on amount of service, product line, pricing structure and ownership organization. It also discusses non-store retailing methods like mail order, direct selling, telemarketing and automatic vending. Wholesaling is defined as activities involved in selling goods for resale or business use. The expectations of customers from wholesalers are also summarized.
This document discusses designing customer-oriented marketing channels. It explains that distribution channel management is important because channels are the interface with customers, difficult to change, and can bottleneck or differentiate a business. A well-defined channel strategy is needed to achieve segmentation objectives. The document then provides examples of channel structures and flows, as well as considerations for channel design such as product characteristics, customer service demands, requisite channel functions, and costs. The goal of channel configuration is to define the optimal channel flow and structure for each customer segment.
1. The document discusses various aspects of marketing channels including marketing channel design, market testing, and segmentation for marketing channel design.
2. It provides definitions of marketing channels and discusses important concepts like marketing flows in channels, who belongs to a marketing channel, and the work of marketing channels.
3. The document also discusses channel analysis framework including channel design process, channel implementation process, and concepts like channel power and channel conflict.
DC Outline Lecture Notes (Based on Text Chapters)DCAdvisor
This document contains lecture notes on distribution channels from a business administration course. [1] It provides an overview and learning objectives for two chapters on perspectives on retailing and managing the supply chain. [2] Key topics covered include the changing nature of retailing with the rise of e-commerce, price competition, demographic shifts, and increases in store size. [3] The notes also summarize different methods for categorizing retailers such as by the North American Industry Classification System (NAICS) codes, number of outlets, and comparing gross margin percentage versus inventory turnover.
Module 1 provides an introduction to supply chain management. [1] It defines SCM as involving planning, design, and control of the flow of materials, information, and finances along the supply chain to efficiently deliver value to customers. [2] It discusses the evolution of SCM and key decisions involved. [3] Key concepts in SCM include the focal firm and reverse supply chains, and SCM is important due to factors like globalization and outsourcing.
Supply chain management involves the management of the flow of goods and services. It includes all activities related to sourcing, procurement, conversion, and logistics management. Effective supply chain management can help reduce costs, improve responsiveness to market changes, and enhance quality.
Counteracting complexity in the Telecommunication industryOliver Budde
1. Incumbents in the telecommunications industry face increasing complexity from changes in their operating environment, including organizational, technical, and device convergence as well as more individualized customer needs.
2. In response, companies have expanded their product offerings, but this has led to higher costs associated with developing complex bundles and tariffs, training customer service agents, and integrating varied IT systems.
3. To effectively manage this increased internal complexity, an integrated management approach is needed that addresses challenges across product development, business processes, and IT support through strategies like lifecycle portfolio management and customer needs management.
1. The document discusses marketing channels and supply chain management. It covers topics like channel intermediaries, channel structures, supply chain benefits, and logistics components.
2. Key learning objectives include explaining marketing channels, defining channel intermediaries, describing consumer and business-to-business channel structures, and discussing issues that influence channel strategy.
3. Supply chain management is defined as coordinating activities from source to consumption. It focuses on innovative solutions, competitive advantages, and customer value through synchronized product flow.
The document provides an overview of retailing and wholesaling concepts. It discusses distribution channels and marketing channels for consumer and business goods. It also covers logistics functions including transportation, warehousing, inventory management and order processing. The document classifies different types of retailing based on amount of service, product line, pricing structure and ownership organization. It also discusses non-store retailing methods like mail order, direct selling, telemarketing and automatic vending. Wholesaling is defined as activities involved in selling goods for resale or business use. The expectations of customers from wholesalers are also summarized.
This document discusses designing customer-oriented marketing channels. It explains that distribution channel management is important because channels are the interface with customers, difficult to change, and can bottleneck or differentiate a business. A well-defined channel strategy is needed to achieve segmentation objectives. The document then provides examples of channel structures and flows, as well as considerations for channel design such as product characteristics, customer service demands, requisite channel functions, and costs. The goal of channel configuration is to define the optimal channel flow and structure for each customer segment.
1. The document discusses various aspects of marketing channels including marketing channel design, market testing, and segmentation for marketing channel design.
2. It provides definitions of marketing channels and discusses important concepts like marketing flows in channels, who belongs to a marketing channel, and the work of marketing channels.
3. The document also discusses channel analysis framework including channel design process, channel implementation process, and concepts like channel power and channel conflict.
DC Outline Lecture Notes (Based on Text Chapters)DCAdvisor
This document contains lecture notes on distribution channels from a business administration course. [1] It provides an overview and learning objectives for two chapters on perspectives on retailing and managing the supply chain. [2] Key topics covered include the changing nature of retailing with the rise of e-commerce, price competition, demographic shifts, and increases in store size. [3] The notes also summarize different methods for categorizing retailers such as by the North American Industry Classification System (NAICS) codes, number of outlets, and comparing gross margin percentage versus inventory turnover.
Module 1 provides an introduction to supply chain management. [1] It defines SCM as involving planning, design, and control of the flow of materials, information, and finances along the supply chain to efficiently deliver value to customers. [2] It discusses the evolution of SCM and key decisions involved. [3] Key concepts in SCM include the focal firm and reverse supply chains, and SCM is important due to factors like globalization and outsourcing.
Supply chain management involves the management of the flow of goods and services. It includes all activities related to sourcing, procurement, conversion, and logistics management. Effective supply chain management can help reduce costs, improve responsiveness to market changes, and enhance quality.
Counteracting complexity in the Telecommunication industryOliver Budde
1. Incumbents in the telecommunications industry face increasing complexity from changes in their operating environment, including organizational, technical, and device convergence as well as more individualized customer needs.
2. In response, companies have expanded their product offerings, but this has led to higher costs associated with developing complex bundles and tariffs, training customer service agents, and integrating varied IT systems.
3. To effectively manage this increased internal complexity, an integrated management approach is needed that addresses challenges across product development, business processes, and IT support through strategies like lifecycle portfolio management and customer needs management.
Chapter 18 marketing channels and physical distribution marketing managementmerryncevalcorza
The document discusses marketing channels and physical distribution. It defines a marketing channel as a system of relationships between businesses involved in buying and selling products. It describes different types of channels for consumer and industrial products. It also discusses factors that affect channel selection, objectives, intensity of market coverage, terms and conditions, evaluation of alternatives, selection and training of intermediaries, performance evaluation, and modification of channels. Finally, it covers physical distribution functions like order processing, inventory management, warehousing, and transportation of goods.
The document summarizes a presentation about distribution channels. It defines distribution channels and covers direct and indirect channels. It discusses the functions of channels, including information transfer, physical distribution, and risk taking. It also examines channel members like retailers, wholesalers, and agents. Finally, it compares various transportation modes for products and their considerations.
This document summarizes the outline for a supply chain management course. The course will cover topics such as strategic fit and scope, demand management, aggregate planning, network operations, inventory management, sourcing, transportation, and information technology. Students will be graded based on homework assignments, a beer game simulation, a midterm exam, and a final exam. Homework must be completed on time or grades will be reduced. Classes will be held twice a week from 6-8pm.
This document discusses vertical integration in mass media industries. It begins by outlining the three vertical stages of production, distribution, and exhibition. It then provides examples of vertical integration in different media like movies, newspapers, and TV programs.
The document goes on to define vertical integration as merging the ownerships of two successive operations so they are no longer separate entities. It discusses the economic efficiencies of vertical integration like reducing multiple markups and increasing retail consumption through lower prices.
Finally, the document analyzes vertical integration and its impact in the Singapore cinema market. It discusses how integration allows firms to gain competitive advantages in distribution and exhibition through control of theater outlets.
This document provides an overview of key concepts in services marketing. It discusses how services differ from goods in areas such as intangibility, customer involvement in production, and the inability to store services after production. The document also emphasizes the importance of an integrated approach to service management that links marketing, operations, and human resources functions. It notes how government policies, social changes, and business trends are continually shaping the environment for service sector businesses.
PRIL is an Indian retail solutions company that offers the Retail Excel product. Retail Excel is a complete end-to-end retail management solution for small and mid-sized retailers. It offers various modules like inventory, sales, procurement, accounting, and analytics to enable smooth store operations. Retail Excel provides flexibility in business rules, security, and the ability to manage global operations in multiple countries and currencies. It also allows for robust merchandise management functions.
This document discusses formulating channel strategy for business marketing channels. It covers defining marketing channels, factors that affect the nature of business marketing channels such as geographical distribution and channel size. It also discusses identifying channel alternatives, evaluating alternatives, and selecting the marketing channel. The document provides an overview of designing business marketing channels.
Evaluating channel performance can be done from both a macro/societal perspective and micro/managerial perspective. Key metrics for measuring channel performance include effectiveness, efficiency, and equity. Effectiveness measures how well a channel provides required services. Efficiency measures output to input ratios like productivity and profitability. Equity measures how well a channel serves disadvantaged markets. Financial analysis tools like contribution margin analysis and net profit approaches can be used to evaluate relative profitability and performance of different marketing channels, territories, and products. The strategic profit model is also used to determine return on investment and relates income, expenses, assets, and leverage.
Introduction to ops rules transformation expertiseMike Romeri
This document provides an overview of OPS Rules Partners' operations strategy transformation services. It discusses how OPS Rules uses the intellectual property of MIT Professor David Simchi-Levi to help clients identify supply chain opportunities and make significant business improvements by optimizing their operations strategies. The document outlines OPS Rules' methodology, which includes analyzing a client's current situation, innovating alternative strategies, and leading a transformation to implement improvements. It also describes the tools, techniques and capabilities OPS Rules employs to ensure a successful transformation, such as stakeholder engagement, governance, and driving performance through metrics.
Introduction to ops rules transformation expertisesstein90
This document provides an overview of OPS Rules Partners' approach to operations strategy transformation.
OPS Rules Partners uses Professor David Simchi-Levi's intellectual property and operations rules framework to help clients identify supply chain opportunities and make significant business improvements by optimizing their operations strategies. They employ a multi-step process involving analyzing current operations, innovating new strategies, and transforming organizations.
OPS Rules Partners brings experienced consultants and a proprietary toolkit to help clients achieve quantum leaps in operations performance through strategic supply chain planning, risk management, and other techniques. Their goal is to create sustainable transformations by fully engaging stakeholders and ensuring cultural and organizational readiness.
Supply chain management (SCM) involves managing the network of businesses and activities involved in delivering products to customers. It includes planning, sourcing, manufacturing, and delivery. SCM aims to monitor product flows, manage requirements and logistics, and optimize the supply chain to improve performance, customer service, and reduce costs. However, implementing SCM presents difficulties like changing business processes, gaining supplier cooperation, and accounting for errors that can occur during transportation.
The document discusses the future of retail and how understanding consumer behavior is key. It notes that consumers will be in control of when, where and how they shop. Retailers will need to provide excellent service, brand experiences, and find ways to build long-term relationships with customers. The world will become one large store, with consumers able to shop anywhere at any time.
The document describes a business model canvas for a company targeting recombinant hemagglutinin (HA) for pandemic and seasonal influenza. Key elements include relying on gene synthesis companies, CMOs for manufacturing, and pursuing regulatory approval, speed, cost-effectiveness, and scalability. Distribution would be through government agencies and pharmaceutical companies. Revenue streams include capital investments, manufacturing contracts, and licensing royalties. The goal is to secure long-term contracts with government agencies and vaccine manufacturers in both the US and abroad.
My latest article has been published in APICS Magazine. We all know companies no longer battle other companies. More and more, it’s supply chains competing against other supply chains in the race to market supremacy.
Misalignment, which is often experienced by different silo’s/business functions, can now be methodically mapped.
The document is a chapter from a marketing textbook that discusses setting product and brand strategy. It covers defining products, building product lines and mixes, making better brand decisions, and using packaging and labeling as marketing tools. The chapter objectives are to understand product characteristics, product line management, brand management, and how packaging and labeling can be marketing tools.
Case Study: Genex Logistics 3PL Solution for a Leading Apparel & Fashion Reta...Genex Logistics
This case study describes how Genex Logistics helped streamline the supply chain of a leading Indian apparel and fashion retailer with over 200 stores. The retailer previously faced issues with a complex supply chain where apparel was sourced from various suppliers and distributed to stores. Genex proposed consolidating sourcing at centralized warehouses to improve visibility, reduce costs and errors. Key benefits included on-time deliveries, reduced shrinkage, better communication and tracking. Genex's performance exceeded targets for throughput, productivity and lead times.
This document discusses the concept of "value angles" as it relates to understanding customer values and aligning a company's offerings. It argues that customers perceive values from different angles based on their needs and priorities. To be successful, companies must understand customers' emotional expressions of value and rationally express how their products meet those values. The document provides examples of how different companies have determined key customer values and transformed them into rational brand values expressed through their products and marketing. It also discusses how the concept of value angles can be applied beyond marketing to areas like general management and personnel management.
This document discusses various promotion methods for small businesses. It outlines established and newly created customer demand and how promotion can influence both. The main promotion methods covered are advertising, personal selling, publicity, and sales promotion. Advertising media and types are defined. Personal selling discusses the sales process and types of salespeople. Publicity differentiates between paid advertising and unpaid media coverage. Sales promotion examples temporary incentives to increase sales like discounts, samples, and contests. Word of mouth is also highlighted as a key promotion method.
The document outlines a 5-step product planning process:
1) Identify opportunities through market segmentation, technology trends, and competitive strategies
2) Evaluate and prioritize projects using 4 perspectives: competitive strategy, market segmentation, technology trajectories, and product platforms
3) Allocate resources and plan project timing considering resource availability, technology readiness, and market/competition factors
4) Complete pre-project planning including developing a mission statement, assumptions, and staffing
5) Reflect on results and process to improve future planning
Coupler Creative is an independent design firm specializing in conceptualizing and executing retail installations and guerrilla marketing campaigns. They have worked with major brands like Nike, Adidas, and Converse for over six years. Coupler Creative transforms spaces through experiential art installations, events, and photography for clients in Los Angeles and across the US. They manage projects from start to finish, ensuring client goals and tight deadlines are met.
Chapter 18 marketing channels and physical distribution marketing managementmerryncevalcorza
The document discusses marketing channels and physical distribution. It defines a marketing channel as a system of relationships between businesses involved in buying and selling products. It describes different types of channels for consumer and industrial products. It also discusses factors that affect channel selection, objectives, intensity of market coverage, terms and conditions, evaluation of alternatives, selection and training of intermediaries, performance evaluation, and modification of channels. Finally, it covers physical distribution functions like order processing, inventory management, warehousing, and transportation of goods.
The document summarizes a presentation about distribution channels. It defines distribution channels and covers direct and indirect channels. It discusses the functions of channels, including information transfer, physical distribution, and risk taking. It also examines channel members like retailers, wholesalers, and agents. Finally, it compares various transportation modes for products and their considerations.
This document summarizes the outline for a supply chain management course. The course will cover topics such as strategic fit and scope, demand management, aggregate planning, network operations, inventory management, sourcing, transportation, and information technology. Students will be graded based on homework assignments, a beer game simulation, a midterm exam, and a final exam. Homework must be completed on time or grades will be reduced. Classes will be held twice a week from 6-8pm.
This document discusses vertical integration in mass media industries. It begins by outlining the three vertical stages of production, distribution, and exhibition. It then provides examples of vertical integration in different media like movies, newspapers, and TV programs.
The document goes on to define vertical integration as merging the ownerships of two successive operations so they are no longer separate entities. It discusses the economic efficiencies of vertical integration like reducing multiple markups and increasing retail consumption through lower prices.
Finally, the document analyzes vertical integration and its impact in the Singapore cinema market. It discusses how integration allows firms to gain competitive advantages in distribution and exhibition through control of theater outlets.
This document provides an overview of key concepts in services marketing. It discusses how services differ from goods in areas such as intangibility, customer involvement in production, and the inability to store services after production. The document also emphasizes the importance of an integrated approach to service management that links marketing, operations, and human resources functions. It notes how government policies, social changes, and business trends are continually shaping the environment for service sector businesses.
PRIL is an Indian retail solutions company that offers the Retail Excel product. Retail Excel is a complete end-to-end retail management solution for small and mid-sized retailers. It offers various modules like inventory, sales, procurement, accounting, and analytics to enable smooth store operations. Retail Excel provides flexibility in business rules, security, and the ability to manage global operations in multiple countries and currencies. It also allows for robust merchandise management functions.
This document discusses formulating channel strategy for business marketing channels. It covers defining marketing channels, factors that affect the nature of business marketing channels such as geographical distribution and channel size. It also discusses identifying channel alternatives, evaluating alternatives, and selecting the marketing channel. The document provides an overview of designing business marketing channels.
Evaluating channel performance can be done from both a macro/societal perspective and micro/managerial perspective. Key metrics for measuring channel performance include effectiveness, efficiency, and equity. Effectiveness measures how well a channel provides required services. Efficiency measures output to input ratios like productivity and profitability. Equity measures how well a channel serves disadvantaged markets. Financial analysis tools like contribution margin analysis and net profit approaches can be used to evaluate relative profitability and performance of different marketing channels, territories, and products. The strategic profit model is also used to determine return on investment and relates income, expenses, assets, and leverage.
Introduction to ops rules transformation expertiseMike Romeri
This document provides an overview of OPS Rules Partners' operations strategy transformation services. It discusses how OPS Rules uses the intellectual property of MIT Professor David Simchi-Levi to help clients identify supply chain opportunities and make significant business improvements by optimizing their operations strategies. The document outlines OPS Rules' methodology, which includes analyzing a client's current situation, innovating alternative strategies, and leading a transformation to implement improvements. It also describes the tools, techniques and capabilities OPS Rules employs to ensure a successful transformation, such as stakeholder engagement, governance, and driving performance through metrics.
Introduction to ops rules transformation expertisesstein90
This document provides an overview of OPS Rules Partners' approach to operations strategy transformation.
OPS Rules Partners uses Professor David Simchi-Levi's intellectual property and operations rules framework to help clients identify supply chain opportunities and make significant business improvements by optimizing their operations strategies. They employ a multi-step process involving analyzing current operations, innovating new strategies, and transforming organizations.
OPS Rules Partners brings experienced consultants and a proprietary toolkit to help clients achieve quantum leaps in operations performance through strategic supply chain planning, risk management, and other techniques. Their goal is to create sustainable transformations by fully engaging stakeholders and ensuring cultural and organizational readiness.
Supply chain management (SCM) involves managing the network of businesses and activities involved in delivering products to customers. It includes planning, sourcing, manufacturing, and delivery. SCM aims to monitor product flows, manage requirements and logistics, and optimize the supply chain to improve performance, customer service, and reduce costs. However, implementing SCM presents difficulties like changing business processes, gaining supplier cooperation, and accounting for errors that can occur during transportation.
The document discusses the future of retail and how understanding consumer behavior is key. It notes that consumers will be in control of when, where and how they shop. Retailers will need to provide excellent service, brand experiences, and find ways to build long-term relationships with customers. The world will become one large store, with consumers able to shop anywhere at any time.
The document describes a business model canvas for a company targeting recombinant hemagglutinin (HA) for pandemic and seasonal influenza. Key elements include relying on gene synthesis companies, CMOs for manufacturing, and pursuing regulatory approval, speed, cost-effectiveness, and scalability. Distribution would be through government agencies and pharmaceutical companies. Revenue streams include capital investments, manufacturing contracts, and licensing royalties. The goal is to secure long-term contracts with government agencies and vaccine manufacturers in both the US and abroad.
My latest article has been published in APICS Magazine. We all know companies no longer battle other companies. More and more, it’s supply chains competing against other supply chains in the race to market supremacy.
Misalignment, which is often experienced by different silo’s/business functions, can now be methodically mapped.
The document is a chapter from a marketing textbook that discusses setting product and brand strategy. It covers defining products, building product lines and mixes, making better brand decisions, and using packaging and labeling as marketing tools. The chapter objectives are to understand product characteristics, product line management, brand management, and how packaging and labeling can be marketing tools.
Case Study: Genex Logistics 3PL Solution for a Leading Apparel & Fashion Reta...Genex Logistics
This case study describes how Genex Logistics helped streamline the supply chain of a leading Indian apparel and fashion retailer with over 200 stores. The retailer previously faced issues with a complex supply chain where apparel was sourced from various suppliers and distributed to stores. Genex proposed consolidating sourcing at centralized warehouses to improve visibility, reduce costs and errors. Key benefits included on-time deliveries, reduced shrinkage, better communication and tracking. Genex's performance exceeded targets for throughput, productivity and lead times.
This document discusses the concept of "value angles" as it relates to understanding customer values and aligning a company's offerings. It argues that customers perceive values from different angles based on their needs and priorities. To be successful, companies must understand customers' emotional expressions of value and rationally express how their products meet those values. The document provides examples of how different companies have determined key customer values and transformed them into rational brand values expressed through their products and marketing. It also discusses how the concept of value angles can be applied beyond marketing to areas like general management and personnel management.
This document discusses various promotion methods for small businesses. It outlines established and newly created customer demand and how promotion can influence both. The main promotion methods covered are advertising, personal selling, publicity, and sales promotion. Advertising media and types are defined. Personal selling discusses the sales process and types of salespeople. Publicity differentiates between paid advertising and unpaid media coverage. Sales promotion examples temporary incentives to increase sales like discounts, samples, and contests. Word of mouth is also highlighted as a key promotion method.
The document outlines a 5-step product planning process:
1) Identify opportunities through market segmentation, technology trends, and competitive strategies
2) Evaluate and prioritize projects using 4 perspectives: competitive strategy, market segmentation, technology trajectories, and product platforms
3) Allocate resources and plan project timing considering resource availability, technology readiness, and market/competition factors
4) Complete pre-project planning including developing a mission statement, assumptions, and staffing
5) Reflect on results and process to improve future planning
Coupler Creative is an independent design firm specializing in conceptualizing and executing retail installations and guerrilla marketing campaigns. They have worked with major brands like Nike, Adidas, and Converse for over six years. Coupler Creative transforms spaces through experiential art installations, events, and photography for clients in Los Angeles and across the US. They manage projects from start to finish, ensuring client goals and tight deadlines are met.
This document provides an overview of topics to be covered in a lecture on renal physiology and alterations in fluid and electrolyte balance. It includes defining key terms like glomerular filtration, diffusion, and osmosis. It also describes renal regulation of sodium, water, and potassium balance as well as the roles of ADH and aldosterone. Pathophysiology of disorders are discussed like diabetes insipidus, SIADH, metabolic alkalosis, acute and chronic renal failure, nephrolithiasis, glomerular diseases, and disorders of bladder function. The document outlines concepts and processes to be explained in the lecture.
The document discusses the autonomic nervous system and neuromuscular blockade. It defines the two divisions of the autonomic nervous system as the sympathetic and parasympathetic nervous systems. It also describes autonomic hyperreflexia, its symptoms, and management strategies. The document further discusses the neuromuscular junction, types of neuromuscular blockers, and symptoms of cholinergic crisis.
Brainstorming a kickass startup idea by GW EntrepreneursTrever Faden
The GW Entrepreneurs' Trever Faden shares his scientific method to brainstorming a kickass startup idea using the wisdom of Paul Graham, Y Combinator, and Clay Christensen. Learn More at: www.gwentrepreneurs.com or www.treverfaden.com
O documento descreve as atribuições e responsabilidades de um professor dinamizador de tecnologia interativa aplicada à educação. Seus principais deveres incluem elaborar um plano anual de uso de TIC na escola, organizar oficinas sobre ferramentas digitais, apoiar a equipe na produção de materiais educativos e zelar pelo bom funcionamento dos equipamentos tecnológicos.
A marketing channel is the set of organizations involved in transferring ownership of products from producer to consumer or business user. Intermediaries are needed for specialization, overcoming discrepancies between producers and consumers, and providing contact efficiency. Channel structures for consumer products include direct, retailer, wholesaler, and agent/broker channels. Business-to-business channels include direct, industrial distributor, and agent/broker channels. Supply chain management coordinates activities from source to consumption for benefits like reduced costs, improved service, and enhanced revenues. Channel strategy is influenced by factors like market conditions, product characteristics, and producer capabilities that determine the appropriate level of distribution intensity.
2nd revised mark man v57 prof. de ungria chap15 designing and managing integr...Ralph Raymund Pinon
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.
2nd revised mark man v57 prof. de ungria chap15 designing and managing integr...Ralph Raymund Pinon
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.
This document provides an overview of channel distribution and channel management. It discusses the meaning of marketing channels and their functions, including information, promotion, contacts, risk-taking, financing, and physical distribution. It also describes different types of channels for consumer and industrial products, as well as factors that influence selecting channel partners. The document outlines the channel design process and discusses intensity of market coverage through intensive, selective, or exclusive distribution approaches. Finally, it notes key areas of channel management like recruiting, training, motivating, evaluating, and compensating channel members.
The document discusses channels of distribution, defining it as the pathway taken by goods and services as they flow from production to consumption. It notes the importance of channels of distribution in bridging producers and consumers and helping transfer goods. The types of channels are described, including direct and indirect selling. Middlemen are discussed as important connecting links between manufacturers and consumers. [END SUMMARY]
The document discusses channel management and selection of distribution channels. It describes different types of channels including direct marketing channels with no intermediaries and indirect marketing channels with various levels of intermediaries like retailers and wholesalers. It also discusses different intermediaries like agents, wholesalers, retailers and their roles. Key factors for selecting appropriate channels are discussed like market factors, customer preferences, product characteristics and competition.
This document provides an overview of marketing channel structure and functions. It discusses how channel members add value through specialization and the division of labor principle. The document also examines different types of marketing channels for consumers and businesses. It explores considerations for selecting and managing multi-channel distribution systems, as well as carefully selecting and developing international channel members. Finally, it summarizes that future distribution channels will be more interactive and challenged by the internet, while international channels will remain important with an adaptive focus on customer preferences.
Distribution channels move goods and services from producers to consumers. They perform several key functions: providing information, promoting offers, contacting customers, matching offers to needs, negotiating prices, physically distributing goods, and potentially financing costs. Channels can use either a push or pull strategy to stimulate demand. Common distribution systems include conventional systems with independent intermediaries, hybrid/multi-channel systems, and vertical marketing systems where production and distribution are integrated under single ownership or through contracts.
The document discusses marketing channels and supply chain management. It covers topics such as types of marketing channels, channel strategy decisions, channel management and conflict, vertical marketing systems, logistics, physical distribution systems, transportation, and warehousing. The key aspects are selection and management of marketing channels, integrating the supply chain, and efficient physical distribution of goods.
This document discusses distribution channel decisions and intermediaries. It defines distribution channels as the set of intermediaries that help make a product available to consumers. The main types of intermediaries discussed are retailers and wholesalers. Retailers sell directly to final consumers, while wholesalers sell to other businesses for resale. The document also covers functions of intermediaries, types of marketing channels, factors affecting channel choice, and provides an overview of logistics.
Marketing channels are intermediaries that help manufacturers distribute products to consumers. They provide distribution efficiency, minimize contacts needed to reach consumers, break bulk and cater to small requirements, and supply suitable product assortments. When designing a channel system, firms consider objectives, functions, product characteristics, the distribution environment, competitors' channels, available resources, and alternatives. The optimal design depends on balancing control, costs, and serving market needs.
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.
Marketing Channels and Supply Chain Managementmandalina landy
The document discusses marketing channels and supply chain management. It defines key terms like marketing channels, intermediaries, and supply chain. It describes channel structures for consumer and business products. It discusses the functions of intermediaries and issues that influence channel strategy decisions. It also covers managing relationships, logistical components of supply chains, and new technologies and trends in supply chain management.
This document discusses marketing channels and channel design. It covers channel intermediaries like retailers, wholesalers, agents and brokers. Their functions are to provide specialization, overcome discrepancies in quantity, time and location, and provide contact efficiency. Channel structures can include direct, retailer, wholesaler or agent/broker models. Key factors that affect channel choices are market factors like target customers and competition, product factors like characteristics and fragility, and producer factors like capabilities and resources. The document provides an overview of important concepts in marketing channel and distribution channel design.
This document provides an introduction to marketing channels and distribution. It defines what a marketing channel is and explains why manufacturers use intermediaries. The key members of marketing channels are producers, wholesalers, retailers, and end users. Channels add value through activities like sorting, accumulating, allocating, and assorting products. Channels also allow for the routinization of transactions and reduction in the number of customer contacts. The document outlines important channel concepts like physical possession, promotion, negotiation, financing, and risk taking that flow between members.
The document discusses distribution channels and decisions. It describes the roles of different intermediaries like wholesalers, retailers, brokers and logistics providers in distribution. It also outlines considerations for distribution decisions related to customer needs, product characteristics, company resources and competitors. Finally, it discusses the importance of logistics and supply chain management in distribution.
If you are a manufacturer interested in quickly gaining access to Ingram Micro's network of up to 70,000 U.S. resellers, AccessChannel provides a strategic partnership and unique service. Through AccessChannel's relationship with Ingram Micro, manufacturers can gain representation, distribution, inventory management, and accounting services to reach new customers. AccessChannel handles the administrative tasks so manufacturers can focus on business development while gaining fast access to Ingram Micro's extensive reseller network. AccessChannel provides daily reporting on sales transactions and inventory to help manufacturers manage their growth in the U.S. market through this new distribution relationship.
If you are a manufacturer interested in quickly gaining access to Ingram Micro's network of up to 70,000 U.S. resellers, AccessChannel provides a strategic partnership and unique service. Through AccessChannel's relationship with Ingram Micro, manufacturers can gain representation, distribution, inventory management, and accounting services to reach new customers. AccessChannel handles the administrative tasks so manufacturers can focus on business development while gaining fast access to Ingram Micro's extensive reseller network. AccessChannel provides daily reporting on sales transactions and inventory to help manufacturers manage their growth in the U.S. market through this new distribution relationship.
The document provides an overview of place and channels to market. It defines place as the location where goods and services can be purchased and the distribution channels through which they pass from producer to final user. It discusses different types of marketing channels for consumer and business products. It also covers channel functions like specialization and overcoming discrepancies. The document discusses channel strategies including selection, intensity and integration. It provides examples of push and pull strategies and considerations for developing an effective channel strategy.
The document discusses key aspects of procurement and order processing including:
1) Procurement refers to receiving, recording, filling, and assembling orders for shipment. It involves identifying suppliers, soliciting proposals, selecting suppliers, and reviewing supplier performance.
2) Order processing includes activities like creating sales orders, checking inventory availability, scheduling deliveries, generating billing documents, and tracking payments.
3) Master data like customer, material, and pricing information is critical for minimizing errors during order processing.
This document outlines the key learning objectives for a course on logistics and supply chain management. It covers 11 main topics: (1) marketing channels and intermediaries, (2) channel structures and arrangements, (3) supply chain management benefits, (4) factors influencing channel strategy, (5) channel relationships, (6) logistical components, (7) transportation, (8) sourcing and procurement, (9) production scheduling, and (10) inventory control. The overall goal is to explain the important concepts and components involved in managing the flow of goods from suppliers to customers.
The document discusses the types of information that can be gathered internally within an organization to build an effective information system. This includes operating data from normal business functions, market intelligence from employee contacts, an information database to store past research, and customer relationship management systems. The purpose is to continuously produce useful data from existing internal sources to measure performance and support decision making.
This chapter discusses international finance, accounting, and investment decisions from the perspective of a marketing manager. It explains how financial decisions can constrain marketing strategies. International money management, accounting practices, and the challenges of transferring funds across borders are described. The process for developing, selling, and reviewing international investment proposals is also summarized.
This document provides an overview of international marketing and the economic rationale for multinational trade and business. It discusses key concepts like comparative advantage, productivity, labor costs, specialization, trade barriers, and the role of multinational corporations in global trade. The main points covered include the benefits of trade based on comparative rather than absolute costs, how nations can increase living standards through specialization and productivity, and the various agreements and organizations that have developed to liberalize and oversee international trade over time.
This document discusses various aspects of international marketing, including differences from domestic marketing. It covers reasons for firms to engage in international business, such as market saturation or trade deficits domestically. Multinational corporations play a key role through foreign direct investment and operations in other countries. Common entry strategies include exporting, contractual agreements, joint ventures, and manufacturing subsidiaries abroad.
The document discusses how organizations can use marketing research to inform decision making. It outlines 6 types of research: continuous, ad hoc, desk, field, off-the-peg, and made-to-measure. Organizations should first define their research needs, then start with internal desk research before progressing to more specialized primary research that directly addresses their questions. Resources are required to acquire different types of research data, from basic filing systems to commissioned surveys.
This document provides an overview of marketing research and the marketing research process. It discusses the objectives of marketing research, defines marketing research, and outlines the five stages of the marketing research process: determining the purpose, planning the research, performing the research, processing the data, and preparing the research report. It also discusses limitations of the research process, ethical responsibilities of researchers, statistical techniques used, and marketing information systems.
This document discusses various topics related to computing including electronic commerce, digital economy, information systems, technological trends, hardware, software, programming languages, and more. It provides an overview of key concepts such as how networked computing connects devices, the components of information systems, and trends like cost performance ratio and mobile commerce.
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The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
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2. LEARNING OBJECTIVES
1. Explain what a marketing channel is and
why intermediaries are needed.
2. Define the types of channel intermediaries
and describe their functions and activities.
3. LEARNING OBJECTIVES
(CONTINUED)
3. Describe the channel structures for consumer
and business-to-business products and discuss
alternative channel arrangements.
4. Define supply chain management and discuss
its benefits.
5. Discuss the issues that influence channel
strategy.
4. LEARNING OBJECTIVES
(CONTINUED)
6. Explain channel leadership, conflict, and
partnering.
7. Describe the logistical components of the
supply chain.
8. Discuss the concept of balancing logistics
service and cost.
5. LEARNING OBJECTIVES
(CONTINUED)
9. Discuss new technology and emerging trends
in supply chain management.
10. Discuss channels and distribution decisions
in global markets.
11. Identify the special problems and
opportunities associated with distribution in
service organizations.
6. 1
LEARNING OBJECTIVE
Explain what a marketing channel
is and why intermediaries are needed.
7. 1
MARKETING CHANNELS
A set of interdependent organizations
A set of interdependent organizations
Marketing
Marketing that ease the transfer of ownership as
that ease the transfer of ownership as
Channel
Channel products move from producer to
products move from producer to
business user or consumer.
business user or consumer.
The connected chain of all the business
The connected chain of all the business
Supply
Supply entities, both internal and external to the
entities, both internal and external to the
Chain
Chain company, that perform or support the
company, that perform or support the
logistics function.
logistics function.
8. MARKETING CHANNEL 1
FUNCTIONS
Specialization and
Specialization and
Division of Labor
Division of Labor
Channels
Channels
Fulfill
Fulfill
Three
Three Overcoming
Overcoming
Important
Important Discrepancies
Discrepancies
Functions
Functions
Providing Contact
Providing Contact
Efficiency
Efficiency
9. SPECIALIZATION AND DIVISION OF 1
LABOR
Provides economies of scale
Aids
producers who lack resources to
market directly
Builds
good relationships with
customers
10. 1
OVERCOMING DISCREPANCIES
Discrepancy
Discrepancy The difference between the amount
The difference between the amount
of
of of product produced and the
of product produced and the
Quantity
Quantity amount an end user wants to buy.
amount an end user wants to buy.
Discrepancy The lack of all the items a
The lack of all the items a
Discrepancy customer needs to receive full
of customer needs to receive full
of satisfaction from a product or
satisfaction from a product or
Assortment
Assortment products.
products.
11. 1
OVERCOMING DISCREPANCIES
A situation that occurs when a
A situation that occurs when a
Temporal
Temporal product is produced but a
product is produced but a
Discrepancy
Discrepancy customer is not ready to buy it.
customer is not ready to buy it.
The difference between the
The difference between the
Spatial
Spatial location of a producer and the
location of a producer and the
Discrepancy
Discrepancy location of widely
location of widely
scattered markets.
scattered markets.
12. 1
CONTACT EFFICIENCY
Zenith
Zenith Sony
Sony RCA
RCA Toshiba
Toshiba
Zenith
Zenith Sony
Sony RCA
RCA Toshiba
Toshiba
Circuit City
Circuit City
13. 2
LEARNING OBJECTIVE
Define the types of channel
intermediaries and describe their
functions and activities.
14. 2
CHANNEL INTERMEDIARIES
A channel intermediary that
A channel intermediary that
Retailer
Retailer sells mainly to customers.
sells mainly to customers.
An institution that buys goods
An institution that buys goods
Merchant
Merchant from manufacturers, takes title
from manufacturers, takes title
Wholesaler
Wholesaler to goods, stores them,
to goods, stores them,
and resells and ships them.
and resells and ships them.
Wholesaling intermediaries who
Wholesaling intermediaries who
Agents and
Agents and facilitate the sale of a product by
facilitate the sale of a product by
Brokers
Brokers representing channel member.
representing channel member.
15. 2
CHANNEL INTERMEDIARIES
Retailers
Retailers Take Title to Goods
Take Title to Goods
Merchant
Merchant
Wholesalers
Wholesalers Take Title to Goods
Take Title to Goods
Agents
Agents
and
and Do NOT Take Title to Goods
Do NOT Take Title to Goods
Brokers
Brokers
16. CHANNEL FUNCTIONS 2
PERFORMED BY INTERMEDIARIES
Contacting/Promotion
Transactional
Transactional Negotiating
Functions
Functions
Risk Taking
Physically distributing
Logistical
Logistical Storing
Functions
Functions
Sorting
Facilitating Researching
Facilitating
Function
Function Financing
17. 2
LOGISTICS
The process of strategically
managing the efficient flow
and storage of raw
materials, in-process
inventory, and finished
goods from point of origin
to point of consumption.
18. 3
LEARNING OBJECTIVE
Describe the channel structures
for consumer and
business-to-business products
and discuss alternative
channel arrangements.
19. 3
DIRECT CHANNEL
A distribution channel in
which producers sell
directly to consumers.
20. CHANNELS FOR CONSUMER 3
PRODUCTS
Direct Retailer Wholesaler Agent/Broker
Channel Channel Channel Channel
Producer Producer Producer Producer
Agents or
Brokers
Wholesalers Wholesalers
Retailers Retailers Retailers
Consumers Consumers Consumers Consumers
21. CHANNELS FOR BUSINESS-TO- 3
BUSINESS PRODUCTS
Direct Industrial Agent/Broker Agent/Broker Direct
Channel Distributor Channel Industrial Channel
Channel
Producer Producer Producer Producer Producer
Agents or Agents or
Brokers Brokers
Industrial Industrial
Distributor Distributor
Industrial Industrial Industrial Industrial Government
User User User User Buyer
22. ALTERNATIVE CHANNEL 3
ARRANGEMENTS
Multiple Channels
Nontraditional
Different Channels
Channels
May be Used
Adaptive Channels
Strategic Channel
Alliances
24. 4
SUPPLY CHAIN MANAGEMENT
A management system that
coordinates and integrates
all of the activities
performed by supply chain
members into a seamless
process, from the source to
the point of consumption.
25. 4
SUPPLY CHAIN MANAGEMENT
Focus on Innovative Solutions
Focus on Innovative Solutions
Competitive with focus on
Competitive with focus on
Customer Satisfaction
Customer Satisfaction
Results
Results Synchronized Flow
of Synchronized Flow
of
Supply Chain
Supply Chain
Management
Management Customer Value
Customer Value
26. ROLE OF SUPPLY CHAIN 4
MANAGEMENT
Communicator of
Communicator of
customer demand from
customer demand from
Role of point of sale to supplier
point of sale to supplier
Role of
Supply Chain
Supply Chain
Management
Management
Physical flow process
Physical flow process
that engineers the
that engineers the
movement of goods
movement of goods
27. SUPPLY CHAIN MANAGEMENT 4
ACTIVITIES
Determine channel strategy and
Determine channel strategy and
level of distribution intensity
level of distribution intensity
Manage relationships
Manage relationships
in the supply chain
in the supply chain
Manage the logistical components
Manage the logistical components
of the supply chain
of the supply chain
Balance the costs of the supply chain
Balance the costs of the supply chain
with the service level demanded by customer
with the service level demanded by customer
28. BENEFITS OF 4
SUPPLY CHAIN MANAGEMENT
Reduced Costs
Reduced Costs
Improved Service
Improved Service
Common Benefits
Common Benefits
of Supply Chain
of Supply Chain Enhanced Revenues
Enhanced Revenues
Management
Management
30. 5
CHANNEL STRATEGY DECISIONS
Issues that Influence
Issues that Influence
Channel Strategy
Channel Strategy
Factors
Factors Levels of
Levels of
Affecting
Affecting Distribution
Distribution
Channel
Channel Intensity
Intensity
Choice
Choice
Market Factors
Market Factors Intensive Distribution
Intensive Distribution
Product Factors
Product Factors Selective Distribution
Selective Distribution
Producer Factors
Producer Factors Exclusive Distribution
Exclusive Distribution
31. 5
MARKET FACTORS
Customer Profiles
Customer Profiles
Consumer or Industrial
Consumer or Industrial
Customer
Customer
Market Factors Size of Market
Size of Market
Market Factors
That Affect
That Affect
Channel
Channel
Choices
Choices Geographic Location
32. 5
PRODUCT FACTORS
Product Complexity
Product Complexity
Product Price
Product Price
Product Life Cycle
Product Life Cycle
Product Factors
Product Factors
That Affect
That Affect
Channel
Channel
Choices
Choices Product Delicacy
Product Delicacy
33. 5
PRODUCER FACTORS
Producer Resources
Producer Resources
Number of Product Lines
Number of Product Lines
Producer Factors
Producer Factors
That Affect
That Affect
Channel Desire for Channel Control
Desire for Channel Control
Channel
Choices
Choices
34. LEVELS OF DISTRIBUTION 5
INTENSITY
Number of
Number of
Intensity Level
Intensity Level Objective
Objective Intermediaries
Intermediaries
Achieve mass market
Achieve mass market
Intensive
Intensive selling.
selling. Many
Many
Convenience goods.
Convenience goods.
Work with selected
Work with selected
intermediaries.
intermediaries.
Selective Several
Several
Selective Shopping and some
Shopping and some
specialty goods.
specialty goods.
Work with single
Work with single
intermediary. Specialty
intermediary. Specialty
Exclusive
Exclusive goods and industrial
One
One
goods and industrial
equipment.
equipment.
36. MANAGING CHANNEL 6
RELATIONSHIPS
Channel Power
Channel Power
Channel Control
Channel Control
Social
Social
Dimensions
Dimensions Channel Leadership
Channel Leadership
of Channels
of Channels
Channel Conflict
Channel Conflict
Channel Partnering
Channel Partnering
37. CHANNEL POWER, 6
CONTROL, AND LEADERSHIP
A channel member’s capacity to
A channel member’s capacity to
Channel
Channel control or influence the behavior
control or influence the behavior
Power
Power of other channel members
of other channel members
A situation that occurs when one
A situation that occurs when one
Channel
Channel marketing channel member
marketing channel member
Control
Control intentionally affects another
intentionally affects another
member’s behavior.
member’s behavior.
A member of a marketing channel
A member of a marketing channel
Channel
Channel that exercises authority/power over
that exercises authority/power over
Leader
Leader the activities of other members.
the activities of other members.
38. 6
CHANNEL CONFLICT
A clash of goals and methods between
distribution channel members.
Horizontal
Horizontal Occurs among channel members
Occurs among channel members
Conflict
Conflict on the same level
on the same level
Vertical
Vertical Occurs among channel members
Occurs among channel members
Conflict
Conflict at different levels
at different levels
39. 6
CHANNEL PARTNERING
The joint effort of all
channel members to create
a supply chain that serves
customers and creates a
competitive advantage.
40. TRANSACTION- VS. 6
PARTNERSHIP-BASED FIRMS
Transaction-Based
Transaction-Based Partnership-Based
Partnership-Based
Short-term relationships
Short-term relationships Long-term relationships
Long-term relationships
Multiple suppliers
Multiple suppliers Few suppliers
Few suppliers
Adversarial relationships
Adversarial relationships Cooperative partnerships
Cooperative partnerships
Price dominates
Price dominates Value-added services dominate
Value-added services dominate
Minimal supplier investment
Minimal supplier investment High supplier/buyer investment
High supplier/buyer investment
Minimal information sharing
Minimal information sharing Extensive information sharing
Extensive information sharing
Firms are independent
Firms are independent Firms are interdependent
Firms are interdependent
Minimal functional
Minimal functional Extensive functional
Extensive functional
area interaction
area interaction area interaction
area interaction
42. INTEGRATED LOGISTICAL
COMPONENTS OF THE SUPPLY 7
CHAIN
Sourcing & Procurement
Sourcing & Procurement
Logistics Information System
Logistics Information System
Production Scheduling
Production Scheduling
Supply
Supply Order Processing & Customer Service
Order Processing & Customer Service
Chain
Chain
Team
Team Inventory Control
Inventory Control
Warehouse & Materials Handling
Warehouse & Materials Handling
Transportation
Transportation
43. 7
SOURCING AND PROCUREMENT
Plan
Plan
Purchasing Strategies
Purchasing Strategies
Develop
Develop
Specifications
Specifications
Role of
Role of
Purchasing
Purchasing Select
Select
Departments
Departments Suppliers
Suppliers
Negotiate
Negotiate
Price
Price
Negotiate
Negotiate
Service Levels
Service Levels
44. 7
PRODUCTION SCHEDULING
Traditional Focus Customer Focus
Traditional Focus Customer Focus
Push/Pull
Push/Pull Push
Push Pull
Pull
Strategy
Strategy
Start of
Start of Customer-Order
Customer-Order
Inventory-Based
Inventory-Based
Production
Production Based
Based
Manufacturing
Manufacturing Mass Production Mass Customization
Mass Production Mass Customization
45. 7
JUST-IN-TIME MANUFACTURING
A process that redefines
and simplifies
manufacturing by reducing
inventory levels and
delivering raw materials
just when they are needed
on the production line.
46. 7
BENEFITS OF JIT
Reduces raw material inventories
Shortens lead times
Creates better supplier relationships
Reduces production and storeroom costs
Reduces paperwork
47. ELECTRONIC DATA 7
INTERCHANGE
Information technology
that replaces paper
documents that accompany
business transactions.
48. 7
INVENTORY CONTROL SYSTEM
A method of developing
and maintaining an
adequate assortment of
materials or products to
meet a manufacturer’s or a
customer’s demand.
49. WAREHOUSE AND 7
MATERIALS-HANDLING
Receive goods into
warehouse
Identify, sort and
Functions label goods
of
Materials
Dispatch the goods to
Handling temporary storage
Recall, select, or pick the
goods for shipment
50. 7
TRANSPORTATION
Cost
Cost
Transit Time
Transit Time
Reliability
Reliability
Criteria
Criteria Capability
Capability
for
for
Transportation
Transportation Accessibility
Accessibility
Mode
Mode
Choice
Choice Traceability
Traceability
51. CRITERIA FOR RANKING 7
MODES OF TRANSPORTATION
Highest Lowest
Relative Truck Rail Pipe Water
Air
Cost
Transit
Water Rail Pipe Truck Air
Time
Reliability Pipe Truck Rail Air Water
Capability Water Rail Truck Air Pipe
Accessibility Truck Rail Air Water Pipe
Traceability Air Truck Rail Water Pipe
52. 8
LEARNING OBJECTIVE
Discuss the concept of
balancing logistics service and cost.
53. 8
LOGISTICS SERVICE
Interrelated activities
performed by a member
of the supply chain to
ensure that the right
product is in the right
place at the right time.
54. 8
LOGISTICAL COMPETENCIES
Deviselogistics service strategies as a means
of competitive differentiation
Integratemembers of supply chain to achieve
operating excellence
Respondquickly to changing logistical
requirements
Constantlymonitor all aspects of the
supply chain
55. 9
LEARNING OBJECTIVE
Discuss new technology
and emerging trends in
supply chain management.
56. TRENDS IN 9
SUPPLY CHAIN MANAGEMENT
Advanced
Advanced
Computer Technology
Computer Technology
Trends
Trends
Affecting the
Affecting the
Logistics Outsourcing of
Outsourcing of
Logistics Logistics Functions
Industry Logistics Functions
Industry
Electronic
Electronic
Distribution
Distribution
57. 10
LEARNING OBJECTIVE
Discuss channels and distribution
decisions in global markets.
58. CHANNELS AND DISTRIBUTION 10
DECISIONS FOR GLOBAL MARKETS
Channel structure differs
Global Channel
Global Channel Channel types differ
Development
Development
“Gray” marketing channels
Awareness of trade legalities
Global Supply
Global Supply
Chain Management
Chain Management
Transportation Infrastructure
59. 11
LEARNING OBJECTIVE
Identify the special problems and
opportunities associated with
distribution in service organizations.
60. CHANNELS AND DISTRIBUTION 11
DECISIONS FOR SERVICES
Minimizing wait times
Minimizing wait times
Managing service capacity
Managing service capacity
Areas of Focus
Areas of Focus Improving delivery
for Improving delivery
for through new channels
Service Distribution
Service Distribution through new channels
62. CUSTOMER SERVICE CONCEPT
Customer service
relates to the
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relationship
between a product
or service provider
and those people
who use or buy its
products or
services.
63. Identifying Customers
Most organizations will have more than one
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type of customer.
They will vary according to age, gender,
personality and economic and social position.
They will also differ according to such
variables as their previous experience of
dealing with the organization, the importance
of the purchase to them, whether or not they
are buying for themselves or their company
and their existing level of knowledge about the
products or services.
64. Defining Service
Customer service behaviors include a huge
range of factors including efficiency, speed of
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response, attention to detail, listening,
reassurance, providing information and
following up.
Attitude is also important in terms of
variables such as friendliness, respect, concern
and authenticity.
The type and levels of service provided will
depend on the ways customers interact with
the organization and its employees.
65. Type of Relationship
“Customers” may be potential customers, one-
time customers, repeat customers or ex-
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customers.
Each will have specific needs for the business
to address appropriately in terms of service.
Potential customers’ service needs may relate
to raising awareness of features and benefits
of the product or service and how and where it
is available, as well as reassurance about
organizational values and integrity.
66. Training
Every organization—regardless of its size or
nature of business—needs to have a clear
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framework for customer service, incorporating
detailed policies, procedures and standards.
Organizations should provide regular
customer service training for all so they
understand the role they play in overall
customer service within the organization and
the specific behaviors and attitudes expected
of them.
Refresh both service standards and procedures
and training regularly to meet changing
customer needs and competitor activities.
67. Getting Feedback
Great customer service depends on looking at
things from the customer’s perspective.
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Mystery shopping and regular customer
satisfaction surveys can be extremely helpful
in pinpointing good and bad customer service,
as can ongoing observation and supervision of
customer service situations at a range of
different levels.
Getting employees to focus on and discuss
customer service issues on a regular basis is a
good way of helping them improve standards
and take ownership at an individual and team
level.