The document discusses the new retail environment and key changes occurring. There is growth in new retail forms that combine traditional storefront and non-store aspects. Competition is increasing between different retail formats as well as store-based and non-store retailers. Large retailers are continuing to grow in size and market share while mid-sized retailers are declining. Retailers are increasingly investing in new technologies and many major retailers have global operations. These changes are forcing retailers to re-evaluate important marketing decisions around target markets, product offerings, pricing, and more.
Difference between rural and urban consumer behaviorPriyanka Awasthi
Gives various difference between rural consumer and urban. Also you will find the factors affecting their buying behavior. We get to know the involvement when they purchase the product.
After reading this chapter, students should:
Know how consumer characteristics influence buying behavior
Know what major psychological processes influence consumer responses to the marketing program
Know how consumers make purchasing decisions
Know how marketers analyze consumer decision making
Difference between rural and urban consumer behaviorPriyanka Awasthi
Gives various difference between rural consumer and urban. Also you will find the factors affecting their buying behavior. We get to know the involvement when they purchase the product.
After reading this chapter, students should:
Know how consumer characteristics influence buying behavior
Know what major psychological processes influence consumer responses to the marketing program
Know how consumers make purchasing decisions
Know how marketers analyze consumer decision making
Opportunities and challenges in indian rural marketSAMEER LAKHANI
To study the current scenario of Rural Market in India
To study the scope, need & features of Rural Market in India
To study the reasons why Rural Markets are becoming important destination for Marketing companies
To study the reasons for greater business confidence in Rural India
To study the innovative practices adopted in Rural Market
To study the major Challenges faced by Marketers in Rural Market
To identify major opportunities available in Rural Market
To find the strategies for improving business in Rural India
“Retailing includes all activities involved in selling goods or services directly to final consumers for personal , non business use.” - Philip Kotler
70% population lives in villages
About 6 lakh villages are in India
Rural retail are growing @7%
A real source of energy
Hub of raw materials
Opportunities and challenges in indian rural marketSAMEER LAKHANI
To study the current scenario of Rural Market in India
To study the scope, need & features of Rural Market in India
To study the reasons why Rural Markets are becoming important destination for Marketing companies
To study the reasons for greater business confidence in Rural India
To study the innovative practices adopted in Rural Market
To study the major Challenges faced by Marketers in Rural Market
To identify major opportunities available in Rural Market
To find the strategies for improving business in Rural India
“Retailing includes all activities involved in selling goods or services directly to final consumers for personal , non business use.” - Philip Kotler
70% population lives in villages
About 6 lakh villages are in India
Rural retail are growing @7%
A real source of energy
Hub of raw materials
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
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• Four (4) workplace discipline methods you should consider
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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2. Marketing Channels
Sets
of interdependent
organizations participating in the
process of making a product or
service available for use or
consumption.
Channel of Distribution
Producer
Consumer
4. The Importance of Channel
“ A Marketing Channel Systems is the particular set of marketing
channels firm employs and decision about it are among the most critical
ones management faces.”
Marketing Channel must not just serve markets, They must also make
markets
Ultimate
Selling Price
30% - 50%
Channel
Members
5% 7%
Advert
ising
10. Hybrid Channel
Companies are multiplying the number of “go-to-market”
-The ability to order a product online and pick it up at a
convenient retail location
-The ability to return an online-order product to a nearby
store of the retailer
-The right to receive discounts and promotional offers
based on total online and off-line purchases
14. Understanding
Customer Needs
Habitual shopper purchase from the same places un the same
manner over time.
High-Value deal seekers know their needs and “channel surf” a
great deal before buying at lowest possible price.
Variety-loving shoppers gather information in many channels ,
take adventage of high-touch services, and then buy in their
favorite channel, regardless of price.
High-Involvement shoppers gather information in all channel,
make their purchase in a low-cost channel, but take adventage
of customer support from a high- touch channel.
16. Value Networks
Value network a system of partnerships and alliances
that a firm creates to source, augment, and delivery its
offerings
Demand chain planing
17. The role of Marketing
Channels
Channel function and flows
Channel levels
Service sector channels
32. Identify Channel Alternatives
Sales Force
Distributors
Direct Mail
Channel Alternatives
• Type of Intermediaries
• Number of Intermediaries
• Terms and Responsibilities
Telemarketing
53. Conflict, Cooperation and
Competition
Causes of Channel Conflict
Goal incompatibility
Unclear roles and rights
Differences in perception
Intermediaries’ dependent on the manufacturer …
54. Conflict, Cooperation and
Competition
Managing Channel Conflict
Supercoordinate goals (
Exchange of persons (
Joint membership in trade associations (
Diplomacy (
Intermediaries (
93. The New Retail Environment
New Retail Forms and Combinations.
Growth of Intertype Competition.
Competition between Store-Based
and Non-Store-Based Retailing.
Growth of Giant Retailers.
Decline of Middle-Market Retailers.
Growing Investment in Technology.
Global Profile of Major Retailers.
94. The New Retail Environment
New Retail Forms and Combinations.
Growth of Intertype Competition.
Competition between Store-Based
and Non-Store-Based Retailing.
Growth of Giant Retailers.
Decline of Middle-Market Retailers.
Growing Investment in Technology.
Global Profile of Major Retailers.
95. The New Retail Environment
New Retail Forms and Combinations.
Growth of Intertype Competition.
Competition between Store-Based
and Non-Store-Based Retailing.
Growth of Giant Retailers.
Decline of Middle-Market Retailers.
Growing Investment in Technology.
Global Profile of Major Retailers.
96. The New Retail Environment
New Retail Forms and Combinations.
Growth of Intertype Competition.
Competition between Store-Based
and Non-Store-Based Retailing.
Growth of Giant Retailers.
Decline of Middle-Market Retailers.
Growing Investment in Technology.
Global Profile of Major Retailers.
97. The New Retail Environment
New Retail Forms and Combinations.
Growth of Intertype Competition.
Competition between Store-Based
and Non-Store-Based Retailing.
Growth of Giant Retailers.
Decline of Middle-Market Retailers.
Growing Investment in Technology.
Global Profile of Major Retailers.
98. The New Retail Environment
New Retail Forms and Combinations.
Growth of Intertype Competition.
Competition between Store-Based
and Non-Store-Based Retailing.
Growth of Giant Retailers.
Decline of Middle-Market Retailers.
Growing Investment in Technology.
Global Profile of Major Retailers.
99. The New Retail Environment
New Retail Forms and Combinations.
Growth of Intertype Competition.
Competition between Store-Based
and Non-Store-Based Retailing.
Growth of Giant Retailers.
Decline of Middle-Market Retailers.
Growing Investment in Technology.
Global Profile of Major Retailers.
100. The New Retail Environment
New Retail Forms and Combinations.
Growth of Intertype Competition.
Competition between Store-Based
and Non-Store-Based Retailing.
Growth of Giant Retailers.
Decline of Middle-Market Retailers.
Growing Investment in Technology.
Global Profile of Major Retailers.
101. The New Retail Environment
Marketing Decisions
Target Market
Product assortment and
Procurement
Prices
Services
Store atmosphere
Store activities and
experiences
Communications
Location Decision
102. The New Retail Environment
Marketing Decisions
Target Market
Product assortment and
Procurement
Prices
Services
Store atmosphere
Store activities and
experiences
Communications
Location Decision
103. The New Retail Environment
Marketing Decisions
Target Market
Product assortment and
Procurement
Prices
Services
Store atmosphere
Store activities and
experiences
Communications
Location Decision
104. The New Retail Environment
Marketing Decisions
Target Market
Product assortment and
Procurement
Prices
Services
Store atmosphere
Store activities and
experiences
Communications
Location Decision
105. The New Retail Environment
Marketing Decisions
Target Market
Product assortment and
Procurement
Prices
Services
Store atmosphere
Store activities and
experiences
Communications
Location Decision
106. The New Retail Environment
Marketing Decisions
Target Market
Product assortment and
Procurement
Prices
Services
Store atmosphere
Store activities and
experiences
Communications
Location Decision
107. The New Retail Environment
Marketing Decisions
Target Market
Product assortment and
Procurement
Prices
Services
Store atmosphere
Store activities and
experiences
Communications
Location Decision
108. The New Retail Environment
Marketing Decisions
Target Market
Product assortment and
Procurement
Prices
Services
Store atmosphere
Store activities and
experiences
Communications
Location Decision
109. Private Label Brands
Private labels are ubiquitous
Consumer accepts private labels
Private-label buyers come from all socioeconomic strata
Private labels are not a recessionary phenomenon
Consumer loyalty shifts from manufacturers to retailers
110. Private Label Brands
Private labels are ubiquitous
Consumer accepts private labels
Private-label buyers come from all socioeconomic strata
Private labels are not a recessionary phenomenon
Consumer loyalty shifts from manufacturers to retailers
111. Wholesaling Functions
Selling and promoting
Transportation
Buying and
assortment building
Financing
Risk bearing
Market information
Management services
and counseling
Bulk breaking
Warehousing
115. Trends in wholesaling
help theirs suppliers
visits their plants and attending manufacturer
expected functions
feed back customer
116. Market logistics
•
Supply chain management(scm)
•
DEMAND CHAIN PLANNING
•
Market logistics
•
Integrated logistics system(ILs)
•
Marterrials management
•
Material flow systems
•
Physical distribution
•
IT
•
Third-party suppliers
117. Supply Chain
Management
Supply chain management starts before physical distribution and means
strategically procuring the right inputs (raw materials, components, and
capital equipment); converting them efficiently into finished products;
and dispatching them to the final destinations.
118. Market Logistics
Planning
Deciding on the company’s value proposition to its
customers
Deciding on the best channel design and network
strategy
Developing operational excellence
Implementing the solution
119. What are
Integrated Logistics
Systems?
An integrated logistics system (ILS) includes materials management,
material flow systems, and physical distribution, aided by information
technology.
120. Market-logistics
objectives
M = T + Fw + vw + s
M = total market-logistics cost of proposed system
T = total freight cost of proposed system
FW = total fixed warehouse costs (including inventory) of proposed
system
s = total cost of lost sales due to average delivery delay under
proposed system
122. Market Logistics
Sales forecasting
In-plant warehousing
Distribution scheduling
Shipping-room processing
Production plans
Outbound transportation
Finished-goods inventory
decisions
Field warehousing
Customer delivery and
servicing
Packaging
123. Market Logistics
Decisions
How should orders be handled?
Where should stock be located?
How much stock should be held?
How should goods be shipped?
Manufacturers have many alternatives for reaching a market. They can sell direct or use one-, two-, or three-level channels. Deciding which type(s) of channel to use calls for analyzing customer needs, establishing channel objectives, and identifying and evaluating the major alternatives, including the types and numbers of intermediaries involved in the channel.The most basic marketing channel is the zero-level or direct marketing channel. Includes telemarketing, direct mail, door-to-door, TV selling (infomercials), and home parties (such as Avon, Tupperware, etc.). A one-level channel contains one selling intermediary, such as a retailer. A two-level channel contains two intermediaries. In consumer markets, these are typically a wholesaler and a retailer. A three-level channel contains three intermediaries.
To design a marketing channel system, marketers analyze customer needs and wants, establish channel objectives and constraints, and identify and evaluate major channel alternatives.
Different consumers have different needs during the purchase process. One study of European costumers found thatService/quality customers cared most about the variety and performance of products and service; Price/value customers were most concerned about spending wisely; Affinity customers primarily sought stores that suited people like themselves or groups they aspired to join.
Figure 15.3 shows that customer profiles differ across three markets: In France, shoppers stressed service and quality, in the United Kingdom, affinity, and in Germany, price and value.
Channels produce five service outputs:Lot size—The number of units the channel permits a typical customer to purchase on one occasion. Waiting and delivery time—The average time customers wait for receipt of goods. Spatial convenience—The degree to which the marketing channel makes it easy for customers to purchase the product. Product variety—The assortment provided by the marketing channel. Service backup—Add-on services (credit, delivery, installation, repairs) provided by the channel.
Marketers should state their channel objectives in terms of service output levels and associated cost and support levels. They can identify several market segments based on desired service and choose the best channels for each. Channel objectives vary with product characteristics. Marketers must adapt their channel objectives to the larger environment.
Each channel—from sales forces to agents, distributors, dealers, direct mail, telemarketing, and the Internet—has unique strengths and weaknesses. Sales forces can handle complex products and transactions, but they are expensive. The Internet is inexpensive but may not be as effective with complex products. Distributors can create sales, but the company loses direct contact with customers. Several clients can share the cost of manufacturers’ reps, but the selling effort is less intense than company reps provide. Channel alternatives differ in three ways: types of intermediaries, number needed, and terms and responsibilities of each.
Each channel—from sales forces to agents, distributors, dealers, direct mail, telemarketing, and the Internet—has unique strengths and weaknesses. Sales forces can handle complex products and transactions, but they are expensive. The Internet is inexpensive but may not be as effective with complex products. Distributors can create sales, but the company loses direct contact with customers. Several clients can share the cost of manufacturers’ reps, but the selling effort is less intense than company reps provide. Channel alternatives differ in three ways: types of intermediaries, number needed, and terms and responsibilities of each.
Satellite radio manufacturer have multiple options to sell its product. OEMs (Car manufacturers); dealers; or consumers through various channels such as direct mail, internet, retailers, etc.
Exclusive distribution limits the number of intermediaries. Exclusive deals are becoming a mainstay for specialists looking for an edge in markets increasingly driven by price. Selective distribution relies on only some of the intermediaries willing to carry a particular product. Company does not need to worry about having too many outlets; while gaining adequate market coverage.Intensive distribution places the goods or services in as many outlets as possible. This strategy serves well for products consumers buy frequently or in a variety of locations.
Each channel alternative needs to be evaluated against economic, control, and adaptive criteria.Economic Criteria: Each channel alternative will produce a different level of sales and costs. Firms will try to align customers and channels to maximize demand at the lowest overall cost. The first step is to estimate how many sales each alternative will likely generate. The next step is to estimate the costs of selling different volumes through each channel. The final step is comparing sales and costs.
Figure 15.4 shows how six different sales channels stack up in terms of the value added per sale and the cost per transaction.
Effective channel management calls for selecting intermediaries and training and motivating them. The goal is to build a long-term partnership that will be profitable for all channel members.When select channel members, producers should determine what characteristics distinguish the better intermediaries. Carefully implemented training, market research, and other capability-building programs can motivate and improve intermediaries’ performance.Producers must periodically evaluate intermediaries’ performance against set standards in promotional and training programs.
E-commerce has grown in importance as companies have adopted “brick-and-click” channel systems. Channel integration must recognize the distinctive strengths of online and offline selling and maximize their joint contributions.There are several kinds of pure-click companies: search engines, Internet service providers (ISPs), commerce sites, transaction sites, content sites, and enabler sites.B2B sites make markets more efficient, giving buyers easy access to a great deal of information, change the supplier–customer relationship in profound ways.Adding an e-commerce channel creates the possibility of a backlash from retailers, brokers, agents, and other intermediaries. Managing the online and offline channels has thus become a priority for many firms.
E-Business : “The information systems and applications that support and drive business processes.E-commerce : refers to the purchase and sale of goods and/or services via electronic channels, such as the Internet. Online retail is convenient due to its 24-hour availability, global reach and ease of customer service.การดำเนินกิจกรรมทาง “ธุรกิจ”ต่างๆ ผ่านสื่ออิเล็กทรอนิกส์ การใช้คอมพิวเตอร์ เทคโนโลยีสารสนเทศ การสื่อสารและอินเทอร์เน็ต เพื่อทำให้กระบวนการทางธุรกิจ มีประสิทธิภาพ และตอบสนองความต้องการของคู่ค้า และลูกค้าให้ตรงใจ และรวดเร็วและเพื่อลดต้นทุน และขยายโอกาสทางการค้า และการบริการE-Businessทำธุรกิจด้วยการนำระบบอิเล็กทรอนิกส์ต่างๆเข้ามาใช้ ลด Manual Process , E-Commerceการค้า ขายสินค้า และ บริการShopping Cart การชำระเงิน ( e-Payment )E-Marketingการตลาด Electronicทำให้ของขายได้ทำให้คนรู้จักตัวอย่าง Banner AdsE-Mail MarketingSEOSocial Networkก่อนอื่นผมอยากให้ทุกท่านรู้จักคำนิยามของE-Business ก่อน คำว่า e-business คือ ธุรกรรมอิเล็กทรอนิกส์ ไมว่าจะเป็นขั้นตอนกระบวนการใด ๆ ของการดำเนินธุรกิจ (transaction) ที่อาศัยระบบคอมพิวเตอร์ เพื่อเพิ่มประสิทธิภาพและประสิทธิผลโดย มีจุดมุ่งหมายหลักที่จะสร้างคุณค่าเพิ่ม (Added Value) ตลอดกระบวนการหรือกิจกรรมทางธุรกิจ (Value Chain) และลดขั้นตอนของการที่ต้องอาศัยแรงงานคน (Manual Process) และช่วยให้การดำเนินงานภายใน ภายนอก และระหว่างองค์กรด้วยกัน และสร้างความพึงพอใจให้ลูกค้าและคู่ค้ามากขึ้น ในบางครั้งครอบคลุมถึงการปรับเปลี่ยนกระบวนการทำธุรกิจอีกด้วย การดำเนินกิจกรรมทาง “ธุรกิจ”ต่างๆ ผ่านสื่ออิเล็กทรอนิกส์ การใช้คอมพิวเตอร์ เทคโนโลยีสารสนเทศ การสื่อสารและอินเทอร์เน็ต เพื่อทำให้กระบวนการทางธุรกิจ มีประสิทธิภาพ และตอบสนองความต้องการของคู่ค้า และลูกค้าให้ตรงใจ และรวดเร็วและเพื่อลดต้นทุน และขยายโอกาสทางการค้า และการบริการE-Commerce หรือ พาณิชย์อิเล็กทรอนิกส์ จะหมายถึง การทำธุรกรรมผ่านสื่ออิเล็กทรอนิกส์ ในทุกๆ ช่องทางที่เป็นสื่ออิเล็กทรอนิกส์ เน้นที่การ “ขาย” เป็นหลักตัวอย่างเช่น การซื้อขายสินค้าและบริการ การโฆษณาผ่านสื่ออิเล็กทรอนิกส์ ไม่ว่าจะเป็นทางโทรศัพท์, ทางโทรทัศน์, ทางวิทยุ, หรือแม้แต่ทางอินเทอร์เน็ต เป็นต้น โดยมีวัตถุประสงค์เพื่อช่วยลดค่าใช้จ่าย และเพิ่มประสิทธิภาพขององค์กร โดยทำการลดบทบาทของความสำคัญขององค์ประกอบทางธุรกิจลง เช่น ทำเลที่ตั้ง อาคารประกอบการ โกดังเก็บสินค้า ห้องแสดงสินค้า รวมถึงพนักงานขาย พนักงานแนะนำสินค้า พนักงานต้อนรับลูกค้าเป็นต้น ดังนั้นจึงลดข้อจำกัดของระยะทางและเวลาในการทำธุรกรรมลงได้ E-Business describes the use of electronic and platforms to conduct a company’s business.“พาณิชย์อิเล็กทรอนิกส์ คือ การดำเนินธุรกิจโดยใช้สื่ออิเล็กทรอนิกส์” (ศูนย์พัฒนาพาณิชย์อิเล็กทรอนิกส์, 2542)”“พาณิชย์อิเล็กทรอนิกส์ คือ การผลิต การกระจาย การตลาด การขาย หรือการขนส่งผลิตภัณฑ์และบริการโดยใช้สื่ออิเล็กทรอนิกส์” (WTO, 1998)“พาณิชย์อิเล็กทรอนิกส์ คือ ธุรกรรมทุกประเภทที่เกี่ยวข้องกับกิจกรรมเชิงพาณิชย์ ทั้งในระดับองค์กรและส่วนบุคคล บนพื้นฐานของ การประมวลและการส่งข้อมูลดิจิทัลที่มีทั้งข้อความ เสียง และภาพ” (OECD, 1997)จากความหมายของ e-business กับ e-commerce จะเห็นได้ว่าสองคำนี้มีความหมายที่ใกล้เคียงกัน แต่อันที่จริงแล้วมีความหมายต่างกันโดย e-business สรุปความหมายได้ว่าคือการทำกิจกรรมทุกๆอย่าง ทุกขั้นตอนผ่านทางสื่ออิเล็กทรอนิกส์ ซึ่งมีขอบเขตกว้างกว่า แต่ e-commerce จะเน้นที่การซื้อขายสินค้าและบริการผ่านเครือข่ายอินเทอร์เนตเท่านั้น จึงสรุปได้ว่า e-commerce เป็นส่วนหนึ่งของ e-businessลักษณะเด่นของ E-COMMERCE 1. เป็นการค้าที่ไร้พรมแดน ไม่มีการแบ่งทวีปหรือประเทศ ไม่มีข้อจำกัดในเรื่องระยะทาง และการเดินทาง ท่านสามารถที่จะซื้อสินค้าจากร้านหนึ่ง และเดินทางไปซื้อสินค้าจากร้านอีกร้านหนึ่งซึ่งอยู่คนละทวีปกันได้ ในเวลาเพียงไม่กี่นาที 2. เข้าถึงกลุ่มลูกค้าเป้าหมายขนาดใหญ่ทั่วโลก ฐานผู้ซื้อขยายกว้างขึ้น 3. คุณสามารถทำการค้าได้ตลอด 24 ชั่วโมงและเปิดได้ทุกวันโดยไม่วันหยุด 4. คุณไม่มีความจำเป็นต้องจ้างพนักงานขายเพราะเจ้า E-Commerce จะทำการค้าแบบอัตโนมัติให้คุณ ไม่ต้องมีสินค้าคงคลังหรือมีก็น้อยมาก 5. คุณไม่มีความจำเป็นต้องเสียค่าใช้จ่ายในการสร้างตึกแถว เพื่อใช้เป็นร้านค้า เพียงแค่สร้าง Web Site ก็เปรียบเสมือนร้านค้าของคุณแล้ว ไม่ต้องเสี่ยงกับทำเลที่ตั้งของร้านค้า 6. E-Commerce สามารถเก็บเงิน และนำเงินฝากเข้าบัญชี ให้คุณโดยอัตโนมัติ
An area of increasing importance is m-commerce and marketing through cell phones and PDAs that allow people to connect to the Internet and place online orders on the move. The existence of mobile channels and media can keep consumers connected and interacting with a brand throughout their day-to-day lives. GPS-type features can help identify shopping or purchase opportunities for consumers for their favorite brands.
-สิ่งที่เค้าคาดหวัง-เยี่ยมชมโรงงานและเข้าร่วมการประชุม-feed back customer1.They sought a clear agreement with their manufacturers about their expected functions in the marketing channelพวกเขาต้องการข้อตกลงที่ชัดเจนกับผู้ผลิตของพวกเขาเกี่ยวกับฟังก์ชั่นที่คาดหวังของพวกเขาในช่องทางการตลาด2.They gained insight into the manufacturer's requirements by visits their plants and attending manufacturer association conventions and trade showsพวกเขาได้รับข้อมูลเชิงลึกในความต้องการของผู้ผลิตโดยการเยี่ยมชมโรงงานของพวกเขาและเข้าร่วมการประชุมสมาคมผู้ผลิตและงานแสดงสินค้า3. They fulfilled their commitments to the manufacturer by meeting the volume targets, paying bills promptly, and feeding back customer information to their manufacturersพวกเขาปฏิบัติตามภาระผูกพันของพวกเขาไปยังผู้ผลิตโดยการประชุมเป้าหมายปริมาณการจ่ายค่าทันทีและให้การตอบกลับข้อมูลของลูกค้าให้กับผู้ผลิตของพวกเขา4. They identified and offered value-added services to help theirs suppliersพวกเขาระบุและนำเสนอบริการเสริมที่จะช่วยให้ซัพพลายเออร์ของพวกเขา
Physical distribution starts at the factory. Managers choose a set of warehouses (stocking points) and transportation carriers that will deliver the goods to final destinations in the desired time or at the lowest total cost. Physical distribution has now been expanded into the broader concept of supply chain management (SCM). Supply chain management starts before physical distribution and means strategically procuring the right inputs (raw materials, components, and capital equipment); converting them efficiently into finished products; and dispatching them to the final destinations.
Order-processing costs must be compared with inventory-carrying costs. The larger the average stock carried, the higher the inventory-carrying costs. These carrying costs include storage charges, cost of capital, taxes and insurance, and depreciation and obsolescence. Carrying costs might run as high as 30 percent of inventory value. This means that marketing managers who want their companies to carry larger inventories need to show that the larger inventories would produce incremental gross profits to exceed incremental carrying costs. We can determine the optimal order quantity by observing how order-processing costs and inventory- carrying costs sum up at different order levels. Figure 16.1 shows that the order-processing cost per unit decreases with the number of units ordered because the order costs are spread over more units. Inventory-carrying charges per unit increase with the number of units ordered, because each unit remains longer in inventory. We sum the two cost curves vertically into a total-cost curve and project the lowest point of the total-cost curve on the horizontal axis to find the optimal order quantity Q*.