This document discusses channel information systems. It describes the purpose of CIS as collecting and analyzing operational data from within the company and between channel members to support decision making. It outlines the information collection, processing, storage and use process. The document also discusses developing a CIS, elements to include, evaluating channel performance, and factors that influence the implementation approach like intensive, selective or exclusive distribution.
Recruiting, retaining, and managing the sales force; and managing the sales effort is the major function of any business. Sales is the only revenue generating operation and it needs to be carefully studied and understood to maximise results in today's globally competitive, Triple Bottom Line, world
SALES MANAGEMENT
• Sales management means planning, direction and control of personal selling, including recruiting, selecting, equipping, assigning, routing, supervising, paying and motivating as these tasks apply to the personal Sales force. • “The management of Sales force” by American Marketing Association.
Channel Information Systems
Purpose
Information - Advantages
Classification of Information
Information Process
Developing a Channel MIS
Use of Information
Sources of Data
Competition Tracking
Elements of a Channel Information System
Channel Performance Evaluation
IT System for Channels
Intensive Distribution
Recruiting, retaining, and managing the sales force; and managing the sales effort is the major function of any business. Sales is the only revenue generating operation and it needs to be carefully studied and understood to maximise results in today's globally competitive, Triple Bottom Line, world
SALES MANAGEMENT
• Sales management means planning, direction and control of personal selling, including recruiting, selecting, equipping, assigning, routing, supervising, paying and motivating as these tasks apply to the personal Sales force. • “The management of Sales force” by American Marketing Association.
Channel Information Systems
Purpose
Information - Advantages
Classification of Information
Information Process
Developing a Channel MIS
Use of Information
Sources of Data
Competition Tracking
Elements of a Channel Information System
Channel Performance Evaluation
IT System for Channels
Intensive Distribution
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Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
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1. Chapter
14
Channel Information Systems
SDM – Ch 14 Tata McGraw Hill 1
2. Learning Objectives
• Understand importance of information
systems for management of channels
• Elements of channel information systems
• How information systems are used to impact
channel service objectives
• Performance measures for channels
• Understand principles of channel
implementation
SDM – Ch 14 Tata McGraw Hill 2
3. CIS Purpose
• CIS is Channel Information Systems
• CIS is the orderly flow of pertinent operational
data both internally and between channel
members, for use as a basis of decision
making in specified responsibility areas of
channel management
• CIS is of primary use of sales managers.
SDM – Ch 14 Tata McGraw Hill 3
4. Information - Advantages
• Useful in marketing planning – helps
improve quality of marketing decisions
• Can help tap market opportunities
• Provides an alert against competition
• Helps spot trends – favourable or
otherwise
• Helps develop action plans for growth
• Gives feedback on consumer needs
SDM – Ch 14 Tata McGraw Hill 4
5. Classification of Information
• Based on the use made of it by marketing –
planning, operations, decision making or
control
• Based on subjects – consumers, products,
competition, channels, promotions, pricing,
sales volume, value etc
• Operations data – facts and figures
• Also based on assumptions, anticipated
occurrences – forecasts relating to the
channel system
SDM – Ch 14 Tata McGraw Hill 5
6. Information Process
COLLECTION
PROCESSING
STORAGE
USE
SDM – Ch 14 Tata McGraw Hill 6
7. Information Process
• Collection: acquiring and placing raw data –
monthly sales by each territory
• Processing: analyzing data to get meaning
out of it – arranging, modifying and
interpreting the data by the user –
comparison of sales between periods
• Storage: keeping the information intact till it is
needed
• Use: application of information for
management decision making – sales data of
the last 6 months to forecast the sales of the
next month.
Development….
SDM – Ch 14 Tata McGraw Hill 7
8. Developing a Channel MIS
Decide what information is required
Organize information in a manner suitable
for interpretation and action
Decide who will use the information
when and for what purpose
SDM – Ch 14 Tata McGraw Hill 8
9. Use of Information
• Planning: sales forecasts or distributor
indents
• Control: expenses against budget
• There is always a cost of collecting
information.
• If data collected is not used properly, the data
provider will hesitate to give the information.
• The channel MIS works at the sales
operational level. It has very little strategic
intent.
SDM – Ch 14 Tata McGraw Hill 9
10. Sources of Data
• Reports (oral and written) and records of
channel members, sales people
• Letters, statements and market research
• Any other info collected by the sales people
and the channel members from the market
• External sources like business publications,
magazines, newspapers, trade journals.
• In a dedicated channel system the collection
of info is well streamlined – in the JC meeting
• With use of IT enabled systems collection and
processing has become simpler.
SDM – Ch 14 Tata McGraw Hill 10
11. A Good Channel MIS…
• Integrated system to handle all regular data
• Useful decision support system
• Reflects the style of the marketing
organization
• User friendly and user oriented
• Convincing to the providers of the info as to
its purpose
• Be cost effective
• Not need for verification from other sources
• Be fast and totally reliable
SDM – Ch 14 Tata McGraw Hill 11
12. Element Importance
• In a good channel MIS, it is necessary
to define upfront for each element of the
MIS, the following:
– Purpose of the info
– Source of the info
– Action possible
– Impact on customer service
SDM – Ch 14 Tata McGraw Hill 12
13. Example
Competition Tracking
Purpose Plan day to day corrective action to protect market
shares and shelf space
Source Trade, channel partners and sales people
Action Spot action while in the market and taken by
possible channel partners or sales people
Impact on Timely action to provide better support to the trade
service and retain their goodwill
SDM – Ch 14 Tata McGraw Hill 13
15. Evaluation Criteria
• Channel system can be evaluated on how
well it provides time, place and possession
utilities
• Formal channel evaluation only with
contracted channel members
• Independent wholesalers and retailers may
not accept any evaluation by a company
• Periodicity of evaluation and parameters like
achieving targets market coverage etc agreed
with channel partners.
SDM – Ch 14 Tata McGraw Hill 15
16. Distributor Evaluation
• Once a month by the sales people on
the performance of the previous month
on all agreed criteria
• Criteria varies with the category of
channel member, nature of the product
and the nature of customers.
SDM – Ch 14 Tata McGraw Hill 16
17. Evaluation
• Each of the primary criteria can be
given a weightage and performance
scores worked
Criteria Weightage Criteria Weighted
%-X score (1 to score X*Y
10) - Y
Sales target achievement 50 7 3.50
Inventory management 15 8 1.20
Selling resources 15 7 1.05
Market coverage 10 8 0.80
Back office support 10 6 0.60
SDM – Ch Overall Tata McGraw Hill
14 performance score – 7.15
17
18. Evaluation
• Each of the primary criterion can be broken down
into it components and also rated.
Criterion Weightage Score 1 Weighted
%-X to 10 - Y score X*Y
Primary sales 15 8 1.20
Secondary sales 50 7 3.50
Achievement of secondary 20 7 1.40
sales target
Sales growth by period 10 8 0.80
Market share achievement 5 6 0.30
Sales target achievement – 7.20
Performance score
SDM – Ch 14 Tata McGraw Hill 18
19. Evaluation Overall Rankings
Channel Overall performance Ranking
member score
A 7.39 1
B 7.20 2
C 7.15 3
D 6.89 4
E 6.56 5
F 5.60 6
SDM – Ch 14 Tata McGraw Hill 19
20. Overall Rankings - Action
• Bottom 20% to be warned to improve
performance
• Top scorers have potential to give more
business to the company – to be
encouraged
• Consistent poor performance will entail
dismissal
SDM – Ch 14 Tata McGraw Hill 20
21. Implementation Principles
• More relevant where member is bound by a
contract. Wholesalers and retailers are
involved in the implementation to the extent
that the company wants to cover them with its
product presence.
• The most critical issue in implementation is
the ‘intensity’ of distribution desired. This is
more relevant to FMCG, pharma kind of
products and not so much for consumer
durables or industrial products
SDM – Ch 14 Tata McGraw Hill 21
22. Influencing Factors
• Intense distribution allows consumer to shop
where he likes for the product
• Intensive distribution increases sales – good
companies insist on retail distribution intensity
• Selective or exclusive distribution may result
in loss of sales opportunities
• Channel members feel widely distributed
product must be a fast seller. Equitable
efforts are required in selling all brands and
packs of the same company
SDM – Ch 14 Tata McGraw Hill 22
23. Influencing Factors
• Intensive distribution is more expensive
and requires more supervision
• For consumer electronics or durables
intensive distribution may result in ‘free-
riding’ situations
• Channel members prefer selective
distribution – the company should give
the products only to them
SDM – Ch 14 Tata McGraw Hill 23
24. Influencing Factors
• If a brand has a strong consumer franchise,
no outlet can ignore it – HLL brands –
distribution becomes intensive
• Channel partner or reseller also has a choice
on what he wants to stock and sell
• If the product category is important and
competition is severe, selectivity is a costly
option
SDM – Ch 14 Tata McGraw Hill 24
25. Implementing Rules
• Low value goods: cigarettes, soaps,
shampoos – intensive distribution – fmcg kind
of low investment but mass based.
• High value goods: electronic goods or
consumer durables – buyer makes
comparisons across outlets – selective
• Specialty goods: Mont Blanc pen or Tag
Heuer watches – exclusive distribution.
SDM – Ch 14 Tata McGraw Hill 25
26. Intensive - Factors
• Influence of channel principal decreases with
intensity
• Channel member’s competitors also have
same products
• Higher quality positioning does not match
higher intensity
• Depends on the target market
• Takes into account the importance of the
market and prevailing competition – more
intense the competition, more the intensity of
distribution
SDM – Ch 14 Tata McGraw Hill 26
27. Selective - Factors
• Can cut costs but may prove inadequate –
lower selling expenses, higher promotional
allocations, larger transactions, more
accurate forecasting of demand
• Channel members margins may be better
• Better influence over channel members
• Manufacturer attracts more aspirants
• Suitable for new product or testing the market
SDM – Ch 14 Tata McGraw Hill 27
28. Key Learnings
• Channel information systems is to collect and
analyse data about operations of channels
• CIS uses methods and sources to collect,
process, store and use pertinent information
for decision making
• Steps for development of a CIS are: decide
info required, organize info in a suitable
manner and decide users with purpose
• A CIS can include all elements of interest to
sales managers to operate better
SDM – Ch 14 Tata McGraw Hill 28
29. Key Learnings
• The channel evaluation system checks as to
how well the system reaches the products or
services to customers
• Channel implementation is guided by the
‘intensity’ of the distribution required
• For products with a large consumer base,
intensive distribution is preferred
• Under specific circumstances, selective or
exclusive distribution has advantages.
SDM – Ch 14 Tata McGraw Hill 29