The Industrial Marketing and Purchasing IMP Model
The IMP Model consists of:1) Interaction Process2) Interaction Parties3) Interaction Environment4) Atmosphere
The Industrial Marketing and Purchasing IMP ModelGan Chun Chet
The IMP Model is an interaction model developed in 1982 by the Industrial Marketing and Purchasing Group to analyze 1300 business relationships in Europe. The model examines customer and supplier interactions through four elements: the interaction process between parties, the characteristics of the interacting parties, the business environment, and the atmosphere that develops between parties over time. The interaction process includes product/service exchanges, information exchanges, financial exchanges, and social exchanges. The model provides a framework for understanding long-term business relationships.
This document discusses key considerations for retail location strategy and site selection. It covers different types of shopping centers and malls, as well as other retail location opportunities. Factors like rent, traffic, security and competition are weighed when choosing a location. The document also outlines types of leases commonly used, including percentage leases, fixed-rate leases, and clauses within leases regarding prohibited tenants, retailer exclusivity, and lease termination. Zoning, building codes, signage rules, and licensing are additionally noted as important legal issues to consider for a retail location.
Managing the merchandise and retail marketingSanjay Jana
these are very useful slides related to retail marketing and merchandise management. it helped me a lot in understanding the changing scenario of the consumers from unorganized retailing to organized retailing.
This document provides an introduction to the world of retailing. It defines retailing as business activities that add value to products and services sold to consumers. Retailers are part of the distribution channel between manufacturers and consumers. Retailers add value by providing assortment, breaking bulk, holding inventory, and offering services. Retailing is socially and economically significant due to retail sales, employment opportunities, and role as a global industry. The nature of retailing is changing from traditional mom and pop stores to today's technology-driven retailers.
This document summarizes key considerations for retail locations, including:
1) Various location types like freestanding sites, shopping centers, malls, and mixed-use developments each have advantages and disadvantages for retailers.
2) Factors like trade area size, occupancy costs, traffic patterns, and property restrictions influence location choices.
3) A retailer's target market size and density, as well as their product or service uniqueness, shape optimal location and retail strategy.
4) Legal issues like zoning, codes, licensing and signage also impact suitable retail locations.
The document provides an overview of supply chain management (SCM) concepts through a presentation by Seyed Hamid Hashemi Petrudi. It begins with definitions of key SCM terms like supply chain and discusses frameworks for analyzing SCM strategies. It then covers topics like SCM performance measurement using the Supply Chain Operations Reference model, and new trends in SCM such as services SCM, green SCM, and humanitarian SCM. The document aims to introduce fundamental SCM concepts and strategies.
The Industrial Marketing and Purchasing IMP ModelGan Chun Chet
The IMP Model is an interaction model developed in 1982 by the Industrial Marketing and Purchasing Group to analyze 1300 business relationships in Europe. The model examines customer and supplier interactions through four elements: the interaction process between parties, the characteristics of the interacting parties, the business environment, and the atmosphere that develops between parties over time. The interaction process includes product/service exchanges, information exchanges, financial exchanges, and social exchanges. The model provides a framework for understanding long-term business relationships.
This document discusses key considerations for retail location strategy and site selection. It covers different types of shopping centers and malls, as well as other retail location opportunities. Factors like rent, traffic, security and competition are weighed when choosing a location. The document also outlines types of leases commonly used, including percentage leases, fixed-rate leases, and clauses within leases regarding prohibited tenants, retailer exclusivity, and lease termination. Zoning, building codes, signage rules, and licensing are additionally noted as important legal issues to consider for a retail location.
Managing the merchandise and retail marketingSanjay Jana
these are very useful slides related to retail marketing and merchandise management. it helped me a lot in understanding the changing scenario of the consumers from unorganized retailing to organized retailing.
This document provides an introduction to the world of retailing. It defines retailing as business activities that add value to products and services sold to consumers. Retailers are part of the distribution channel between manufacturers and consumers. Retailers add value by providing assortment, breaking bulk, holding inventory, and offering services. Retailing is socially and economically significant due to retail sales, employment opportunities, and role as a global industry. The nature of retailing is changing from traditional mom and pop stores to today's technology-driven retailers.
This document summarizes key considerations for retail locations, including:
1) Various location types like freestanding sites, shopping centers, malls, and mixed-use developments each have advantages and disadvantages for retailers.
2) Factors like trade area size, occupancy costs, traffic patterns, and property restrictions influence location choices.
3) A retailer's target market size and density, as well as their product or service uniqueness, shape optimal location and retail strategy.
4) Legal issues like zoning, codes, licensing and signage also impact suitable retail locations.
The document provides an overview of supply chain management (SCM) concepts through a presentation by Seyed Hamid Hashemi Petrudi. It begins with definitions of key SCM terms like supply chain and discusses frameworks for analyzing SCM strategies. It then covers topics like SCM performance measurement using the Supply Chain Operations Reference model, and new trends in SCM such as services SCM, green SCM, and humanitarian SCM. The document aims to introduce fundamental SCM concepts and strategies.
There are three main types of retail store layouts: grid layout, racetrack layout, and free-form layout. Each layout has advantages and disadvantages for product placement and guiding customer traffic flow. The grid layout provides order and structure but can look busy. The racetrack layout funnels customers around merchandise areas but places popular items in the back. The free-form layout encourages browsing but risks customer confusion and inefficient space use.
6.2)What buying situations do organizational buyers face?114iiminternship
This document discusses different types of business buying situations and their implications for marketing. There are three main types of buying situations: straight rebuy, modified rebuy, and new task. Straight rebuy involves routine reordering from an approved supplier list. Modified rebuy involves wanting to change some aspect of an existing purchase. New task involves purchasing a product or service for the first time. The complexity and time needed for a purchasing decision depends on factors like the cost, risk, and number of people involved. The document also discusses systems buying, where a business buyer prefers to purchase a total solution from one seller, and system selling, where sellers adopt this approach as a marketing strategy.
This document discusses key concepts in logistics, including definitions of logistics, the value added roles of logistics in creating utility, and how logistics interfaces with other business functions like operations and marketing. It also examines techniques for analyzing logistics systems and costs, including how transportation costs, inventory levels, and the number of warehouses impact total logistics costs. Spatial relationships within logistics networks are also addressed.
The document discusses the Supply Chain Operations Reference (SCOR) model. It was developed by the Supply Chain Council (SCC) to help standardize supply chain processes and enable effective communication. The SCOR model provides a framework to analyze supply chain performance, identify best practices, and benchmark against other companies. It covers key supply chain processes like plan, source, make, deliver, and return. The model has four levels that progressively break down processes and defines standard metrics to measure performance. Companies can use SCOR to evaluate their supply chains, improve operations, and align skills/tools with strategies. IKEA uses the SCOR model to gain efficiencies in areas like inventory planning, sourcing, manufacturing, and logistics.
This chapter discusses the key dimensions and perspectives of logistics systems. It explains how logistics has evolved from focusing on physical distribution and materials management to integrated supply chain management. The chapter outlines how effective logistics contributes to economic efficiency on a macro level and interfaces between other business functions like marketing and manufacturing on a micro level. It also analyzes different approaches to evaluating logistics systems and factors that influence logistics costs.
The document discusses supply chain relationships and collaboration. It defines supply chain relationships and different levels of collaboration from arm's-length to cooperation to coordination to true collaboration. True collaboration involves high levels of trust, commitment, information sharing, and joint activities between organizations. The document also examines realities of collaboration, including issues of power dynamics and lack of trust, and concludes that continual attention to relationship building is needed for successful global supply chain management.
- A marketing information system consists of three components: an internal records system, a marketing intelligence system, and a marketing research system.
- An internal records system includes information about the order-to-payment cycle and sales information systems.
- A marketing intelligence system is a set of procedures to obtain everyday information about the marketing environment from sources like publications, customers, and social media.
- A marketing research system allows for the systematic design, collection, analysis, and reporting of data relevant to specific marketing situations.
The document discusses key concepts in logistics and supply chain management. It covers the following main points:
1. The definition of a supply chain and supply chain management, including integrating activities through improved relationships to achieve competitive advantage.
2. Five key supply chain management concepts: differentiating supply chains based on product/customer needs; using decoupling points; postponing customization; reducing lead times; and sharing real-time demand data.
3. The benefits of moving from functional silos to an integrated supply chain approach, including reduced costs, better responsiveness and less inventory.
Module 1 Overview of Logistics Managment.pptxKwekuJnr
Logistics plays a critical role in business by efficiently moving goods from origin to consumption. It impacts many areas and creates value for customers through place and time utility. Viewing logistics as part of an interconnected system is important, as the performance of individual activities affects the whole. Logistics interfaces with multiple functions like marketing, finance, accounting, R&D, and production, and supports economic transactions and sales throughout the supply chain. An efficient logistics system provides competitive advantages around cost and delivery.
Different supply chain strategies exist to meet the varying demands of products and markets. Lean strategies focus on reducing waste and non-value activities to improve efficiency. Agile strategies emphasize flexibility and speed to respond rapidly to changing customer demands. Postponement strategies delay final manufacturing until receipt of a customer order to minimize risks of incorrect inventory. Speculation strategies seek savings through bulk manufacturing and distribution to reduce costs. The key is selecting the strategy best suited to a company's specific product attributes, customer requirements, and market characteristics.
7-Eleven Japan uses a responsive supply chain model to quickly replenish high demand convenience store items. This involves high store density, efficient POS data collection and analysis, and multiple daily deliveries. Risks include cost management and maintaining quality. It aims to closely match supply and demand through rapid replenishments but this is costly and relies on IT systems. Key aspects of its strategy include market dominance for facility location, a total information system, flexible inventory and distribution, and combined deliveries from multiple suppliers to stores during off-peak hours. Distribution centers allow for fresh products and careful sales tracking, though direct delivery is more cost efficient for manufacturers.
This document provides an overview of marketing channels, including definitions, roles, elements of successful channels, functions and flows, and channel levels. It defines a marketing channel as the set of intermediaries involved in the transfer of goods from producer to consumer. The roles of channels include optimizing exchange relationships and generating value through form, place, time and ownership. Elements of successful channels include pooled resources, collective goals, a connected system, and flexibility. Channels perform functions like information flow, promotion, negotiation, ordering, financing, risk taking, and physical distribution. Channels have levels ranging from zero to multiple intermediaries at each level.
EY Real Estate & Facilities Management Outsourcing Poin of View 2016Henrik Jarleskog
EXECUTIVE SUMMARY
Historically, the approach to drive REFM outsourcing has been quite consistent across
industries and organizations. “The classic approach” with competitive sourcing,
transactional business models and transactional contracts has been the most widespread.
However, if you look at the most common pitfalls, there are many inherent flaws in this
approach. It is our experience that yesterday’s best practices will not equal tomorrow’s next
great innovations within value-enabling REFM.
At EY, we believe that the classic way to conduct REFM business is still useful when a
company wants to buy commoditized services at the lowest cost. However, if your objective
is to create strategic results and generate value beyond savings and transformation, the
classic approach falls short.
Your choice of business model is fundamental to achieving your strategic objectives.
Similarly, your choice of sourcing business model strategy is integral to orchestrating the
system that will enable you to achieve strategic objectives. Last but not least, the rules
you choose to follow in the relationship with your business partners are crucial for joint
success.
In this report, we have combined EY’s insights as a leading provider of REFM advisory
services with viewpoints from workplace executives and opinion leaders in outsourcing. We
aim to describe current challenges in the REFM market, the most evident future trends and - last but not least – how to respond to the upcoming changes. In other words, our theme is just as logical as it is exiting.
Best regards,
Henrik Järleskog
The document discusses various aspects of supply chain strategy and design. It describes how supply chain design decisions determine the structure of the supply chain by establishing locations and capacities of facilities, products made at each location, transportation modes, and information systems used. These strategic design decisions must support overall business objectives and are long-term and expensive to change. The document then discusses supply chain planning, which establishes short-term operations policies based on the supply chain configuration, and supply chain operations, which focuses on implementing operating policies over short time horizons with less uncertainty.
The document defines a retail market strategy as identifying a retailer's target market, the format used to satisfy that market, and how to build a sustainable competitive advantage. It identifies key elements as targeting specific market segments, choosing a retail format like a store or e-commerce, and building strong customer and supplier relationships through loyalty, branding and efficient operations. Finally, it outlines a 7-stage strategic planning process for retailers to define their mission, analyze opportunities, evaluate alternatives, set objectives, develop a mix, and evaluate performance.
Market Logistics & Supply Chain Management
Logistics Defined
Scope of Logistics
Logistics and SCM
The Value Chain
Logistics Focus Areas
Factors Which Drive Inventory
ABC Inventory Analysis
The document discusses demand forecasting and push/pull processes in supply chains. It notes that push processes anticipate customer demand while pull processes respond to it. Forecasts will always contain errors that should be measured. Long term forecasts are generally less accurate than short term ones. Aggregate forecasts tend to be more accurate than disaggregate ones due to error reduction. The bullwhip effect causes demand distortion as information moves up a supply chain.
1) Supply chain management involves managing the flow of materials, information, and finances between suppliers and customers. It aims to meet demand profitably through coordination across companies.
2) Traditional views of supply chains focused on transportation, inventory, and administrative costs, which combined accounted for over 10% of GDP in the 1990s. Effective supply chain strategies can save billions by reducing these costs.
3) Supply chain management strategies must fit a company's overall business strategy regarding product development, marketing, and operations to be effective. Strategic fit is achieved by understanding customer needs and matching supply chain capabilities accordingly.
The document discusses the purchasing department and its functions. It notes that the purchasing department is responsible for acquiring necessary materials, minimizing costs, evaluating and approving vendors, tracking orders, and checking invoices. The goal of the purchasing department is to obtain high quality materials at the lowest cost while maintaining good vendor relationships. It also discusses different forms of purchasing departments and the purchasing process.
This presentation discusses distribution channels in supply chain management. It defines distribution channels as the set of organizations involved in making a product available to consumers. The presentation covers traditional distribution functions and how digitalization is impacting distribution. It also discusses the differences between direct and indirect channels, as well as push and pull strategies. Major issues and challenges in distribution channels are also addressed.
The document provides an overview of Islamic banking and First Security Islami Bank Limited (FSIBL) in Bangladesh. It discusses FSIBL's introduction, vision, functions and various banking products and services like savings accounts, fixed deposits, and investment schemes. It then analyzes FSIBL's financial performance over the last five years. Finally, it concludes with a SWOT analysis of FSIBL's strengths, weaknesses, opportunities and threats.
There are three main types of retail store layouts: grid layout, racetrack layout, and free-form layout. Each layout has advantages and disadvantages for product placement and guiding customer traffic flow. The grid layout provides order and structure but can look busy. The racetrack layout funnels customers around merchandise areas but places popular items in the back. The free-form layout encourages browsing but risks customer confusion and inefficient space use.
6.2)What buying situations do organizational buyers face?114iiminternship
This document discusses different types of business buying situations and their implications for marketing. There are three main types of buying situations: straight rebuy, modified rebuy, and new task. Straight rebuy involves routine reordering from an approved supplier list. Modified rebuy involves wanting to change some aspect of an existing purchase. New task involves purchasing a product or service for the first time. The complexity and time needed for a purchasing decision depends on factors like the cost, risk, and number of people involved. The document also discusses systems buying, where a business buyer prefers to purchase a total solution from one seller, and system selling, where sellers adopt this approach as a marketing strategy.
This document discusses key concepts in logistics, including definitions of logistics, the value added roles of logistics in creating utility, and how logistics interfaces with other business functions like operations and marketing. It also examines techniques for analyzing logistics systems and costs, including how transportation costs, inventory levels, and the number of warehouses impact total logistics costs. Spatial relationships within logistics networks are also addressed.
The document discusses the Supply Chain Operations Reference (SCOR) model. It was developed by the Supply Chain Council (SCC) to help standardize supply chain processes and enable effective communication. The SCOR model provides a framework to analyze supply chain performance, identify best practices, and benchmark against other companies. It covers key supply chain processes like plan, source, make, deliver, and return. The model has four levels that progressively break down processes and defines standard metrics to measure performance. Companies can use SCOR to evaluate their supply chains, improve operations, and align skills/tools with strategies. IKEA uses the SCOR model to gain efficiencies in areas like inventory planning, sourcing, manufacturing, and logistics.
This chapter discusses the key dimensions and perspectives of logistics systems. It explains how logistics has evolved from focusing on physical distribution and materials management to integrated supply chain management. The chapter outlines how effective logistics contributes to economic efficiency on a macro level and interfaces between other business functions like marketing and manufacturing on a micro level. It also analyzes different approaches to evaluating logistics systems and factors that influence logistics costs.
The document discusses supply chain relationships and collaboration. It defines supply chain relationships and different levels of collaboration from arm's-length to cooperation to coordination to true collaboration. True collaboration involves high levels of trust, commitment, information sharing, and joint activities between organizations. The document also examines realities of collaboration, including issues of power dynamics and lack of trust, and concludes that continual attention to relationship building is needed for successful global supply chain management.
- A marketing information system consists of three components: an internal records system, a marketing intelligence system, and a marketing research system.
- An internal records system includes information about the order-to-payment cycle and sales information systems.
- A marketing intelligence system is a set of procedures to obtain everyday information about the marketing environment from sources like publications, customers, and social media.
- A marketing research system allows for the systematic design, collection, analysis, and reporting of data relevant to specific marketing situations.
The document discusses key concepts in logistics and supply chain management. It covers the following main points:
1. The definition of a supply chain and supply chain management, including integrating activities through improved relationships to achieve competitive advantage.
2. Five key supply chain management concepts: differentiating supply chains based on product/customer needs; using decoupling points; postponing customization; reducing lead times; and sharing real-time demand data.
3. The benefits of moving from functional silos to an integrated supply chain approach, including reduced costs, better responsiveness and less inventory.
Module 1 Overview of Logistics Managment.pptxKwekuJnr
Logistics plays a critical role in business by efficiently moving goods from origin to consumption. It impacts many areas and creates value for customers through place and time utility. Viewing logistics as part of an interconnected system is important, as the performance of individual activities affects the whole. Logistics interfaces with multiple functions like marketing, finance, accounting, R&D, and production, and supports economic transactions and sales throughout the supply chain. An efficient logistics system provides competitive advantages around cost and delivery.
Different supply chain strategies exist to meet the varying demands of products and markets. Lean strategies focus on reducing waste and non-value activities to improve efficiency. Agile strategies emphasize flexibility and speed to respond rapidly to changing customer demands. Postponement strategies delay final manufacturing until receipt of a customer order to minimize risks of incorrect inventory. Speculation strategies seek savings through bulk manufacturing and distribution to reduce costs. The key is selecting the strategy best suited to a company's specific product attributes, customer requirements, and market characteristics.
7-Eleven Japan uses a responsive supply chain model to quickly replenish high demand convenience store items. This involves high store density, efficient POS data collection and analysis, and multiple daily deliveries. Risks include cost management and maintaining quality. It aims to closely match supply and demand through rapid replenishments but this is costly and relies on IT systems. Key aspects of its strategy include market dominance for facility location, a total information system, flexible inventory and distribution, and combined deliveries from multiple suppliers to stores during off-peak hours. Distribution centers allow for fresh products and careful sales tracking, though direct delivery is more cost efficient for manufacturers.
This document provides an overview of marketing channels, including definitions, roles, elements of successful channels, functions and flows, and channel levels. It defines a marketing channel as the set of intermediaries involved in the transfer of goods from producer to consumer. The roles of channels include optimizing exchange relationships and generating value through form, place, time and ownership. Elements of successful channels include pooled resources, collective goals, a connected system, and flexibility. Channels perform functions like information flow, promotion, negotiation, ordering, financing, risk taking, and physical distribution. Channels have levels ranging from zero to multiple intermediaries at each level.
EY Real Estate & Facilities Management Outsourcing Poin of View 2016Henrik Jarleskog
EXECUTIVE SUMMARY
Historically, the approach to drive REFM outsourcing has been quite consistent across
industries and organizations. “The classic approach” with competitive sourcing,
transactional business models and transactional contracts has been the most widespread.
However, if you look at the most common pitfalls, there are many inherent flaws in this
approach. It is our experience that yesterday’s best practices will not equal tomorrow’s next
great innovations within value-enabling REFM.
At EY, we believe that the classic way to conduct REFM business is still useful when a
company wants to buy commoditized services at the lowest cost. However, if your objective
is to create strategic results and generate value beyond savings and transformation, the
classic approach falls short.
Your choice of business model is fundamental to achieving your strategic objectives.
Similarly, your choice of sourcing business model strategy is integral to orchestrating the
system that will enable you to achieve strategic objectives. Last but not least, the rules
you choose to follow in the relationship with your business partners are crucial for joint
success.
In this report, we have combined EY’s insights as a leading provider of REFM advisory
services with viewpoints from workplace executives and opinion leaders in outsourcing. We
aim to describe current challenges in the REFM market, the most evident future trends and - last but not least – how to respond to the upcoming changes. In other words, our theme is just as logical as it is exiting.
Best regards,
Henrik Järleskog
The document discusses various aspects of supply chain strategy and design. It describes how supply chain design decisions determine the structure of the supply chain by establishing locations and capacities of facilities, products made at each location, transportation modes, and information systems used. These strategic design decisions must support overall business objectives and are long-term and expensive to change. The document then discusses supply chain planning, which establishes short-term operations policies based on the supply chain configuration, and supply chain operations, which focuses on implementing operating policies over short time horizons with less uncertainty.
The document defines a retail market strategy as identifying a retailer's target market, the format used to satisfy that market, and how to build a sustainable competitive advantage. It identifies key elements as targeting specific market segments, choosing a retail format like a store or e-commerce, and building strong customer and supplier relationships through loyalty, branding and efficient operations. Finally, it outlines a 7-stage strategic planning process for retailers to define their mission, analyze opportunities, evaluate alternatives, set objectives, develop a mix, and evaluate performance.
Market Logistics & Supply Chain Management
Logistics Defined
Scope of Logistics
Logistics and SCM
The Value Chain
Logistics Focus Areas
Factors Which Drive Inventory
ABC Inventory Analysis
The document discusses demand forecasting and push/pull processes in supply chains. It notes that push processes anticipate customer demand while pull processes respond to it. Forecasts will always contain errors that should be measured. Long term forecasts are generally less accurate than short term ones. Aggregate forecasts tend to be more accurate than disaggregate ones due to error reduction. The bullwhip effect causes demand distortion as information moves up a supply chain.
1) Supply chain management involves managing the flow of materials, information, and finances between suppliers and customers. It aims to meet demand profitably through coordination across companies.
2) Traditional views of supply chains focused on transportation, inventory, and administrative costs, which combined accounted for over 10% of GDP in the 1990s. Effective supply chain strategies can save billions by reducing these costs.
3) Supply chain management strategies must fit a company's overall business strategy regarding product development, marketing, and operations to be effective. Strategic fit is achieved by understanding customer needs and matching supply chain capabilities accordingly.
The document discusses the purchasing department and its functions. It notes that the purchasing department is responsible for acquiring necessary materials, minimizing costs, evaluating and approving vendors, tracking orders, and checking invoices. The goal of the purchasing department is to obtain high quality materials at the lowest cost while maintaining good vendor relationships. It also discusses different forms of purchasing departments and the purchasing process.
This presentation discusses distribution channels in supply chain management. It defines distribution channels as the set of organizations involved in making a product available to consumers. The presentation covers traditional distribution functions and how digitalization is impacting distribution. It also discusses the differences between direct and indirect channels, as well as push and pull strategies. Major issues and challenges in distribution channels are also addressed.
The document provides an overview of Islamic banking and First Security Islami Bank Limited (FSIBL) in Bangladesh. It discusses FSIBL's introduction, vision, functions and various banking products and services like savings accounts, fixed deposits, and investment schemes. It then analyzes FSIBL's financial performance over the last five years. Finally, it concludes with a SWOT analysis of FSIBL's strengths, weaknesses, opportunities and threats.
Somali resources and government structure Abdinasir Ali
In the late 19th century, Britain and Italy gained control of parts of the Somali coast and established protectorates. In the interior, Somali leader Sayid Mohammed Abdullah Hassan led armed resistance against the British, Italians, and Ethiopians for 20 years from his Dervish state. Some regard Hassan as a pioneer of Somali nationalism for resisting foreign occupation. He was finally defeated in 1920 after several victories over invading forces.
Religion plays a major role in Somali society, as Islam is not just a religion but a way of life that dictates all aspects of individuals and social interactions. Gender interactions differ significantly according to Islamic principles, with physical contact restricted between different genders, who must interact respectfully without touching. Proper dress and modesty is also required in public, with women covering their bodies and hair and tight clothes discouraged.
The document discusses products and services for consumers and businesses globally. It covers topics like cultural adaptation of products, innovative products and their adoption rates, diffusion of innovations, characteristics that influence innovation adoption, and analyzing product components for cultural adaptation. It also discusses global branding, country of origin effects, private labels, and standards like ISO 9000 and total quality management.
classification of industrial and consumer good and channel of distributionashanrajpar
This document discusses distribution channels and classification of industrial and consumer goods. It defines distribution channels as the route by which products move from producer to consumer, whether direct or indirect. Direct channels involve no middlemen, while indirect channels may involve retailers, wholesalers, or agents. Consumer goods are purchased for personal use and are classified as convenience goods, shopping goods, or specialty goods. Industrial goods are used to produce other goods and include raw materials, semi-finished goods, parts, and machinery.
This document provides an overview of industrial marketing. It defines industrial marketing as marketing products and services to business organizations to help them produce goods and services or operate their enterprises more effectively. The key differences between industrial and consumer marketing are discussed. Industrial marketing focuses on satisfying the unique needs of business customers through partnerships between buyers and sellers. Technical aspects tend to be more important in industrial marketing decisions compared to consumer marketing. The goals of industrial marketing include understanding customer needs and helping them achieve their organizational goals through product exchanges and information sharing.
Industrial customers can be classified as OEMs, users, commercial enterprises, public sector units, government customers, institutional customers, and cooperative societies. Industrial products are classified as raw materials, manufactured materials and parts, component parts, subassemblies, capital items, equipment, supplies, and services. Marketing implications depend on the product - direct sales are used for materials and parts to large customers, while distributors are used for smaller customers. Capital items use direct sales and extensive technical interactions. Supplies use distributors, while services use word-of-mouth. Business buyers follow purchasing orientations of buying, procurement, or supply chain management.
Nature, scope and challenges of industrial marketingAbhishek Soni
This document provides an overview of the nature, scope, and challenges of industrial marketing. It discusses key differences between industrial and consumer markets, including that industrial markets have fewer but larger customers, involve business-to-business transactions, and focus on derived demand. The document also outlines different types of industrial customers like commercial enterprises, government organizations, and institutions and how goods are classified for industrial markets.
The document discusses the marketing environment and challenges faced by McDonald's. It describes McDonald's initiatives to address shifting consumer lifestyles by focusing on consistent products and reliable service while also offering upscale options like McCafe. McDonald's introduced healthier options by eliminating supersized items and adding active meal options for adults. The document provides an overview of the internal and external factors in a company's micro and macro marketing environment.
Dwyer and Tanner Business Marketing Chapter 1 and 2Steven Kluber
This document provides an introduction to business marketing. It defines business marketing as marketing products and services to other businesses, government bodies, and institutions. Key differences from consumer marketing include derived demand, more personal buyer-seller relationships, shorter distribution channels, emphasis on personal selling, greater web integration, more customization, and smaller customer bases. The document also discusses business customers, classifying goods, demand, myths about marketing, marketing management and planning, relationship marketing, types of relationships, phases of relationship development, and safeguarding relationships.
Ch 1 and 2 Dwyer and Tanner Business MarketingSteven Kluber
This document provides an introduction to business marketing. It defines business marketing as marketing products and services to other businesses, government bodies, and institutions. Key differences from consumer marketing include derived demand, more personal buyer-seller relationships, shorter distribution channels, emphasis on personal selling, greater web integration, more customization, and smaller customer bases. The document also discusses business customers, classifying goods, demand, myths about marketing, marketing management and planning, relationship marketing, types of relationships, phases of relationship development, and safeguarding relationships.
This document provides an overview of key marketing concepts including definitions of marketing and marketing management. It discusses the marketing concept and various marketing philosophies. It also covers topics such as the marketing environment, market segmentation, strategic planning, and business unit strategic planning. The document is intended as a high-level introduction to marketing management principles and frameworks.
The document discusses the purpose and process of environmental analysis and market research for businesses. It describes analyzing various external factors including demographic, socio-cultural, economic, political, natural, and technological environments. It also covers analyzing industry-specific micro-environment factors such as the market, consumers, competition, and suppliers. The key goals of environmental analysis are to identify opportunities and threats, assess opportunities, and help businesses adapt their strategies accordingly.
The document discusses analyzing a business's environment. It describes scanning the microenvironment, macroenvironment, and internal environment. The microenvironment includes suppliers, customers, and other local stakeholders. The macroenvironment includes political, economic, sociocultural, and technological forces outside a business's control. The internal environment includes internal factors like employees, resources, and structure. Environmental analysis informs strategic planning by identifying opportunities and threats from trends.
1. The document discusses how industries are increasingly global and permeable, with blurred borders between nations, competitors, collaborators, and different industries.
2. Industries can be described in various ways like by the products/services, value, durability, or cyclical usage, but they are all becoming more global in characteristics.
3. The degree of globalization can be examined by factors like the trade ratio, percentage of overseas sales, and classification on a scale from multidomestic to fully global.
Strategic and Inclusive Enterprise Architecture Apr 2011 v 1.1rahmanmokhtar
This document discusses strategic and inclusive enterprise architecture with deployment scenarios for multi-channel, multi-partner physical-digital retail. It emphasizes adopting a consumer-centric model by understanding consumer needs, behaviors, and aligning all elements of the business to create value for consumers. The architecture framework specified includes information on consumers and needs, business strategies and processes, products/services, technology, and governance to ensure the enterprise is focused on sustaining worthwhile engagements with consumers. Human needs theory provides the basis for understanding consumer motivation.
The document discusses strategies for sustainability through a framework called DQE (Design, Quality, Environment). It provides an overview of strategic analysis, including analyzing the external environment, identifying internal resources and capabilities, and formulating strategies based on unique resources that are difficult for competitors to imitate. The DQE approach leads to strategies that combine design, quality and environmental considerations to create competitive advantage and ensure long-term sustainability.
2 Competitive constraints & Drivers, Power and ValuesPhil Goldney
The document discusses key competitive constraints and drivers that impact businesses. It identifies 12 main competitive constraints, including economic activity, government policy, competition, cost pressures, outsourcing, the labor supply, and environmental and ethical issues. It also discusses 4 main drivers that determine business behavior and performance: shareholders, customers, organizational culture, and external forces. Additionally, it examines how power and authority within an organization can determine its behavior and values.
This document provides an overview of industrial marketing and purchasing relationships. Key points include:
1. Industrial markets are characterized by stability, long-lasting relationships between buyers and sellers, and close interactions. Trust and familiarity develop over time through repeated exchanges.
2. Both buyers and sellers are reluctant to change partners due to costs associated with searching for and evaluating new counterparts, costs of adapting products/processes, and loss of accumulated knowledge in the relationship.
3. Relationships are influenced by characteristics of the interacting parties like their size, experience, and individual representatives as well as environmental factors such as market structure and cultural differences. Over time, expectations become institutionalized.
The document discusses how companies can collect marketing information and forecast demand. It describes the components of a marketing information system as including internal company records, marketing intelligence activities, and marketing research. Companies use internal records like sales data as well as marketing intelligence systems to gather external data on trends. The document also discusses factors in the macroenvironment that companies should monitor, such as demographic, economic, sociocultural, technological, and legal trends. It outlines several methods that companies can use to measure and forecast demand, including surveys, sales analysis, and expert opinions.
This document provides an overview of key marketing concepts and factors affecting market decisions. It discusses definitions of market and marketing, outlines the marketing process, and explores factors like understanding customer needs that contributed to Renault Duster's success in India. The document also covers Nokia's failure to understand changing customer tastes. It identifies internal factors like company departments and external factors like demographic, economic, technological, political and cultural forces that influence marketing environment and decisions.
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Abstract
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in the extent of which advertisement and the level of sales volume in selected telecommunication companies in
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collection instruments. The study findings revealed that there was a high level of which advertisement, there was
also high level of sales volume, the extent of advertisement and the level sales volume significantly differed
among telecommunication companies in Mogadishu city is significantly correlated with sales volume from the
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The Impact of Advertisement on Sales: Case Study in Some Selected Telecommuni...Liibaan Sagal
Abstract
This study was set out to establish the extent to which advertisement affects sales volume of selected
telecommunication companies in Mogadishu, Somalia; specifically the study intended to establish the (i) profile
of the respondents, (ii) extent of which advertisement, (iii) level sales volume (iii) whether there is a relationship
in the extent of which advertisement and the level of sales volume in selected telecommunication companies in
Mogadishu, Somalia. The study used a survey design; specifically descriptive correlations and descriptive
comparative; data were collected from 133 respondents using self administered questionnaires as the key data
collection instruments. The study findings revealed that there was a high level of which advertisement, there was
also high level of sales volume, the extent of advertisement and the level sales volume significantly differed
among telecommunication companies in Mogadishu city is significantly correlated with sales volume from the
above findings appropriate conclusion and recommendations include those for further research were made.
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The Industrial Marketing and Purchasing IMP Model
1. Customer and Supplier
Interaction – The Industrial
Marketing and Purchasing
IMP Model
Mr. Abdinasir Ahmed
MBA Finance and Banking (IIUC) , BIT
(Hon) (UNISO).
2. The IMP Model
The Industrial Marketing and Purchasing IMP
Interaction Model
By the Industrial Marketing and Purchasing
Group, Published in 1982
Model developed after analysing 1300
relationships in Europe
3. The IMP Model
Assumed long term relationship
The IMP Model consists of:
1) Interaction Process
2) Interaction Parties
3) Interaction Environment
4) Atmosphere
5. The IMP Model
Interaction Process – The interaction between
two parties, the episodes and events of
exchange that contribute towards
institutionalization or destabilization of the
relationship
Product or Service Exchange – What suppliers
sells to customers and what customer trade the
item(s) with
Information Exchange – Transfer of information,
technical, commercial, soft data, etc
6. The IMP Model
Financial Exchange – Currency exchange and
uncertainty involved over time
Social Exchange – Communication, experience,
culture, etc.
7. The IMP Model
Interaction Parties – The characteristic of the
parties, the participants
Technology – Capability of manufacturing plant
Organization Size, Structure and Strategy – Size
often relate to power. Strategy relates to
emphasis and priorities of an organization
Organization Experience – The number of
exchanges
Individuals – The person involved during the
interaction, salesperson
8. The IMP Model
Interaction Environment – Environmental issues
Market structure
Dynamism
Internationalization – Some uncertainty that will
arise are the difference in language, culture,
political content, etc
Position in the manufacturing channel – The
position of the organization in the supply chain
Social System – Concerns are attitude, trade
regulation, exchange rate
9. The IMP Model
The Atmosphere – the variable that emerges
over time between the interaction parties
Power-Dependency
Co-operation-Conflict
Trust-Opportunism
Understanding-Mutual Expectation
10. Reference
Hakansson, H., “An Interaction Approach”,
International Marketing and Purchasing of
Industrial Goods, John Wiley, New York, 1982,
pp. 10-27.