Channel Management (Fach) / Take Aways (Lektion)
In dieser Lektion befinden sich 9 Karteikarten
Diese Lektion wurde von hannemac erstellt.
- Topic #2: Servive Output Demands End-user's decision about where to purchase and product/service depends not just on what, but how the end-user wants to buy it Elements of how the products/service is bought are called servive outputs General list of service outputs: bulk-breaking spatial convinience waiting time variety and assortment customer service, information provision For final purchase decision, end-users make trade-offs amaong different combinations of products attributes, price & service outputs offered by sellers Segmenting the market by service output demands is a useful tool for channel design because the resulting groups of end-users are similar in terms of the channel that serves their needs Cost, competition, ease of entry & compensatory service ouput provision factors can mitigate need to excel in providing service outputs to target market Ultimate purpose of service output demand analysis is to assess segment attractiveness, target a subset of the identified segments & customize the marketing channel system solution used to sell to each target segment
- Topic #3: Channel Flows Channel members engage in productive activity. These activities are called channel flows Every channel flow not only yields valued service output but is also associated with a cost The generic channel flows are: physical possession ownership promotion negotiation financing risking ordering payment The efficiency template describes: The type and amount of work, done by each channel member The importance of each flow to the specific service output The associated share of profit that each channel member shoult reach End users are also channel members and therefore may bear cost (which then requires compensatioin) A zero-based channel design is one, that meets the target market segment demands for service outputs at a minimum cost of performing the required channel flows. The purpose is to compare this to the current channel's efficiency template The Equity Principle states that the actual compensation in the channel system should reflect the normative profit share for each member
- Topic #4: Channel Structures Selective distribution is a strategic choice not to be confused with the inability to attract channel members to carry the brand Manufacturers tend to think that more coverage is always better. Conflict is, therefore, inherent because channel members prefer the manufacturer to offer less coverage A more effective (and often cheaper) way to influence the channel is to limit one's coverage. This raises the manufacturer's dependence upon it's resellers because each becomes more important. But in return, the manufacturer can reassure channel members that it will not be opportunistic The decision to be selective is influenced by The nature of the product category The marketing strategy of the brand The size of the target market The manufacturer can use limited distribution to induce the channel member to make concession of its own, such as limiting brand assortment Manufacturers can use the incentive of selecitve distribution to attract only the best resellers matching a particular customer profile.Manufaturers may also use this to exercise greater influence over how channel members market their brands and save costs by serving a smaller but more attracive amount base The same arguments apply in reverse to a downstream channel member: Representing fewer brands can increase leverage over a manufacturer while reducing costs
- Topic #5: Gap Analysis Zero based channel: meets service output demands at minimum cost of flows If system is not zero based then demend side gaps supply side gaps both Channel gaps arise due to environmental bounds (umfeldbedingte Grenzen) managerial bounds (unternehmerische Grenzen) Channel Gaps (Demand Side) SOS > SOD (inefficient) SOS < SOS (ineffective) Channel Gaps (Supply Side) Total costs of providing channel flows is too high Gap analysis template provide tool to codify knowledge about supply and demand side gaps
- Topic #6: Channel Power Power is the ability to alter another organizations behavior. It's a tool, neither good or bad Power is a critical feature of the functioning of marketing channels Channel members must invest overtime to build power. Power should be used strategically Power of A over B is equal to the dependence of B on A=> Dependence = utility * scarcity Power is derived from five sources: reward coercive expert legitiamte referent Power rarely exists one-sided. If so, relationships are open for exploitation Still, imbalanced relationships (with respect to power) may function quite well. That depends on the more powerful party's fairness Balanced, powerful relationships generate the most value (win-win) Latent power is translated into influence via communication: promise threat legalistic request information exchange recommendation
- Topic #7: Channel Conflict Conflict is often a neccessary stage on the way to adapting to environmental changes (Although it is often charged negatively). Thus, conflict shouldn't be judged automatically as a state to be eleminated. Instead, conflict should be monitored and then managed. Types of conflictLatent conflict, perceived conflict, felt conflict, manifest conflict Measuring channel conflictNumber of issues, importance of issues, frequency of disargreement, intensity of dispute Conflict is a staple in marketing channels because of:Competing goals, perceptual differences, expectational differences, communication difficulties, clashes over domains, cultural differences Dysfunctional conflict damages the relationship between channel members and the performance - functional conflict motivaties channel members to improve performance and to release old habits and assumptions Conflict can be resolved via following strategies: Institutionalized machanisms Incentives Conflict-resolution grid
- Topic #8: Vertical Integration Nature of vertical integration: scope of the firm Historical development Reasons to vertically integrat Strategic considerations => by and large competitor-focussed Transaction cost theory Specialized assets required (specificity) Frequent exchange Degree of uncertainty around exchange Opportunism Governance as a continuum Contemporary VI strategies (by and large customer-focussed) Value migration (downstream) Commoditization of products Customers demand integrated solutions Get end customer access
- Topic #9: Multichannel Management company perspective to generate more sales to generate more appropriate service customer perspective customer service => call center different channels perfom service output differently more convenience demanded (e.g. spatial, time) competitor perspective force to follow customer demands MC has become a default option for companies Drivers of channel choise individuall differences service output situational factors marketing Type of products search good experience good credence good getting information and purchasing may process over different channels Customer Decision-Making Process Search (alternatives) Evaluate (alternatives) Transact
- Topic #10: Retailing Very large and dynmic activity in world economies Direct application of most channel issues Key domains Reailing strategy Strategy implemention and marketing mix Future questions/challanges