Adv Topic Mrkting 9-9

8/9/2019 Adv Topic Mrkting 9-9

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VVMARKETING STRATEGY:MARKETING STRATEGY:

CHANNELS OF DISTRIBUTIONCHANNELS OF DISTRIBUTION

Growing Importance of Marketing ChannelsGrowing Importance of Marketing Channels

Strategic Channel ManagementStrategic Channel Management

Marketing Channels and Sustainable CompetitiveMarketing Channels and Sustainable Competitive

AdvantageAdvantageSupply Chain ManagementSupply Chain Management

Strategic Alliances, Partnerships, and NetworksStrategic Alliances, Partnerships, and Networks

The Internet and Electronic Marketing ChannelsThe Internet and Electronic Marketing Channels

Trends in Marketing ChannelsTrends in Marketing Channels


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What is differentWhat is different

about the Marketingabout the MarketingMixMix model as wemodel as we

close the 1990s andclose the 1990s and

move into the nextmove into the nextmillennium?millennium?


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Over the past three decades, theOver the past three decades, the

overwhelming emphasis in theoverwhelming emphasis in theMarketing Mix has been on:Marketing Mix has been on:

Product StrategyProduct Strategy withwithPricing StrategyPricing Strategyandand Promotional StrategyPromotional Strategy

also being stressed.also being stressed.

BUT


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(Place); the fourth P in the(Place); the fourth P in theMarketing Mix hasMarketing Mix has

been largely neglectedbeen largely neglected

But this is changing....But this is changing....

Marketing Channel StrategyMarketing Channel Strategy


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Marketing Channel Strategy isMarketing Channel Strategy isGrowing in Importance.Growing in Importance.

Why?Why?

1)1) Search for sustainable competitiveSearch for sustainable competitiveadvantageadvantage

2)2) Growing power of retailers in marketingGrowing power of retailers in marketingchannelschannels

3)3) The need to reduce distribution costsThe need to reduce distribution costs

4)4) The increased role and power of technologyThe increased role and power of technology

5)5) The new stress on growthThe new stress on growth

Five ReasonsFive Reasons


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IIThe Search for SustainableThe Search for Sustainable

Competitive AdvantageCompetitive Advantage


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Sustainable CompetitiveSustainable Competitive

Advantage:Advantage:

A competitive advantage thatA competitive advantage thatcannot be quickly and easilycannot be quickly and easilycopied by competitorscopied by competitors


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A sustainable competitiveA sustainable competitiveadvantage is becoming moreadvantage is becoming more

difficult to attain through:difficult to attain through:

Product StrategyProduct Strategy -- rapid technology transferrapid technology transfer

enables competitors to quickly produceenables competitors to quickly producesimilar productssimilar products

Pricing StrategyPricing Strategy -- global economy allowsglobal economy allowscompetitors to find low cost production tocompetitors to find low cost production to

match pricesmatch pricesPromotion StrategyPromotion Strategy -- high cost, clutter, andhigh cost, clutter, andshort life promotional campaigns limitshort life promotional campaigns limitcompetitive advantagecompetitive advantage


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Competitive AdvantageCompetitive Advantage

Based on:Based on:

Superior marketing channelSuperior marketing channelstrategy is more difficult forstrategy is more difficult forcompetitors to copy because:competitors to copy because:


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Channel StrategyChannel Strategy

Channel strategy is long termChannel strategy is long term

Requires a channel structureRequires a channel structure

Depends on relationships and peopleDepends on relationships and people

Requires effective interorganizationalRequires effective interorganizationalmanagementmanagement


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IIII

Growing Power of RetailersGrowing Power of Retailersin Marketing Channelsin Marketing ChannelsRetailersRetailers


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Retailers....Retailers....

Are growing largerAre growing larger

Enjoy substantial channel powerEnjoy substantial channel power

Act as buying agents for customers ratherAct as buying agents for customers rather

than selling agents for suppliersthan selling agents for suppliersOften operate on low price / low margin modelOften operate on low price / low margin model

Operate in saturated markets and fight forOperate in saturated markets and fight formarket sharemarket share


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Retailers AreRetailers AreGrowing LargerGrowing Larger


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77.6% 22.4%

Top 50

Rest

Concentration of Sales Among theConcentration of Sales Among the

Top 50 Retail FirmsTop 50 Retail Firms


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Kinds of Retailers Where Largest FourKinds of Retailers Where Largest FourFirms Account for At Least 50% of TotalFirms Account for At Least 50% of Total

SalesSales

69%

31%

56%

44%

79%

21%

55%

45%

58%

42%Four

LargestFirms

All Other

Firms64%

36%

ConventionalConventional

Department StoresDepartment Stores

DiscountDiscount

MassMerchandisersMassMerchandisers

Variety StoresVariety Stores

Misc. GeneralMisc. General

MerchandisersMerchandisersAthletic FootwearAthletic Footwear Toy StoresToy Stores


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62.8

7.01.8 1.6

83.5

14.615.613.1

$10,000,000

or more

$5,000,000 to

$9,999,999

$1,000,000 to

$4,999,999

Less than

$1,000,000

Salesasa percentage ofthe

total

Firmsasa percentage of

thetotal

Percentage Distribution ofRetail Firmsand SalesPercentage Distribution ofRetail Firmsand Sales

by Size of Firmsby Size of Firms


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Retailer

Enjoy SubstantialEnjoy SubstantialChannel PowerChannel Power


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Retailers act as buying agentsRetailers act as buying agentsfor customers rather than asfor customers rather than as

sellin

g agen

ts for suppli

erssellin

g agen

ts for suppli

ers


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Retailers often operateRetailers often operateonlowonlow

price / low marginprice / low marginmodelmodel


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Retailers operate inRetailers operate insaturated markets andsaturated markets and

fight for market sharefight for market share


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Power or Dominant Retailers arePower or Dominant Retailers aretherefore the therefore the GatekeepersGatekeepers into into

the Consumer Marketplacethe Consumer Marketplace

Thus, Effective Channel StrategyThus, Effective Channel Strategyfor Dealing withfor Dealing with

Power Retailers is CrucialPower Retailers is Crucial


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IIIIII

The Need to ReduceThe Need to ReduceDistribution CostsDistribution Costs

DistributionDistribution

CostsCosts


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Distribution costs oftenDistribution costs often

account for a significantaccount for a significantpercentage of the final price ofpercentage of the final price of

productsproducts

Sometimes distribution costsSometimes distribution costs

areare higherhigherthan the manufacturingthan the manufacturingcost or the costs of rawcost or the costs of raw

materials and component partsmaterials and component parts


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Some Examples...Some Examples...

15%15%

40%40%

45%45%

25%25%

65%65%

10%10%

28%28%

19%19%

53%53%

30%30%

30%30%

40%40%

41%41%

33%33%

26%26%

AUTOSSOFT-WARE GAS

FAXMACHINES

PACKAGEDFOODS

DISTRIBUTION

MANUFACTURING

RAWMATERIAL &

COMPONENTS


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While terms such as While terms such as restructuringrestructuring,,flattening out, flattening out, downsizingdownsizing, and, andrightsizingrightsizing have usually been have usually been

mentioned in the context ofmentioned in the context ofcorporate organizations, they alsocorporate organizations, they alsoapply to marketing channels.apply to marketing channels.

the latest term....the latest term....

DisintermediationDisintermediation


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IVIV

Increasing Role andIncreasing Role andUsefulness ofUsefulness of

TechnologyTechnology


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Technology has the power toTechnology has the power to

greatly enhance thegreatly enhance theeffectiveness and efficiency ofeffectiveness and efficiency ofmarketing channels and couldmarketing channels and could

potentially change the entirepotentially change the entirestructure of distribution aroundstructure of distribution aroundthe world.the world.


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Firms that make effective useFirms that make effective useof these technologies in theirof these technologies in theirchannel strategy can gain achannel strategy can gain a

substantialsubstantial competitivecompetitiveadvantageadvantage

CompetitionCompetition


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VV

The New Stress onThe New Stress onGrowth StrategyGrowth Strategy


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In American Business Circles GrowthIn American Business Circles Growthhas Overtaken Restructuring as thehas Overtaken Restructuring as the

#1 Buzzword#1 Buzzword

OutOutReengineeringReengineeringRestructuringRestructuring

DownsizingDownsizingFlatFlat

OrganizationsOrganizations

Lean and MeanLean and Mean

InInGrowthGrowthExpansionExpansion

New MarketsNew MarketsMarket ShareMarket Share


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QUESTIONQUESTION

In a slow growth economyIn a slow growth economy(1.5% to 2.5%), how can an(1.5% to 2.5%), how can an

individual company sellingindividual company sellingmature products in maturemature products in mature

markets grow?markets grow?


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ANSWERANSWER

TranslationTranslation

By getting channel membersto focus onBy getting channel membersto focus onyour productsto a greaterextentthan youryour productsto a greaterextentthan your

competitors,you gain marketshareandcompetitors,you gain marketshareand

growthgrowth

Share of Mind = Share of MarketShare of Mind = Share of Market


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SummarySummary

Search For competitiveSearch For competitiveadvantageadvantage

Growing size and power ofGrowing size and power ofretailersretailers

Need to reduce distributionNeed to reduce distributioncostscosts

Power and potential ofPower and potential oftechnologytechnology

Stress on growth instead ofStress on growth instead ofdownsizingdownsizing


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Bottom LineBottom Line

Marketing ChannelMarketing Channel

Strategy Has BecomeStrategy Has BecomeCritically Important ForCritically Important ForMost BusinessesMost Businesses


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Strategy inStrategy in

Marketing ChannelsMarketing Channels


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Channel StrategyChannel Strategy

The broad principles by which aThe broad principles by which afirm expects to achieve itsfirm expects to achieve its

distribution objectives fordistribution objectives forsatisfying its customerssatisfying its customers


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Basic Strategic QuestionsBasic Strategic Questions

1)1) What role should distribution play in the firmsWhat role should distribution play in the firmsoverall objectives and strategies?overall objectives and strategies?

2)2) What role should distribution play in theWhat role should distribution play in the

marketing mix?marketing mix?3)3) How should the firms marketing channels beHow should the firms marketing channels be

designed to achieve its distribution objectives?designed to achieve its distribution objectives?

4)4) What kinds of channel members should beWhat kinds of channel members should be

selected to meet the firms distribution objectives?selected to meet the firms distribution objectives?5)5) How can the marketing channel be managed toHow can the marketing channel be managed to

implement the firms channel design effectivelyimplement the firms channel design effectivelyand efficiently on a continuing basis?and efficiently on a continuing basis?


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The relationship between customerThe relationship between customer

satisfaction and the companys marketingsatisfaction and the companys marketingmix can be represented as:mix can be represented as:

where:where:

CCss= degree of customer satisfaction= degree of customer satisfaction

PP11= product strategy= product strategyPP22= pricing strategy= pricing strategy

PP33= promotional strategy= promotional strategy

PP44= place (channel strategy)= place (channel strategy)

Cs = f (P1, P2, P3, P4)Cs = f (P1, P2, P3, P4)


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Distribution channel strategy shouldDistribution channel strategy shouldreceive especially heavy emphasis if onereceive especially heavy emphasis if one

or more of the following conditionsor more of the following conditionsprevails:prevails:

Distribution appears to be the most relevantDistribution appears to be the most relevantvariable for satisfying customersvariable for satisfying customers

Parity exists among competitors in the otherParity exists among competitors in the otherthree marketing mix variablesthree marketing mix variables

High degree of vulnerability exists because ofHigh degree of vulnerability exists because ofcompetitors neglect of distributioncompetitors neglect of distribution

Distribution channel strategy can fosterDistribution channel strategy can foster

synergiessynergies


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Classic Marketing ChannelClassic Marketing ChannelStrategies Still Relevant TodayStrategies Still Relevant Today

Dual DistributionDual Distribution

Exclusive DealingExclusive Dealing

FullFull--Line ForcingLine Forcing

Price DifferentiationPrice Differentiation Price MaintenancePrice Maintenance

Refusal to DealRefusal to Deal

Resale RestrictionsResale Restrictions

Tying AgreementsTying Agreements


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The Most Basic Questions inThe Most Basic Questions inthe Design of Marketingthe Design of Marketing

ChannelsChannelsWhen do customers buy?When do customers buy?

Where do customers buy?

Where do customers buy?How do customers buy?How do customers buy?

Who buys?Who buys?

Who makes the actual purchase?

Who makes the actual purchase?Who uses the product?Who uses the product?

Who takes part in the buying decision?Who takes part in the buying decision?


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Supply ChainSupply ChainManagementManagement


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Is this just another buzzword forIs this just another buzzword forlogisticslogistics -- getting the rightgetting the right

product in the right quantity, atproduct in the right quantity, atthe right time and right place?the right time and right place?

ORORIs there something moreIs there something moresubstantive to this term?substantive to this term?

QUESTIONQUESTION


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ANSWERANSWER

Supply Chain Management takesSupply Chain Management takesa broader perspective bya broader perspective by

viewing logistics as an integralviewing logistics as an integralpart of the marketing channelpart of the marketing channel

relationshiprelationship

ThereThere ISIS something more thansomething more thansemantics here:semantics here:


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Supply Chain Management CanSupply Chain Management CanTherefore be Defined as:Therefore be Defined as:

A longA long--term partnership amongterm partnership amongmarketing channel participants aimedmarketing channel participants aimed

at reducing inefficiencies, costs, andat reducing inefficiencies, costs, andredundancies in the logistical systemredundancies in the logistical systemin order to provide high levels ofin order to provide high levels of

customer servicecustomer service


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Factor

InventoryManagementInventoryManagement

Total Cost ApproachTotal Cost Approach

Time HorizonTime Horizon

Information Sharing andInformation Sharing and

MonitoringMonitoring

JointPlanningJointPlanning

Compatibility of CorporateCompatibility of Corporate

PhilosophiesPhilosophies

ChannelLeadershipChannelLeadership

Sharing ofRisksandSharing ofRisksand

RewardsRewards

Inventory FlowInventory Flow

Traditional

Logistics SystemLogistics System

Independent EffortIndependent Effort

Minimize Firm CostsMinimize Firm Costs

ShortShort--TermTerm

Limited to Needs ofLimited to Needs of

CurrentTransactionCurrentTransaction

Transaction BasedTransaction Based

NotRelevantNotRelevant

Not NeededNot Needed

Each ChannelMemberEach ChannelMember

on Their Ownon Their Own

WarehouseMentalityWarehouseMentality

Storage Safety StocksStorage Safety Stocks

Supply Chain Mgmt. System

Joint Effortto ReduceJoint Effortto Reduce

ChannelInventoriesChannelInventories

ChannelChannel--Wide Cost EfficienciesWide Cost Efficiencies

LongLong--TermTerm

Continuous EfforttoContinuous Effortto

Gatherand MonitorGatherand Monitor

OngoingOngoing

Important forMajorInitiativesImportant forMajorInitiatives

Required forRequired for

Coordination and FocusCoordination and Focus

Risksand Rewards SharedRisksand Rewards Shared

overLongoverLong--rangerange

Distribution CenterDistribution Center

OrientationOrientation--JIT, QuickJIT, Quick

Response, Cross DockingResponse, Cross Docking

ContrastsBetween aTraditionalLogistics System andContrastsBetween aTraditionalLogistics System and

Supply Chain Based SystemSupply Chain Based System

ommon ssues n upp y a nommon ssues n upp y a n


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ommon ssues n upp y a nommon ssues n upp y a nManagementManagement

1)1) Order Processing TimeOrder Processing Time2)2) Order Assembly TimeOrder Assembly Time

3)3) Delivery TimeDelivery Time

4)4) Inventory ReliabilityInventory Reliability

5)5) Order Size ConstraintsOrder Size Constraints

6)6) Consolidation StipulationConsolidation Stipulation7)7) Consistency of DeliveryConsistency of Delivery

8)8) Frequency of Sales VisitsFrequency of Sales Visits

9)9) Ordering ConvenienceOrdering Convenience

10)10) Order Progress InformationOrder Progress Information

11)11) Inventory Backup DuringInventory Backup DuringPromotionPromotion

12)12) Invoice FormatsInvoice Formats

13)13) Physical Condition of GoodsPhysical Condition of Goods

14)14) Claims ResponseClaims Response15) Billing Procedures15) Billing Procedures

16) Average Order Cycle Time16) Average Order Cycle Time

17) Order Cycle Time Variability17) Order Cycle Time Variability

18) Rush Service18) Rush Service

19) Product Availability19) Product Availability

20) Competent Technical Reps20) Competent Technical Reps

21) Equipment Demonstrations21) Equipment Demonstrations

22) Availability of Literature22) Availability of Literature

23) Accuracy in Filling Orders23) Accuracy in Filling Orders24) Terms of Sale24) Terms of Sale

25) Protective Packaging25) Protective Packaging

26) Degree of Cooperation26) Degree of Cooperation


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The Internet andThe Internet and

Electronic DistributionElectronic Distribution


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Some Predictions....Some Predictions....

By the year 2000, sales via ITV and PCBy the year 2000, sales via ITV and PCwill reach $300 billionwill reach $300 billion

--Discount Store News (1995)Discount Store News (1995)

Within 10 years, consumers will purchaseWithin 10 years, consumers will purchase20% of their groceries via in20% of their groceries via in --househouseelectronic commerceelectronic commerce

--Arthur AndersenArthur Andersen

Within 20 years 55% of all retailWithin 20 years 55% of all retailtransactions will be done on interactivetransactions will be done on interactivesystems.systems.

--Kurt Salmon AssociatesKurt Salmon Associates--


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Some Current Facts andSome Current Facts andFiguresFigures

Total U.S. Retail Sales = $2.1 trillionTotal U.S. Retail Sales = $2.1 trillion

Catalog, T.V., Mail Order = $60 billionCatalog, T.V., Mail Order = $60 billion

(2.8%)(2.8%)T.V. Home Shopping (QVC; HSN) = $3 billionT.V. Home Shopping (QVC; HSN) = $3 billion(0.14%)(0.14%)

Internet Shopping = $2.0 billion (> 1%)Internet Shopping = $2.0 billion (> 1%)


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Electronic Home ShoppingElectronic Home Shopping--

Customer PerspectivesCustomer PerspectivesAdvantagesAdvantages

Global access toGlobal access to

multitude of productsmultitude of productsand timesand times

Speed relative toSpeed relative tophysical shoppingphysical shopping

Information andInformation andscreening enhancedscreening enhanced

Lower costs in long runLower costs in long run

DisadvantagesDisadvantages

Delayed gratificationDelayed gratification

No real product contactNo real product contact

No shoppingNo shoppingatmosphereatmosphere

Personal and socialPersonal and socialmotives for shoppingmotives for shoppingnot satisfiednot satisfied


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Personal MotivesPersonal Motivesfor Shoppingfor Shopping

Role playingRole playing

DiversionDiversion

SelfSelf--gratificationgratification Learning aboutLearning about

new trendsnew trends

Physical activityPhysical activity SensorySensory

stimulationstimulation

Social Motives forSocial Motives forShoppingShopping

SocialSocialexpressionexpressionoutside theoutside the

homehome CommunicationCommunication

with otherswith others

holding similarholding similarinterestsinterests

Peer groupPeer group


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Strategic Alliances andStrategic Alliances and

Partnerships in MarketingPartnerships in MarketingChannelsChannels

D fi itiD fi iti


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Definition:Definition:

Continuing and mutually supportiveContinuing and mutually supportive

relationship between therelationship between themanufacturer and its channelmanufacturer and its channel

members in an effort to provide amembers in an effort to provide a

more highly motivated team,more highly motivated team,network, and alliance of channelnetwork, and alliance of channel

partnerspartners


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Thus, partnerships or strategicThus, partnerships or strategicalliances go well beyond the adalliances go well beyond the ad--

hoc, onhoc, on--again / offagain / off--againagaininteractions typical of traditionalinteractions typical of traditional

relationships among channelrelationships among channel

membersmembers

Traditional usTraditional us--againstagainst--themthemmentality is replaced with amentality is replaced with a

new cooperative perception ofnew cooperative perception ofus in an effective channelus in an effective channel

partnership or strategic alliancepartnership or strategic alliance

Requirements for PartnershipsRequirements for Partnerships


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Requirements for PartnershipsRequirements for Partnershipsor Strategic Alliances inor Strategic Alliances in

Marketing ChannelsMarketing Channels

1)1) Recognition of interdependence of channelRecognition of interdependence of channelmembersmembers

2)2) Close cooperation between channel membersClose cooperation between channel members

3)3) Careful specification of roles, rights, andCareful specification of roles, rights, andresponsibilities in the relationshipresponsibilities in the relationship

4)4) Coordinated effort focused on common goalsCoordinated effort focused on common goals5)5) Good communications and trust betweenGood communications and trust between

channel memberschannel members


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Relationship MarketingRelationship Marketing

via the Marketingvia the MarketingChannelChannel


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Relationship MarketingRelationship Marketing

Because of the importance of channelsBecause of the importance of channels

of distribution, building goodof distribution, building goodrelationships in the marketing channelrelationships in the marketing channel

is key to successful relationshipis key to successful relationshipmarketingmarketing

The practice of building longThe practice of building long--termtermrelations with key partiesrelations with key parties -- customers,customers,

suppliers, distributorssuppliers, distributors-- in order to retainin order to retain

their longtheir long--term preference and businessterm preference and business

Building Relationships withBuilding Relationships with


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Building Relationships withBuilding Relationships withChannel MembersChannel Members

Find out the needs and problems of channelFind out the needs and problems of channelmembersmembers

informal information system (grapevine)informal information system (grapevine)

--research studies of channel membersresearch studies of channel members--research studies by outside partiesresearch studies by outside parties

--marketing channel auditmarketing channel audit

--distributor advisory councilsdistributor advisory councils

B ildi R l i hi i hB ildi R l i hi i h


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Building Relationships withBuilding Relationships withChannel Members (Contd)Channel Members (Contd)

Offer support to channel members that isOffer support to channel members that isconsistent with Their Needs and Helps Solveconsistent with Their Needs and Helps Solvetheir Problemstheir Problems

cooperative arrangementscooperative arrangementspartnerships and strategic alliancespartnerships and strategic alliances

distribution programmingdistribution programming

Provide leadership to motivate channelProvide leadership to motivate channel

membersmembersuse power effectivelyuse power effectively

recognize causes of conflictrecognize causes of conflict

resolve conflictsresolve conflicts

Bases of Power in theBases of Power in the


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Bases of Power in theBases of Power in theMarketing ChannelMarketing Channel

Reward PowerReward Power

Coercive PowerCoercive Power

Legitimate PowerLegitimate Power Referent PowerReferent Power

Expert PowerExpert Power

Effective channel management dependsEffective channel management depends

on howwellthese powerbasesareon howwellthese powerbasesare

combined and usedcombined and used

C f M k tiC f M k ti


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Causes of MarketingCauses of MarketingChannel ConflictChannel Conflict

Role IncongruitiesRole Incongruities

Resource ScarcitiesResource Scarcities

Perceptual DivergencesPerceptual Divergences

Expectational DifferencesExpectational Differences

Decision Domain DisagreementsDecision Domain Disagreements

Goal IncompatibilitiesGoal Incompatibilities

Communication DifficultiesCommunication Difficulties

Ten Trends in MarketingTen Trends in Marketing


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Ten Trends in MarketingTen Trends in MarketingChannels as We Move intoChannels as We Move into

the Next Millenniumthe Next Millennium

1)1) Growing emphasis on marketing channelGrowing emphasis on marketing channelstrategystrategy

2)2) More and more stress on technologyMore and more stress on technology

3)3) Focus on efficiency and reducing distributionFocus on efficiency and reducing distributioncostscosts

4)4) Shortening and flattening of distributionShortening and flattening of distributionchannels (disintermediation)channels (disintermediation)

5)5) Development of new types of intermediariesDevelopment of new types of intermediariesin channels (reintermediation)in channels (reintermediation)

T d C ti dT d C ti d


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Trends Continued...Trends Continued...

6)6) Continued growth in partnerships andContinued growth in partnerships andalliances (relationship marketing)alliances (relationship marketing)

7)7) Increasing power for retailers andIncreasing power for retailers and

wholesalers (gatekeepers)wholesalers (gatekeepers)

8)8) Mergers and acquisitions to gainMergers and acquisitions to gaindistribution cloutdistribution clout

9)9) Flexible and focused distribution to matchFlexible and focused distribution to matchmicro, niche, and database marketingmicro, niche, and database marketing

10)10)Attention to the behavioral dimensions ofAttention to the behavioral dimensions ofdistribution to augment technologydistribution to augment technology

Adv Topic Mrkting 9-9

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