Sales+ +Distribution+Management

8/6/2019 Sales+ +Distribution+Management

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Sales & DistributionSales & Distribution

Management Management

Sales Management & the BusinessSales Management & the Business

EnterpriseEnterprise



Sales Management Sales Management

Objectives of sales management Objectives of sales management

Sales management and financial resultsSales management and financial results

Organization and CoordinationOrganization and Coordination

Planning and coordinationPlanning and coordination Coordination with other elements in theCoordination with other elements in themarketing programmarketing program



Coordination with the distributive networkCoordination with the distributive network

Gaining product distributionGaining product distribution

Obtaining dealer identificationObtaining dealer identification Reconciling business goalsReconciling business goals

Sharing promotional risksSharing promotional risks

Coordination &implementation of overallCoordination &implementation of overall

marketing strategymarketing strategy Sales management and controlSales management and control

Setting quantitative performance standardsSetting quantitative performance standards



Gathering & processing data on actual performanceGathering & processing data on actual performance

Evaluating performanceEvaluating performance

Action to correct controllable variation Action to correct controllable variation

Adjusting for uncontrollable variation Adjusting for uncontrollable variation

Sales controlSales control informal & formalinformal & formal

Informal controlInformal control

Formal control & written sales policiesFormal control & written sales policies

Policy formulation & reviewPolicy formulation & review

Formal control over sales volumeFormal control over sales volume

Budgetary controlBudgetary control

Sales control & organizationSales control & organization



Sales management, Personal sellingSales management, Personal selling

&salesmanship&salesmanship BuyerBuyer--seller dyadsseller dyads Diversity of personalDiversity of personal--selling situationsselling situations

Group A (service selling)Group A (service selling) Group B (developmental selling)Group B (developmental selling) Group C (basically developmental selling, but Group C (basically developmental selling, but

requiring unusual creativity).requiring unusual creativity).

Theories of sellingTheories of selling

AID AS theory of selling AID AS theory of selling Securing attentionSecuring attention Gaining interest Gaining interest



K indling desireK indling desire

Inducing actionsInducing actions

Building satisfactionBuilding satisfaction

Right set of circumstances theory of Right set of circumstances theory of sellingselling

Buying formula theory of selling Buying formula theory of selling Behavioral equation theory Behavioral equation theory

BuyerBuyer--seller dyad & reinforcement seller dyad & reinforcement



Salespersons influence processSalespersons influence process

Salespersons role in reducing buyer dissonanceSalespersons role in reducing buyer dissonance

ProspectingProspecting

Formulating prospect definitionsFormulating prospect definitions

Searching out potential accountsSearching out potential accounts

Qualifying prospects & determining probableQualifying prospects & determining probablerequirementsrequirements

Relating company products to each prospectsRelating company products to each prospectsrequirementsrequirements



Sales resistanceSales resistance

Obstacles to salesObstacles to sales

Sales objectionsSales objections

Closing salesClosing sales



Setting PersonalSetting Personal SellingSelling

ObjectivesObjectives ObjectivesObjectives

Market potential, Sales potential & SalesMarket potential, Sales potential & Salesforecast forecast

Market identification, market motivationMarket identification, market motivationand analysis of market potentialand analysis of market potential

Market indexesMarket indexes

Sales potential and sales forecastingSales potential and sales forecasting

Sales forecasting methodsSales forecasting methods



Jury of executive opinionJury of executive opinion

The Delphi techniqueThe Delphi technique

Poll of sales force opinionPoll of sales force opinion

Projection of past salesProjection of past sales

TimeTime--series analysisseries analysis

Exponential smoothingExponential smoothing Evaluation of past sales projectionEvaluation of past sales projection

methodsmethods



Survey of customers buying plansSurvey of customers buying plans

Regression analysisRegression analysis

Evaluation of regression analysis for salesEvaluation of regression analysis for salesforecastingforecasting

Econometric model building & simulationEconometric model building & simulation

Converting industry forecast to company salesConverting industry forecast to company salesforecast forecast

Derivation of a sales volume objectiveDerivation of a sales volume objective

Evaluation of forecastsEvaluation of forecasts



Sales related marketing policiesSales related marketing policies

Relation to product objectivesRelation to product objectives

Product line policiesProduct line policies

Changes in product offeringsChanges in product offerings

Reappraising the product line & lineReappraising the product line & linesimplificationsimplification

Reappraising the product line & lineReappraising the product line & linediversificationdiversification

Ideas for new productsIdeas for new products



Appraisal of proposed new products Appraisal of proposed new products

Product design policyProduct design policy

Product quality and service policyProduct quality and service policy Guarantee policyGuarantee policy

Distribution policiesDistribution policies who to sellwho to sell

Policies on marketing channelsPolicies on marketing channels

Sales volume potentialSales volume potential

Comparative distribution costsComparative distribution costs

Net profit possibilitiesNet profit possibilities



Policies on distribution intensityPolicies on distribution intensity

Mass distributionMass distribution

Selective distributionSelective distribution Exclusive agency distributionExclusive agency distribution

Pricing policiesPricing policies

Policy on pricing relative to the competitionPolicy on pricing relative to the competition

Meeting the competitionMeeting the competition

Pricing above the competitionPricing above the competition

Pricing under the competitionPricing under the competition



Policy on pricing relative to costsPolicy on pricing relative to costs

FullFull--cost pricingcost pricing

Promotion pricingPromotion pricing Contribution pricingContribution pricing

Policy on uniformity of prices to different buyersPolicy on uniformity of prices to different buyers

Policy on list pricingPolicy on list pricing

Policy on discountsPolicy on discounts

Trade discountsTrade discounts

Quantity discountsQuantity discounts



Geographical pricing policiesGeographical pricing policies

F.O.B. pricingF.O.B. pricing

Delivered pricingDelivered pricing

Policy on price leadershipPolicy on price leadership

Product line pricing policyProduct line pricing policy

Competitive bidding policyCompetitive bidding policy



The Sales OrganizationThe Sales Organization

Purposes of sales organizationPurposes of sales organization

To permit the development of specialistsTo permit the development of specialists

To assure that all necessary activities areTo assure that all necessary activities areperformedperformed

To achieve coordination of balanceTo achieve coordination of balance

To define authorityTo define authority

To economize on executive timeTo economize on executive time Setting up a sales organizationSetting up a sales organization

Defining objectivesDefining objectives



Determination of activities and theirDetermination of activities and theirvolume on performancevolume on performance

Grouping activities into positionsGrouping activities into positions

Assignment of personnel to positions Assignment of personnel to positions

Provision for coordination and controlProvision for coordination and control

Basic types of sales organizationalBasic types of sales organizationalstructuresstructures

Line sales organizationLine sales organization



Line & staff sales organizationLine & staff sales organization

Functional sales organizationFunctional sales organization

Committee sales organizationCommittee sales organization

Field organization of the sales department Field organization of the sales department

Centralization versus decentralization inCentralization versus decentralization insales force management sales force management

Schemes for dividing line authority in theSchemes for dividing line authority in thesales organizationsales organization



Geographic division of line authorityGeographic division of line authority

Product division of line authorityProduct division of line authority

Customer( or marketing channel ) divisionCustomer( or marketing channel ) divisionof line authorityof line authority

Dividing line authority on more than oneDividing line authority on more than one

basis.basis.



Sales Department RelationsSales Department Relations

Interdepartmental relations & coordinationInterdepartmental relations & coordination

Formal coordinating methodsFormal coordinating methods

Informal CoordinationInformal Coordination Coordination of personal selling with otherCoordination of personal selling with other

marketing activitiesmarketing activities

Sales & advertisingSales & advertising

Sales & marketing informationSales & marketing information Sales & serviceSales & service

Sales & physical distributionSales & physical distribution



Coordination of personalCoordination of personal--selling with otherselling with otherdepartmentsdepartments

Sales & productionSales & production Sales and research & development Sales and research & development

Sales & personnelSales & personnel

Sales & financeSales & finance Sales & accountingSales & accounting

Sales & purchasingSales & purchasing



Sales & public relationsSales & public relations

Sales & legalSales & legal

Sales departments external relationsSales departments external relations Final buyer relationsFinal buyer relations

Industry relationsIndustry relations

Government relationsGovernment relations Educational relationsEducational relations

Press relationsPress relations



Personnel management in thePersonnel management in the

selling fieldselling field Sales force management Sales force management

Economies of effective sales forceEconomies of effective sales force

management management

Rate of sales personnel turnoverRate of sales personnel turnover

Involvement of sales executives in salesInvolvement of sales executives in sales

force management force management

Need for proper settingNeed for proper setting

The law & sales force management The law & sales force management



Job analysisJob analysis

Sales job analysisSales job analysis

Sales job descriptionSales job description

Procedure for sales job analysis &Procedure for sales job analysis &preparation of written job descriptionpreparation of written job description

Preparation of sales job specificationsPreparation of sales job specifications



Recruiting sales personnelRecruiting sales personnel

Organization for recruiting and selectionOrganization for recruiting and selection

The preThe pre--recruiting reservoirrecruiting reservoir

Sources of sales force recruitsSources of sales force recruits Recruiting source evaluationRecruiting source evaluation

Sources within the companySources within the company

Company sales personnelCompany sales personnel Company executivesCompany executives

Internal transfersInternal transfers



Sources outside the companySources outside the company

Employment agenciesEmployment agencies

Salespeople making calls on the companySalespeople making calls on the company Employees of customersEmployees of customers

Sales executives clubsSales executives clubs

Sales forces of non competing companiesSales forces of non competing companies

Sales forces of competing companiesSales forces of competing companies

Educational institutionsEducational institutions

Older personsOlder persons



The recruiting effort The recruiting effort

Personal recruitingPersonal recruiting

College recruitingCollege recruiting Recruiting direct Recruiting direct toto--consumer salesconsumer sales

personnelpersonnel

Recruiting consultantsRecruiting consultants Indirect recruitingIndirect recruiting

Recruiting brochuresRecruiting brochures



Selecting sales personnelSelecting sales personnel

Pre interview screening & preliminaryPre interview screening & preliminaryinterviewinterview

Formal application formFormal application form Objective scoring of personal history itemsObjective scoring of personal history items

The interviewThe interview

Who should do the interviewingWho should do the interviewing How many interviewsHow many interviews

Interviewing the spouseInterviewing the spouse



Interviewing techniquesInterviewing techniques

Patterned interviewPatterned interview

Nondirective interviewNondirective interview Interaction (stress) interviewInteraction (stress) interview

ReferencesReferences

Credit checksCredit checks Psychological testsPsychological tests

Validation of tests Validation of tests



Basis for evaluation of testsBasis for evaluation of tests

Types of testsTypes of tests

Tests of abilityTests of ability

Tests of habitual characteristicsTests of habitual characteristics

Conclusions on testingConclusions on testing

Physical testingPhysical testing



Planning sales training programsPlanning sales training programs

Building sales training programsBuilding sales training programs

Defining training aimsDefining training aims

Identifying initial training needsIdentifying initial training needs Job specificationsJob specifications

Trainees background & experienceTrainees background & experience

Sales related marketing policiesSales related marketing policies

Identifying continuing training needsIdentifying continuing training needs Deciding training content Deciding training content

Product dataProduct data



Sales techniqueSales technique

MarketsMarkets

Company informationCompany information Selecting training methodsSelecting training methods

The lectureThe lecture

The personal conferenceThe personal conference DemonstrationsDemonstrations

Role playingRole playing



Case discussionCase discussion

Impromptu discussionImpromptu discussion

GamingGaming

OnOn--thethe--job training job training

Programmed learningProgrammed learning

Correspondence coursesCorrespondence courses

Group versus individual training methodsGroup versus individual training methods



Motivating sales personnelMotivating sales personnel

Meaning of motivationMeaning of motivation

Motivational help from management Motivational help from management

Inherent nature of the sales jobInherent nature of the sales job Salespersons boundary position and roleSalespersons boundary position and role

conflictsconflicts

Conflict of identificationConflict of identification Advocacy conflict Advocacy conflict

Dual role conflict Dual role conflict



Tendency toward apathyTendency toward apathy

Maintaining a feeling of group identityMaintaining a feeling of group identity

Need gratification & motivationNeed gratification & motivation Hierarchy of needsHierarchy of needs

MotivationMotivation--hygiene theoryhygiene theory

Achievement motivation theory Achievement motivation theory Expectancy modelExpectancy model

Interdependence & motivationInterdependence & motivation



Motivation & leadershipMotivation & leadership

Motivation & communicationsMotivation & communications

Interpersonal contact Interpersonal contact

Written communicationsWritten communications

Unionization of sales personnelUnionization of sales personnel



Compensating sales personnelCompensating sales personnel

Requirements of a good salesRequirements of a good salescompensation plancompensation plan

Devising a sales compensation planDevising a sales compensation plan

Define the sales jobDefine the sales job

Consider the companys generalConsider the companys general

compensation structurecompensation structure

Simple rankingSimple ranking

Classification or gradingClassification or grading





Special company needs & problemsSpecial company needs & problems

Consult the present sales forceConsult the present sales force

Reduce tentative plan to writing andReduce tentative plan to writing andpretest it pretest it

Revise the planRevise the plan

Implement the plan and provide forImplement the plan and provide forfollowfollow--upup

Types of compensation plansTypes of compensation plans



Straight salary planStraight salary plan

Straight commission planStraight commission plan

Determining commission baseDetermining commission base Drawing accountsDrawing accounts

Combination salary & incentive planCombination salary & incentive plan

Strengths and weaknesses of combination plansStrengths and weaknesses of combination plans Use of bonusesUse of bonuses

Fringe benefitsFringe benefits



The sales budget The sales budget

Purposes of the sales budget Purposes of the sales budget

Mechanism of controlMechanism of control

Instrument of planningInstrument of planning Sales budget Sales budget form & content form & content

Estimating budgeted selling expensesEstimating budgeted selling expenses

Using standard costsUsing standard costs Other estimating methodsOther estimating methods

Budgetary procedureBudgetary procedure





QuotasQuotas

Objectives in using quotasObjectives in using quotas

To provide quantitative performanceTo provide quantitative performance

standardsstandards

To obtain tighter sales & expense controlTo obtain tighter sales & expense control

To motivate desired performanceTo motivate desired performance

To use in connection with sales contestsTo use in connection with sales contests

Quotas, the sales forecast, & the salesQuotas, the sales forecast, & the salesbudget budget



Types of quotas and quota settingTypes of quotas and quota settingprocedureprocedure

Sales volume quotasSales volume quotas

Rupee sales volume quotasRupee sales volume quotas

Unit sales volume quotasUnit sales volume quotas

Point sales volume quotasPoint sales volume quotas

Procedures for setting sales volumeProcedures for setting sales volumequotasquotas



Sales volume quotas derived fromSales volume quotas derived fromterritorial sales potentialsterritorial sales potentials

Sales volume quotas derived from totalSales volume quotas derived from totalmarket estimatesmarket estimates

Sales volume quotas based on past salesSales volume quotas based on past sales

experience aloneexperience alone Sales volume quotas based on executiveSales volume quotas based on executive judgment alone judgment alone



Sales volume quotas related only toSales volume quotas related only tocompensation plancompensation plan

Letting sales personnel set their own salesLetting sales personnel set their own salesvolume quotasvolume quotas

Budget quotasBudget quotas

Expense quotasExpense quotas Gross margin or net profit quotasGross margin or net profit quotas

Activity quotas Activity quotas



Combination & other point system quotasCombination & other point system quotas

Administering the quota system Administering the quota system

Accurate, fair & attainable quotas Accurate, fair & attainable quotas

Securing & maintaining sales personnelsSecuring & maintaining sales personnelsacceptance of quotasacceptance of quotas

Participation by sales personnel in quotaParticipation by sales personnel in quotasettingsetting

K eeping sales personnel informedK eeping sales personnel informed



Need for continuous managerial controlNeed for continuous managerial control

Reasons for not using sales quotas.Reasons for not using sales quotas.



Sales territoriesSales territories

The sales territory concept The sales territory concept House accountsHouse accounts Reasons for establishing or revising salesReasons for establishing or revising sales

territoriesterritories Providing proper market coverageProviding proper market coverage Controlling selling expensesControlling selling expenses Assisting in evaluating sales personnel Assisting in evaluating sales personnel

Contributing to sales force moraleContributing to sales force morale Aiding in coordination of personal selling & Aiding in coordination of personal selling &

advertisingadvertising



Procedures for setting up or revising salesProcedures for setting up or revising salesterritoriesterritories

Selecting a basic geographical control unit Selecting a basic geographical control unit CountiesCounties

Zip code areasZip code areas

CitiesCities Metropolitan statistical areasMetropolitan statistical areas

Trading areasTrading areas



Determining sales potential present inDetermining sales potential present ineach control unit each control unit

Combining control units into tentativeCombining control units into tentativeterritoriesterritories

Territory shapeTerritory shape

Adjusting for differences in coverage Adjusting for differences in coveragedifficulty and redistricting tentativedifficulty and redistricting tentativeterritoriesterritories



Determine number, location & size of Determine number, location & size of customers & prospects in each tentativecustomers & prospects in each tentative

territoryterritory Estimate time required for each sales callEstimate time required for each sales call

Determine length of time between callsDetermine length of time between calls

Decide call frequenciesDecide call frequencies Calculate the no. of calls possible within aCalculate the no. of calls possible within a

given periodgiven period



Adjust the no. of calls possible during a Adjust the no. of calls possible during agiven period by the desired callgiven period by the desired call

frequencies for the different classes of frequencies for the different classes of customers & prospectscustomers & prospects

Final decision is taken after a discussionFinal decision is taken after a discussionwith sales personnel.with sales personnel.

Deciding assignment of sales personnel toDeciding assignment of sales personnel toterritoriesterritories

Routing & scheduling sales personnel.Routing & scheduling sales personnel.





Adjustment of assortment discrepancy Adjustment of assortment discrepancy

Sorting out Sorting out

Accumulation Accumulation Allocation Allocation

Assorting Assorting

Supply side factorsSupply side factors Routinization of transactionsRoutinization of transactions

Reduction in no of contactsReduction in no of contacts



What Is the work of marketing channelWhat Is the work of marketing channel

Who belongs to a marketing channelWho belongs to a marketing channel

ManufacturersManufacturers

IntermediariesIntermediaries

EndEnd -- usersusers



Channel design frameworkChannel design framework

Channel design : segmentationChannel design : segmentation

Channel design : positioningChannel design : positioning

Channel design : targetingChannel design : targeting Channel design : establish new channels orChannel design : establish new channels orrefine existing channelsrefine existing channels

Channel implementation : identifying powerChannel implementation : identifying power

sourcessources Channel implementation : identifying channelChannel implementation : identifying channel

conflictsconflicts



Channel implementation : the goal of Channel implementation : the goal of channel coordinationchannel coordination





Trends in consumer preferencesTrends in consumer preferences

Poverty of timePoverty of time

Increased knowledge about products &Increased knowledge about products &availabilityavailability

Increased polarity in incomesIncreased polarity in incomes

Increased no of self Increased no of self--employed workersemployed workers Segmenting the market by service output Segmenting the market by service output demandsdemands



Meeting service output demandsMeeting service output demands

Cost Cost

CompetitivenessCompetitiveness Ease of entryEase of entry

Other elements of excellence in theOther elements of excellence in the

marketing offeringmarketing offering The role of service output demandThe role of service output demandanalysis in marketing channel designanalysis in marketing channel design



Supply side channel analysisSupply side channel analysis

FinancingFinancing

RiskingRisking

OrderingOrdering

Payment Payment

Eight generic channel flowsEight generic channel flows

Customizing the list of flows for aCustomizing the list of flows for aparticular channelparticular channel



Channel structureChannel structure

Who should be in the channelWho should be in the channel

Should intermediaries be used at allShould intermediaries be used at all

What types of intermediaries should be usedWhat types of intermediaries should be used Mapping from flows to be performed toMapping from flows to be performed to

appropriate intermediary choices: physicalappropriate intermediary choices: physicalpossession, ownership, promotion, negotiation,possession, ownership, promotion, negotiation,

financing, risking, ordering, payment financing, risking, ordering, payment



Which specific intermediaries should be usedWhich specific intermediaries should be used

How many channel members should be there at How many channel members should be there at

a given level of the channela given level of the channel A single channel or dual distribution A single channel or dual distribution

Channel structure as a response to demand sideChannel structure as a response to demand sidefactorsfactors

Channel structure as a response to supply sideChannel structure as a response to supply sidefactorfactor



Vertical Integration Vertical Integration

Make or buy : a critical determinant of Make or buy : a critical determinant of company competenciescompany competencies

Costs & benefits in marketing channelsCosts & benefits in marketing channels Degrees of vertical integrationDegrees of vertical integration

Terms of payment to third partiesTerms of payment to third parties

Deciding when to vertically integrateDeciding when to vertically integrateforwardforward

Efficiency: the traditional criterionEfficiency: the traditional criterion



Outsourcing as the starting point Outsourcing as the starting point

Reasons for outsourcing distributionReasons for outsourcing distribution

MotivationMotivation SpecializationSpecialization

Survival of the economically fittest Survival of the economically fittest

Economies of scaleEconomies of scale Heavier market coverageHeavier market coverage

Independence from any single manufacturerIndependence from any single manufacturer



Vertical integration forward when Vertical integration forward whencompetition is lowcompetition is low

Company specific capabilitiesCompany specific capabilities Company specific capabilities inCompany specific capabilities in

distributiondistribution

Idiosyncratic knowledgeIdiosyncratic knowledge

RelationshipsRelationships

Brand equityBrand equity



Dedicated capacityDedicated capacity

Site specificitySite specificity

Customized physical facilitiesCustomized physical facilities Specific assets can change to generalSpecific assets can change to general--

purpose assetspurpose assets

Switching costsSwitching costs Rarity versus specificity : the effects of Rarity versus specificity : the effects of thin marketsthin markets



Should the channel member integrateShould the channel member integratebackwardsbackwards

Vertical integration to cope with Vertical integration to cope withenvironmental uncertaintyenvironmental uncertainty

Vertical integration to reduce performance Vertical integration to reduce performance

ambiguityambiguity Vertical integration as an option Vertical integration as an option



Managing conflict Managing conflict

What is channel conflict What is channel conflict

Measuring conflict Measuring conflict

Counting up the issuesCounting up the issues

ImportanceImportance

Frequency of disagreement Frequency of disagreement

Intensity of disputeIntensity of dispute

The consequences of conflict The consequences of conflict



When conflict is desirableWhen conflict is desirable

Communicate more frequently andCommunicate more frequently and

effectivelyeffectively Establish outlets for expressing theirEstablish outlets for expressing their

grievancesgrievances

Critically review their past actionsCritically review their past actions

Devise & implement a more equitable split Devise & implement a more equitable split of system resourcesof system resources



Develop a more balanced distribution of Develop a more balanced distribution of power in their relationshippower in their relationship

Develop standardized ways to deal withDevelop standardized ways to deal withfuture conflict & keep it within boundsfuture conflict & keep it within bounds

How intense conflict damages channelHow intense conflict damages channelperformance and coordinationperformance and coordination

Major sources of conflict in marketingMajor sources of conflict in marketingchannelschannels



Channel members goalsChannel members goals

Their perception of realityTheir perception of reality

What they consider to be their domainsWhat they consider to be their domains

Intra channel competitionIntra channel competition

Multiple channelsMultiple channels

Is it really a problemIs it really a problem

What suppliers can doWhat suppliers can do



Unwanted channels : gray marketsUnwanted channels : gray markets

Fueling conflict Fueling conflict

Conflict begets more conflict Conflict begets more conflict ThreatsThreats

Industrial marketing channels in developedIndustrial marketing channels in developedeconomieseconomies

Conflict resolution strategies: how they driveConflict resolution strategies: how they driveconflict & shape channel performanceconflict & shape channel performance



Resolving conflict : institutionalizedResolving conflict : institutionalizedmechanisms designed to contain conflict mechanisms designed to contain conflict

earlyearly Information intensive mechanismsInformation intensive mechanisms

CoCo--optationoptation

Third party mechanismsThird party mechanisms Building relational normsBuilding relational norms



FlexibilityFlexibility

Information exchangeInformation exchange

SolidaritySolidarity Styles of conflict resolutionStyles of conflict resolution

Accommodation Accommodation

Avoidance Avoidance Competition or aggressionCompetition or aggression

Compromise, Collaboration or problem solvingCompromise, Collaboration or problem solving



Resolving conflict & achieving coordinationResolving conflict & achieving coordinationvia incentivesvia incentives





Demand side positioningDemand side positioning

Bulk breakingBulk breaking

Spatial convenienceSpatial convenience

Waiting & delivery timeWaiting & delivery time

Product varietyProduct variety

Customer service possibilitiesCustomer service possibilities

Implications for a taxonomy of retail typesImplications for a taxonomy of retail types



Strategic issues in retailingStrategic issues in retailing

Importance of convenience to consumersImportance of convenience to consumers

Increased power of retailersIncreased power of retailers Forward buying on dealsForward buying on deals

Slotting allowancesSlotting allowances

Failure feesFailure fees Broadened role & impact of private brandingBroadened role & impact of private branding



Strategic responses by suppliers toStrategic responses by suppliers togrowing power in the retail sectorgrowing power in the retail sector

Power retailing & category killers Power retailing & category killers Retailing polarity: price sensitivity or theRetailing polarity: price sensitivity or the

flight to qualityflight to quality

The emergence of global retailingThe emergence of global retailing



Non store retailingNon store retailing

Catalog retailingCatalog retailing

A catalog company must manage the A catalog company must manage the

following :following : The procurement of product fromThe procurement of product from

suppliers if it does not produce itself suppliers if it does not produce itself

Creation of catalog itself Creation of catalog itself

The mailing list The mailing list

Order fulfillment & shippingOrder fulfillment & shipping



Out of stocksOut of stocks

Merchandise returnsMerchandise returns

Direct selling organizationsDirect selling organizations

Electronic channelsElectronic channels

Market potential for electronic channelsMarket potential for electronic channels

Service output provision & demand sideService output provision & demand sidegaps in electronic channelsgaps in electronic channels



Channel flow performance & supply sideChannel flow performance & supply sidegaps in electronic channelsgaps in electronic channels

Instances of specific channel flows whoseInstances of specific channel flows whosecosts are notably affected by the use of costs are notably affected by the use of electronic channels:electronic channels:

Physical possessionPhysical possession

Promotion, negotiation, risking, ordering,Promotion, negotiation, risking, ordering,payment payment



Coordination challenges in electronicCoordination challenges in electronicchannelschannels



WholesalingWholesaling

WholesalersWholesalers-- distributorsdistributors

Their role in the supply chainTheir role in the supply chain

Growth & influence of wholesalerGrowth & influence of wholesaler--distributordistributor

What the independent wholesale sectorWhat the independent wholesale sectoroffers; the essential tasksoffers; the essential tasks

Innovative ways to deliver value inInnovative ways to deliver value inwholesalingwholesaling



Wholesaler led initiativesWholesaler led initiatives Integrated supplyIntegrated supply Manufacturer led initiativesManufacturer led initiatives

Requirements for innovative wholesale serviceRequirements for innovative wholesale service Wholesaler voluntary groupsWholesaler voluntary groups ConsolidationConsolidation Consolidation pressures in wholesalingConsolidation pressures in wholesaling

Manufacturers response to wholesaleManufacturers response to wholesaleconsolidationconsolidation



Future of wholesalerFuture of wholesaler--distributordistributor

International expansionInternational expansion

Electronic commerceElectronic commerce EE--business models & wholesalerbusiness models & wholesaler--

distributorsdistributors

OnOn--line retailing & wholesalerline retailing & wholesaler--distributorsdistributors Vertical integration forward into Vertical integration forward intowholesaling by manufacturerswholesaling by manufacturers

Sales+ +Distribution+Management

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