Designing & Managing Marketing Channel

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Designing & Managing Marketing Channel Marketing channels are sets of interdependent organizations involved in the process of making product or service available for use or consumption. Wholesalers and Retailers-Buy, take title to and resell the merchandise; they are called Merchants. Other-brokers, manufactures’ representatives, sales agent-Search for customers and may negotiate on the producer’s behalf but don’t take title to the goods; they are called Agents. Still others-Transportation companies, ware houses, banks, advertising agencies assist in the distribution process but neither take

Transcript of Designing & Managing Marketing Channel

Page 1: Designing & Managing Marketing Channel

Designing & Managing Marketing Channel

Marketing channels are sets of interdependent organizations involved in the process of making

product or service available for use or consumption.

Wholesalers and Retailers-Buy, take title to and resell the merchandise; they are called Merchants.

Other-brokers, manufactures’ representatives, sales agent-Search for customers and may negotiate on the producer’s behalf but don’t take title to the goods; they are called Agents.

Still others-Transportation companies, ware houses, banks, advertising agencies assist in the distribution process but neither take title to goods nor negotiate purchases or sales; they are called Facilitators.

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Push vs Pull Strategies

A Push strategies involves the manufacturer using sales force and trade promotion money to induce

intermediaries to carry, promote and sell the product to end users.

A Pull strategy involves the manufacturer using advertising and promotion to persuade consumers to ask intermediaries for the product, thus inducing the

intermediaries to order it.

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Role of Middlemen or Intermediaries

Information Price Stability Promotion Financing TitleFactors determining length of the channel- Size of the market Order lot size Service requirement Product variety

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Manufacturer

Consumer

Manufacturer

Consumer

Retailer

Manufacturer

Wholesaler

Retailer

Consumer

Manufacturer

Wholesaler

Retailer

Consumer

Jobber

Channel Levels

Zero-Level One-Level Two-Level Three-Level

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Manufacturer

Industrial Consumer

Manufacturer

Industrial Distributors

Manufacturer Manufacturer

Channel Levels

Zero-Level One-Level Two-Level Three-Level

Manufacturers Representatives

Manufacturer’s sales branch

Industrial Consumer Industrial Consumer Industrial Consumer

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Marketing Channel Functions

Specialization andDivision of Labor

Specialization andDivision of Labor

ChannelsFulfillThree

ImportantFunctions

ChannelsFulfillThree

ImportantFunctions

OvercomingDiscrepanciesOvercoming

Discrepancies

Providing ContactEfficiency

Providing ContactEfficiency

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Specialization and Division of Labor

• Provides economies of scale

• Aids producers who lack resources to market directly

• Builds good relationships with customers

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Overcoming Discrepancies

Discrepancyof

Quantity

Discrepancyof

Quantity

Discrepancyof

Assortment

Discrepancyof

Assortment

The difference between the amount of product produced and the

amount an end user wants to buy.

The difference between the amount of product produced and the

amount an end user wants to buy.

The lack of all the items a customer needs to receive full satisfaction from a product or

products.

The lack of all the items a customer needs to receive full satisfaction from a product or

products.

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Overcoming Discrepancies

TemporalDiscrepancy

TemporalDiscrepancy

SpatialDiscrepancy

SpatialDiscrepancy

A situation that occurs when a product is produced but a

customer is not ready to buy it.

A situation that occurs when a product is produced but a

customer is not ready to buy it.

The difference between the location of a producer and the

location of widely scattered markets.

The difference between the location of a producer and the

location of widely scattered markets.

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Contact Efficiency

ZenithZenith SonySony RCARCA ToshibaToshiba

ZenithZenith SonySony RCARCA ToshibaToshiba

Circuit CityCircuit CityCircuit CityCircuit City

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Channel Design Decision

• Analyzing customer needs

• Establishing channel objectives

• Identifying major channel alternatives

• Evaluating major channel alternatives

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1.Analyzing customer needsThe marketer must understand the service output levels desired by the target customer.

Channel produce 5 service outputs:

1.Lot Size

2.Waiting & Delivery time

3.Spatial convenience

4.Product variety

5.Service backup

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2.Establishing channel objectives

• Channel objective vary with the product characteristics.

3.Identifying major channel alternativesa. the types of available business intermediaries

b. the no. of intermediaries needed- Exclusive distribution, Selective distribution, Intensive distribution

c. the terms & responsibility of each channel members- price policies, conditions of sale, territorial rights

4. Evaluating the major alternativesa. Economic criteria

b. Control & adaptive criteria

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Channel Management decisionsSelecting Channel Members: No. of years in business Other lines carried Growth & profit record Financial strength Cooperativeness Service reputation

Training Channel Members:

Companies need to plan & implement careful training programmes for their intermediaries.

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Motivating channel members• Company needs to view intermediaries the same way it views its customer.

• It needs to determine intermediaries needs and construct a channel positioning such that its channel offerings is tailored to provide superior value to intermediaries.

Channel Power- The ability to alter channel members behaviour so that they take actions they would not have taken otherwise.

Coercive Power- Manufacturers threatens to withdraw or terminate if intermediaries fail to cooperate.

Reward Power- Manufacturers offers an extra benefit for performing specific acts or functions.

Legitimate Power- Manufacturers requests a behaviour that is warranted under the contract.

Expert Power- Manufacturer has special knowledge that the intermediaries value.

Referent Power- Manufacturer is so highly respected that intermediaries are proud to be associated with it.

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Evaluating channel members

• Producers must evaluate intermediaries performance against such standard as: sales quota attainment average inventory levels customer delivery time treatment of damaged & lost goods cooperation in promotional & training programmes.

Underperformers need to be counseled, retrained, motivated or

terminated

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Channel Integration & SystemsConventional Marketing channel:

It comprises an independent producer, wholesaler & retailer. Each is a separate business seeking to maximize its own profits, even if this reduces profit for the system as a whole.

Vertical marketing Systems: It comprises the producer, wholesaler and retailer acting as a

unified system

One channel member (channel captain) owns the other and has so much of power that they all cooperate.

It arose because of strong channel members attempt to control channel behaviour & eliminate the conflict when members pursue their own objectives.

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Types of VMS

1.Corporate VMS:

It combines the successive stages of production & distribution under a single ownership. (BPCL)

2.Administered VMS:

It coordinates successive stages of production & distribution through the size & power of one of the members.

(Kodak, HUL, Gillette command high level of cooperation from resellers)

3. Contractual VMS:

It consists of independent firms at diff levels of prodn and distribtn integrating their programmes to obtain more sales.

Wholesaler-sponsored voluntary chains Retailer cooperatives Franchise organization

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Horizontal Marketing Systems (HMS)

• Here two or more unrelated companies put together resources or programmes to exploit an emerging marketing opportunities.

(HUL’s strategic tie up with PepsiCo for bottling and distribution of Lipton’s ready to drink beverages)

Multi-channel Marketing Systems (McMS)

It occurs when a single firm uses two or more marketing channels to reach one or more customer segments.

Benefits- Increased market coverage,

Low channel cost,

Customized selling.

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Channel Conflict & Cooperation Channel conflict is generated when one channel member’s

action prevent the channel from achieving its goal. Channel coordination occurs when channel members are

brought together to advance the goals of the channel as opposed to their individual goal.

Types of Channel conflict:Vertical channel conflict:

Between diff. levels within the same channel.

Horizontal channel conflict:

Between members at the same level within the channel.

Multi-channel conflict:

It exists when the manufacturer established two or more channels that sell to the same market.

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Causes of Channel conflict:• Goal Incompatibility• Unclear roles and rights• Difference in Perception• Intermediaries dependence on ManufacturerManaging Channel conflict:

(Constructive vs. Dysfunctional conflict)Adoption of Subordinate goals( common interest)Exchange persons between two channel levelsCo-optation to win support of the leaders of other orgn by including

them in advisory councils. When conflict is acute- Diplomacy, mediation, arbitrationDiplomacy- When each side sends a person or group to meet with its counterpart to

resolve the conflict.Mediation- Resorting to a neutral third party who is skilled in conciliating both the

parties interest.Arbitration- When both parties agree to present their argument to one or more

arbitrator and accept the arbitration decision.