1. Marketing Channels and Supply Chain Management Chapter 13

2. 13- 1 Objectives Know why companies use distribution channels and understand the functions that these channels perform. Learn how channel members interact and how they organize to perform the work of the channel. Know the major channel alternatives that are open to a company.

3. 13- 2 Objectives Comprehend how companies select, motivate, and evaluate channel members. Understand the nature and importance of marketing logistics and integrated supply chain management.

4. 13- 3 Dominates world’s markets for heavy construction and mining equipment. Independent dealers are key to success Dealer network is linked via computers Caterpillar stresses dealer profitability, extraordinary dealer support, personal relationships, dealer performance and full, honest, and frequent communications c Caterpillar

5. 13- 4 Definition Value Delivery Network  The network made up of the company, suppliers, distributors, and ultimately customers who “partner” with each other to improve the performance of the entire system.

6. 13- 5 In building its value delivery network, Palm manages a whole community of suppliers, assemblers, resellers and complementors who must work effectively together.

7. 13- 6 Channel choices affect other decisions in the marketing mix A strong distribution system can be a competitive advantage Channel decisions involve long-term commitments to other firms Nature & Importance of Marketing Channels

8. 13- 7 Figure 13-1: How Channel Members Add Value

9. 13- 8 How Channel Members Add Value  Intermediaries  Require fewer contacts to move the product to the final purchaser.  Help match product assortment demand with supply.  Help bridge major time, place, and possession gaps Nature & Importance of Marketing Channels

10. 13- 9 Nature & Importance of Marketing Channels Key Functions Performed by Channel Members InformationPromotionContactMatchingNegotiation Physical Distribution Financing Risk taking

11. 13- 10 Figure 13-2a: Consumer Marketing Channels

12. 13- 11 Figure 13-2b: Business Marketing Channels

13. 13- 12 Number of Channel Levels  The number of intermediary levels indicates the length of a marketing channel.  Direct Channels  Indirect Channels  Producers lose more control and face greater channel complexity as additional channel levels are added. Nature & Importance of Marketing Channels

14. 13- 13 L.L. Bean sells direct via the Internet, telephone, and mail catalogs

15. 13- 14 Nature & Importance of Marketing Channels Channel Members Are Connected Via A Variety of Flows Physical Flow Payment Flow Information Flow Promotion Flow Flow of Ownership

16. 13- 15 Channel Conflict  Occurs when channel members disagree on roles, activities, or rewards.  Types of Conflict:  Horizontal conflict: occurs among firms at the same channel level  Vertical conflict: occurs among firms at different channel levels Channel Behavior and Organization

17. 13- 16 Figure 13-3: Conventional Versus Vertical Marketing System

18. 13- 17 Vertical Marketing Systems  Corporate VMS  Contractual VMS  Manufacturer-sponsored retailer franchise system  Manufacturer-sponsored wholesaler franchise system  Service-firm-sponsored retailer franchise system  Administered VMS Channel Behavior and Organization

19. 13- 18 Horizontal Marketing Systems  Two or more companies at one level join together to follow a new marketing opportunity. Channel Behavior and Organization Nestle and General Mills work together to market cereal outside of North America

20. 13- 19 Figure 13-4: Multichannel Distribution System

21. 13- 20 Multichannel Distribution Systems  Also called hybrid marketing channels hybrid  Occurs when a firm uses two or more marketing channels  Hybrid marketing has many advantages Channel Behavior and Organization

22. 13- 21 Changing Channel Organization  Disintermediation has hurt many established companies Channel Behavior and Organization

23. 13- 22 Disintermediation : Traditional brick and mortar travel agencies face competition from online travel agencies, airlines, and reverse auction web sites such as Priceline. See how Sunflower Travel has tried to adapt Channel Behavior and Organization

24. 13- 23 Step 1: Analyzing Consumer Needs  Cost and feasibility of meeting needs must be considered Channel Design Decisions

25. 13- 24 Step 2: Setting Channel Objectives  Set channel objectives in terms of targeted level of customer service  Many factors influence channel objectives Channel Design Decisions

26. 13- 25 GEICO’s channel objectives led them to sell direct via telephone and the Web in order to serve those who are looking to save money. Geico

27. 13- 26 Step 3: Identifying Major Alternatives Channel Design Decisions  Types of Intermediaries  Company sales force  Manufacturer’s agency  Industrial distributors

28. 13- 27 What are the key disadvantages that a producer firm might face when relying on manufacturer’s agents? Discussion Question

29. 13- 28 Step 3: Identifying Major Alternatives  Number of marketing intermediaries  Intensive distribution  Selective distribution  Exclusive distribution  Responsibilities of channel members Channel Design Decisions

30. 13- 29 Step 4: Evaluating Major Alternatives  Economic criteria  Sales, costs, profitability  Control issues  Adaptive criteria Channel Design Decisions

31. 13- 30 Designing International Distribution Channels  Global marketers usually adapt their channel strategies to structures that exist within foreign countries  Key challenges:  Channels may be complex or hard to penetrate  Channels may be scattered, inefficient, or totally lacking Channel Design Decisions

32. 13- 31 Selecting Channel Members  Identify characteristics that distinguish the best channel members Managing and Motivating Channel Members  Partner relationship management (PRM) is key Channel Management Decisions

33. 13- 32 Evaluating Channel Members  Performance should be checked against standards  Channel members should be rewarded or replaced as dictated by performance Channel Management Decisions

34. 13- 33 Exclusive distribution  Only certain outlets are allowed to carry a firm’s products (grey marketing) Exclusive dealing  Exclusive territorial agreements  Tying agreements Public Policy and Distribution Decisions

35. 13- 34 Marketing Logistics  Outbound distribution  Inbound distribution  Reverse distribution  Involves the entire supply chain management system Marketing Logistics and Supply Chain Management

36. 13- 35 Figure 13-5: Supply Chain Management

37. 13- 36 Why Greater Emphasis is Being Placed on Logistics:  Offers firms a competitive advantage  Can yield cost savings  Greater product variety requires improved logistics  Improvements in distribution efficiency are possible due to information technology Marketing Logistics and Supply Chain Management

38. 13- 37 Goals of the Logistics System  No system can both maximize customer service and minimize costs.  Firms must first weigh the benefits of higher service against the costs.  State goals in terms of a targeted level of customer service at the least cost. Marketing Logistics and Supply Chain Management

39. 13- 38 Major Logistics Functions  Warehousing  Inventory Management  Transportation  Logistics Information Management Marketing Logistics and Supply Chain Management

40. 13- 39 EOQ  Costs of Ordering/Setup  Costs of Holding in Inventory JIT  One touch  Partnership relationships

41. 13- 40 Marketing Logistics and Supply Chain Management Transportation Carrier Options TruckRailWaterPipelineAirInternet Intermodal transportation is becoming more common Intermodal transportation is becoming more common

42. 13- 41 Celarix Video Clip Arranging transportation for goods can be challenging BusinessNow Click the picture above to play video

43. 13- 42 Integrated Logistics Management  Cross-functional teamwork inside the company is critical  Logistics partnerships are also built through shared projects Marketing Logistics and Supply Chain Management

44. 13- 43 Many companies use sophisticated, system-wide supply chain management software, such as that which is available from Oracle and other software providers.

45. 13- 44 Western Publishing Group partnered with Toys “R” Us to create mini-bookstore sections within each store. Can you think of other examples of similar logistics partnerships? Discussion Question

46. 13- 45  Outsourcing of logistic firms to third party firms is becoming more common Marketing Logistics and Supply Chain Management