Sie sind auf Seite 1von 25

Part 1: Marketing Channel Systems

CHAPTER 1
Marketing Channel
Concepts

©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
① The growing importance of marketing channels
② The definition of marketing channels
Learning Objectives

③ How marketing channels relate to strategic


variables in the marketing mix

④ The flows in the marketing channels and their


relationship to channel management

⑤ The principles of specialization, division of labor,


and contactual efficiency

⑥ The difference between the concepts of channel


structure and of ancillary structure

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Objective
Why the growing importance of
1 marketing channels?
1 The explosion of information technology
and E-commerce
2 A greater difficulty in gaining a sustainable
competitive advantage
3 The growing power of distributors,
especially retailers in marketing channels
4 The need to reduce distribution costs

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
1 The explosion of information technology and E-
commerce
2 A greater difficulty in gaining a sustainable competitive advantage
3 The growing power of distributors, especially retailers in marketing
channels
4 The need to reduce distribution costs

The prediction:
Disintermediation – reduction
of number of intermediaries Yahoo!
eBay
The reality: Amazon.com
Reintermediation – evolution
of a new type of intermediary

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
1 The explosion of information technology and E-commerce
2 A greater difficulty in gaining a sustainable
competitive advantage
3 The growing power of distributors, especially retailers in marketing
channels
4 The need to reduce distribution costs

Place (distribution), or
Marketing Channel
Sustainable Strategy
competitive
advantage
Potential for gaining
competitive advantage
because place is more
difficult for competitors
to copy
5

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
1 The explosion of information technology and E-commerce
2 A greater difficulty in gaining a sustainable competitive advantage
3 The growing power of distributors, especially
retailers in marketing channels
4 The need to reduce distribution costs

Power retailers as Gatekeepers of consumer markets

Act as buying agents for customers rather than


as selling agents for manufacturers

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
1 The explosion of information technology and E-commerce
2 A greater difficulty in gaining a sustainable competitive advantage
3 The growing power of distributors, especially retailers in marketing
channels
4 The need to reduce distribution costs

Marketing channels are the most


recent target for
reducing distribution costs.

The focus is on
channel structure and
management.

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Objective

2 What is a marketing channel?


Outside
the firm Firm involved in
negotiatory Management’s
functions involvement
in the process

External contactual organization that management


operates to achieve its distribution objectives

Goals that change, causing variations in


contactual organization & the way in
which management operates it
8

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
What is a channel manager?

Anyone in a firm or
organization who is
involved in marketing
channel decision making

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Objective How does marketing channel strategy
3 relate to the
rest of the marketing mix?
Marketing
Mix
or Challenges
the four Ps
Product Limited ability to gain and hold competitive
advantage
Price Price wars erode profitability & provide unstable
basis for sustaining competitive advantage
Promotion Expensive and short-lived

Place Marketing channels support & enhance other Ps


(Distribution) to meet demands of target markets

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
The change of focus to
channel strategy

• Creates competitive advantage


with long-term viability
• Builds strong relationships
between manufacturers and
channel members
• Based on trust, confidence,
and people power

11

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Channel Strategy and Logistics
Management

Part of distribution variable

• Concerned with entire


process of starting and
Focused specifically on
operating contactual
providing product
organization
availability at appropriate
• Formulated before time & place
logistics management
©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Objective
Marketing Channel Flows
4

Product Flow

Negotiation Flow

Ownership Flow

Information Flow

Promotion Flow
©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Product Flow

Manufacturer

Transportation
Company

Wholesalers

Retailers

Consumer
©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Negotiation Flow

Manufacturer

Wholesalers

Retailers

Consumer
©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Ownership Flow

Manufacturer

Wholesalers

Retailers

Consumer
©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Information Flow

Manufacturer

Transportation
Company

Wholesalers

Retailers

Consumer
©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Promotion Flow

Manufacturer

Advertising
Agency

Wholesalers

Retailers

Consumer
©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Objective

5 Distribution through intermediaries

Factors that determine


the role of intermediaries

Technology The Internet

Economic Specialization &


Considerations Division of Labor

Contactual Efficiency

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Specialization & Division of Labor

Distribution Tasks Production Tasks

Distributed Distributed
Inter-organizationally intraorganizationally

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Contactual Efficiency
Granada Guitar Co.
Negotiation Estimated Dollar Distribution Contactual
Effort Costs of Inputs Objective Efficiency
(Output)
100 sales visits @ $50 = $5,000 Get 500 Negotiation
100 phone calls @ 3 = 300 music effort in
20 magazine @1,000 = 20,000 stores to dollar terms
carry new relative to
ads $25,300 guitar line achieving
the
distribution
objective =
$25,300

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Objective
Channel Structure v. Ancillary
6 Structure

Channel Structure
Why are single-
channel
The group of channel members to
structures currently
which a
the exception?
set of distribution tasks has been
allocated

Ancillary Structure Why is managing


the ancillary
The group of institutions that structure most likely
assist channel members in performing to be less complex
distribution tasks than managing the
channel structure?

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Discussion Question #1
ROCKAUTO.COM is a leading online auto parts store
that prides itself for offering a huge selection of auto
parts, everyday low prices, fast shipping, and an easy-to-
use Web site. Some ROCKAUTO.COM advertisements have
even claimed that this online auto parts store is “head and
shoulders” above any brick and mortar auto parts store.
The company’s slogan, “All The Parts Your Car Will Ever
Need,” suggests that customers have all the choice they
could possibly want from ROCKAUTO.COM and that they
need look no further than this online auto parts store to
satisfy all their needs.

Do you agree with ROCKAUTO.COM’s claim? Might


customers seeking auto parts need other channel options?
Explain.
©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Discussion Question #3
Growth in online retail sales has been outstripping
conventional sales in retail stores. This online sales growth
might be enhanced significantly by the latest online sales
phenomenon of mobile commerce—shopping via mobile
smart phones such as Apple’s iPhone, Research in Motion’s
Blackberry, or Google’s NexusOne. But so far, of the almost
50 million smart phone users that have access to the
Internet, only about 7 million (under 15%) have actually
bought something through their phones during the course
of a year.

Do you think mobile commerce via smart phone will


grow rapidly in the future? Why or why not?

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.
Discussion Question #5
One of the major themes presented in this chapter is the need for
choice as to how products and services are made available to
customers. Thus, multi-channel strategies that provide a wide range of
channels including an Internet based online channel option have
become imperative. Yet there are very successful firms that take a
virtually opposite view by purposely limiting choice. A case in point is
Edward Jones, a financial services company with the largest network of
brokerage offices in the U.S.—more than 10,000 and still growing.
Edward Jones has a Web site that its customers can visit but it does not
offer its customers the option of trading online. Instead, all
transactions must take place
through an Edward Jones broker. Even with this single channel strategy,
the company is still growing and is very profitable.

Why do you think Edward Jones has been able to “buck the trend”
toward multi-channel strategy that would include an online channel as
a key option?

©2013
©2013Cengage
Cengage Learning. All Rights
Learning. All Rights Reserved.
Reserved.May
Maynot
notbebe scanned,
scanned, copied
copied or duplicated,
or duplicated, or posted
or posted to a publicly
to a publicly accessibleaccessible
website, inwebsite,
whole orininwhole
part. or in part.