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8/6/2019 Sales+ +Distribution+Management
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Sales & DistributionSales & Distribution
Management Management
Sales Management & the BusinessSales Management & the Business
EnterpriseEnterprise
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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
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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
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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
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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
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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
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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
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Sales resistanceSales resistance
Obstacles to salesObstacles to sales
Sales objectionsSales objections
Closing salesClosing sales
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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.
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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Sales techniqueSales technique
MarketsMarkets
Company informationCompany information Selecting training methodsSelecting training methods
The lectureThe lecture
The personal conferenceThe personal conference DemonstrationsDemonstrations
Role playingRole playing
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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
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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
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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
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Motivation & leadershipMotivation & leadership
Motivation & communicationsMotivation & communications
Interpersonal contact Interpersonal contact
Written communicationsWritten communications
Unionization of sales personnelUnionization of sales personnel
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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
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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
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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
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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
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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
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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
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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
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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
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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
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Need for continuous managerial controlNeed for continuous managerial control
Reasons for not using sales quotas.Reasons for not using sales quotas.
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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
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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
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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
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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
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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.
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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
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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
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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
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Channel implementation : the goal of Channel implementation : the goal of channel coordinationchannel coordination
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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Resolving conflict & achieving coordinationResolving conflict & achieving coordinationvia incentivesvia incentives
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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
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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
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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
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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
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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
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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
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Coordination challenges in electronicCoordination challenges in electronicchannelschannels
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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
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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
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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
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