Markma Group 4 Chapter 15 Presentation

GROUP # 4CRISOSTOMO, KATHLEEN LIZETTE

GALICANO, SITONJONGCO, KRISTOFFER

PIÑON, RAYMUND

CHAPTER 15:DESIGNING AND MANAGING INTEGRATED

MARKETING CHANNELS

CHAPTER 15:DESIGNING AND MANAGING INTEGRATED MARKETING CHANNELS

Crisostomo, Kathleen Lizette C.MARKMA

Top 10 Concepts

1. Marketing Channel System: Push and Pull2. Categories of Buyers3. Decisions in Designing a Marketing Channel System4. Analyzing customer needs: Channel Service Outputs5. Identifying Channel Alternatives: Three Elements6. Channel-Management Decisions7. Channel Power8. Channel Integration and Systems9. Channel Coordination / Channel Conflict10. E-Commerce Marketing Practices

Top 10 Concepts


• Push strategy uses the manufacturer’s sales force, trade promotion money, and other means to induce intermediaries to carry, promote, and sell the product to end users.- used for low brand loyalty in categories or impulse items

• A pull strategy uses advertising, promotion, and other forms of communication to persuade consumers to demand the product from intermediaries.- used when consumers can differentiate brands well and brand are chosen prior to purchase

Top 10 Concepts


Categories of Buyers

• Habitual Buyers• Same place, same manner

• High value deal seekers• They know what they need and they

surf before buying at the lowest possible price

Categories of Buyers• Variety-loving shoppers

• Gather info through various channels, take advantage of high-touch services, then buy in their favorite channel regardless of price

• High-involvement shoppers• Gather info through alls channels and

purchase in a low cost channel but takes advantage of customer support from a high-touch channel

Top 10 Concepts


A. Analyze customer needs* Greater service = greater channel costs = higher prices

Decisions in Designing a Marketing Channel System


B. Establish channel objectives* Which market segment to serve and what best

channel to use



B. Establish channel objectives* Which market segment to serve and what best

channel to use

C. Identify major channel alternatives* Each channel reaches a different segment and delivers

the right product at the least cost



B. Establish channel objectives* Which market segment to serve and what best channel to

use

C. Identify major channel alternatives* Each channel reaches a different segment and delivers the

right product at the least cost

D. Evaluate major channel alternative* vs. economic, control and adaptive criteria


Top 10 Concepts


Analyzing customer needs:Channel Service Outputs

– Lot size: How many can be purchased on 1 occasion?

?



– Waiting and delivery time: The faster, the better



– Waiting and delivery time: The faster, the better

– Spatial convenience: how easy is it to buy the product?


– Product variety: more choices = more chances of finding what is needed


– Service back-up: add-ons

Top 10 Concepts


Identifying Channel Alternatives:Three Elements

1. Types of intermediaries• Do I need a wholesaler? Retailer? Dealer?


1. Types of intermediaries* Do I need a wholesaler? Retailer? Dealer?

2. Number of intermediaries* Distribution: Exclusive? Selective? Intensive?

* Risk = price wars among retailers


1. Types of intermediaries* Do I need a wholesaler? Retailer? Dealer?

2. Number of intermediaries* Distribution: Exclusive? Selective? Intensive?

* Risk = price wars among retailers3. Terms and responsibilities

* Respect + Opportunity to make profits

Top 10 Concepts


Channel-Management Decisions

SelectBecause to the customers, the channels are the company!


Select

Train

Motivate

Because to the customers, the channels are the company!

Because intermediaries are partners in satisfying customers!


Select

Train

Motivate

Evaluate

Modify

Because to the customers, the channels are the company!

Because intermediaries are partners in satisfying customers!

Is the strategy still working? (external analysis and current channels)

Top 10 Concepts


• Channel Power is the ability to alter channel’s behavior

• Cooperation is a huge challenge!

Channel Power

a. Coercive power- Withdraw resource or terminate relationshipb. Reward power- Extra benefit for performancec. Legitimate power- Behavior warranted under the contractd. Expert power- Must develop new expertise for them to cooperatee. Referent power- Respect causes intermediaries to have pride in the

association

Top 10 Concepts


Channel Integration and Systems

Vertical Marketing Systems

-Producer + Wholesaler + Retailer = Unified system under channel captain- Corporate (single ownership), administered or contractual (independent firms)



HorizontalMarketing Systems

- 2 or more unrelated companies put together resources to exploit an emerging market



HorizontalMarketing Systems

- More marketing channels/ strategies of 1 channel reflect the strategies of other channels- Goal: maximum market coverageIntegrated Multichannel

Marketing Systems

Top 10 Concepts


• Channel Coordination – channel members are brought together to advance the goals of the channel

• Channel conflict - one member’s actions prevent another channel from achieving its goal

* Can be vertical, horizontal or multichannel

Top 10 Concepts


* Online retailers provide convenient, informative and personalized experiences without:

• Retail floor space• Staff• Inventory

* Customer service is critical: no social interaction

E-Commerce Marketing Practices

Pure-click

Launched a website without any previous experience as a firm

E-Commerce Marketing Practices

Pure-click

Brick-and-click

- Existing companies with an added online site- Risk: conflict with offline intermediaries

Launched a website without any previous experience as a firm

Designing and Managing Integrated Marketing Channels

Galicano SitonMarkma – v57

What is a Marketing Channel?

Product to the Consumer

Retailer

AgentProducer

A marketing channel system is the particular set of interdependent organizations involved in the process of making a product or service available for use or consumption.

Channels and Marketing Decisions

Producer

Sales Force

WholesalerRetailer

Consumer

A push strategy uses the manufacturer’s sales force, trade promotion money, and other means to induce intermediaries to carry, promote, and sell the product to end users

Channels and Marketing Decisions

A pull strategy uses advertising, promotion, and other forms of communication to persuade consumers to demand the product from intermediaries

Advertise

Demand

Pull Product

Manufacturer

Buyer Expectations for Channel Integration

Product

Expertise

Ease

Experience

• Ability to order a product online and pick it up at a convenient retail location

• Ability to return an online-ordered product to a nearby store

• Right to receive discounts based on total online and offline purchases

Category and Types of Buyers

Habitual Buyers

High Value deal Seakers

Variety Loving Shoppers

High Involvement

Shoppers

Buyers

QualityService

PriceValue

Affinity

Channel Member Functions

Gather Information• Develop and disseminate persuasive communication

Reach Agreement on price and terms• Acquire funds to finance inventories

Assume risk and Provide for storage

Provide for buyers payment of their bills• Supervise actual transfer of ownership

Designing a Marketing Channel System

Analyze customer

needs

Establish channel

objectives

Identify major

channel alternatives

Evaluate major

channel alternatives

Channel Service OutputsLot size

Waiting/delivery time

Spatial convenienceProduct variety

Service backup

Identifying Channel Alternatives

• Types of intermediaries• Number of intermediaries• Terms and responsibilities

Number of Intermediaries

• Exclusive• Selective• Intensive

Terms and Responsibilities of Channel Members

• Price policy• Condition of sale• Distributors’ territorial rights• Mutual services and responsibilities


Select

Train

MotivateEvaluate

Modify

Channel Power

• Coercive• Reward• Legitimate• Expert• Referent


Vertical marketing systems• Corporate VMS• Administered VMS• Contractual VMSHorizontal marketing systemsMultichannel systems

What is Channel Conflict?

• Channel conflict occurs when one member’s actions prevent another channel from achieving its goal.

• Types of channel conflict– Vertical– Horizontal– Multichannel

Causes of Channel Conflict

• Goal incompatibility• Unclear roles and rights• Differences in perception• Intermediaries’ dependence on manufacturer

Table 15.3 Strategies for Managing Channel Conflict

• Adoption of superordinate goals

• Exchange of employees• Joint membership in

trade associations

• Cooptation• Diplomacy• Mediation• Arbitration• Legal recourse

Designing & Managing Integrated Marketing Channels

Kristoffer Z. JongcoMarketing Management

www.kristofjongco.blogspot.com

Outline:

1. Defining Marketing Channels2. Importance of Marketing Channels 3. Understand Customer Needs4. Role of Marketing Channels 5. Channel Design Decisions 6. Establish Objectives & Constraints


Outline:

7. Identify & Evaluate Major Channel Alternatives8. Channel Management Decisions9. Channel Integration & Systems10. Channel Conflict, Cooperation & Competition


Designing and Managing Integrated Marketing Channels

(10 Things to Remember)


Outline:



1. Marketing Channels

Means by which firms attempt to inform, persuade, and remind consumers, directly or indirectly, about the products and brands they sell

Outline:



2. Importance of Marketing Channels


Increase ProfitsNew Ideas

Outline:



3. Understand Customer Needs


Customers Product/Services

Outline:



4.Role of Marketing Channels

0 Level

1 Level

2 Level

3 Level


Manufacturer

Industrial Customer

Industrial Distributor

Manufacturer’s Sales Branch

Outline:



5.Channel Design Decisions

Analyze Customer Needs


Decisions

Outline:



6.Establish Objectives & Constraints

Channel

Objective

Prepare for larger environment

Product


Outline:



7.Identify & Evaluate Major Channel Alternatives

Exclusive DistributionSelective Distribution Intensive Distribution


Outline:



SelectTrainMotivateEvaluateModify

8.Channel Management Decisions


CHANNELMEMBERS

Outline:



9.Channel Integration & Systems

Vertical System Horizontal System Multi Channel System


Outline:



10. Channel Conflict, Cooperation & Competition

Conflict

Cooperate

Competition


Summary: Designing and Marketing Integration Marketing Channels

Cooperate

Think

Customer Needs

Channels


Profit

Decision

Designing & Managing Integrated Marketing Channels

Kristoffer Z. JongcoMarketing Management


Chap. 15Designing and Managing Integrated Marketing

Channels

Raymund C. PiñonMarketing Management V57

Prof. Bong De Ungria

Outline

• 6th Task of Marketing – Delivering Customer Value• Marketing channels: definition, importance, examples • Functions of marketing channels• Flows and levels of marketing channels• Value networks – a broader view of customer value delivery• How to design marketing channels• Challenges in managing channels• Integrated marketing channels – a new development • Channel conflicts and how they are managed• Key issues with e-commerce

Recall: Marketing is…

• A system of profitably creating, DELIVERING and communicating superior VALUE to satisfy customers’ needs, wants and demands better than competition.

To achieve this, the 6th Task of Marketing is…

1. Developing marketing strategies and plans2. Capturing marketing insights and

performance3. Connecting with customers4. Building strong brands5. Shaping the marketing offer6. Delivering and communicating value7. Creating successful long-term growth

1st some definitions

• Marketing Channels, Trade Channels, Distribution Channels– A set of interdependent organizations involved in the process of making products or services

available for use or consumption

– A set of pathways a product or service follows after production, culminating in purchase and use by the final end-user

– Intermediaries performing a variety of functions

• Value-delivery network– A company’s supply chain and how it partners with specific suppliers and distributors to make

products and bring them to markets

• Value-delivery system– All the expectancies the customers will have on the way to obtaining and using the offering

• Value networks– A system of partnerships and alliances that a firm creates to source, augment and deliver its

offerings

Examples of Intermediaries

• Merchants– Wholesalers and Retailers– Buy, take title to goods, resell

• Agents– Brokers, manufacturers’ representatives, sales agents– Look for customers, negotiate for producer, don’t take title to

goods

• Facilitators– Transportation companies, warehouses banks, advertising

agencies– Assist in the distribution process but don’t take title to goods

nor negotiate on purchases or sales

Why are Channels Important?Channel functions and flows

• Gather marketing information• Develop and disseminate persuasive communications• Reach agreement on prices and terms to effect transfer of ownership or

possession of goods• Place order with manufacturers• Acquire funds to finance inventory• Assume risks for carrying out channel functions• Provide for storage and movement of physical products• Provide for buyers’ payment of bills through banks• Oversee actual transfer of ownership of goods

• Convert potential buyers into profitable customers

Why are Channels Important?Marketing channel system

• Choice of particular set of marketing channels a firm employs is critical – They account for 30% to 50% of SRP– They can convert potential buyers to profitable customers– Channel decisions affect all other marketing decisions

• Pricing• Sales force and advertising decisions• Involve long-term commitments with other firms

as well as a set of policies and procedures• Channel decisions must align with overall strategy

So (again) Step #1 is…Understanding Customer Needs

Consumers choose where to buy based on:

• Price

• Product assortment

• Convenience

• Personal shopping goals

Marketers using different channels must be aware that different consumers have different needs

during the buying process

There are 5 marketing flows in a marketing channel

Suppliers Transporters, Warehouses Manufacturer Dealers Transporters CustomersTransporters,

Warehouses

Suppliers

Suppliers

Suppliers

Suppliers Manufacturer

Manufacturer

Manufacturer

Manufacturer

Banks

Transporters, Warehouses,

Banks

Transporters, Banks

Transporters, Warehouses,

BanksDealers Customers

Customers

Customers

Customers

Banks BanksDealers

Advertisingagencies

Advertisingagencies Dealers

Dealers

Physical Flow

Title Flow

Payment Flow

Information Flow

Promotions Flow

Channel Levels (Paths)There are different levels of marketing channels in

consumer and industrial markets

Manufacturer ManufacturerManufacturer Manufacturer Manufacturer Manufacturer

Wholesaler Wholesaler Manufacturer’sRepresentative

Industrialdistributor

Jobber

Retailer Retailer Retailer

Manufacturer Manufacturer

Manufacturer’sSales Branch

Industrialcustomers

Industrialcustomers

Industrialcustomers

IndustrialcustomersConsumer Consumer Consumer Consumer

0-level 1-level 2-level 3-level 0-level 1-level 2-level 3-level

Consumer Marketing Channels Industrial Marketing Channels

A broader view of delivering customer value: Value Networks

Partnerships created to source, augment & deliver offerings • From a linear view -> Supply Chain

– See markets as destinations

• To a customer-centric view -> Demand Chain Planning– Emphasize what customers are looking for instead of what we are selling– SIVA 4-Ps

• Solutions Product• Information Promotions• Value Price• Access Placement

• To a broad view of customer value delivery -> Value Networks– Seeing the company at the center of a value network – Include suppliers, suppliers’ suppliers, immediate customers and their end customers– A company needs to orchestrate these parties in order to deliver superior value to the target

market– Managing value chains require increased investments in IT and software

• SCM• SAP, Oracle• ERP• CRM

Channel Design DecisionsWhat are key issues in designing channels?

1. Analyzing customer needs

2. Establishing channel objectives

3. Evaluating major channel alternatives

In Channel Design, Step #1 is…Analyze customers’ desired service output level

There are 5 channel service outputs

• Lot size – customers prefer lot size of one

• Waiting and delivery time – fast delivery channels

• Spatial convenience – ease of purchase

• Product variety – greater assortment

• Service back-up – credit, delivery, service, repair, training, consulting

Note: increased service output = increased channel costs, and increased prices to consumers. Some customers are willing to accept smaller service outputs if they could save on costs

Channel Design Decision Step #2 is…Establishing channel objectives and constraints

• State channel target service output level

• Arrange channel tasks to minimize total channel costs and provide desired service level output

• Choose market segments to serve and best channels for each

• In entering new markets, observe what competitors are doing

• Adapt channel objectives to larger environmental context– E.g. During depression – use shorter channels to maintain price– E.g. Note legal constraints – vs. monopoly

Channel Design DecisionsIn establishing channel objectives and constraints

• Vary objectives to suit product characteristics

– For perishables – direct marketing

– For bulky (building materials) – minimize shipping distance and amount of handling

– Nonstandard products (custom-built machinery) – sales force

– Products needing installation or maintenance (heating or cooling

systems) – sales force or franchised dealers

– High-unit value products (generators of turbines) – sales force

In Channel Design Decision, Step #3 is…Identifying and evaluating major channel alternatives

Channel Advantages Disadvantages

Sales Force or owned branches

Can handle complex products and transactions

Too expensive

Internet, telemarketing

Less expensive Not effective with complex products

Distributors Can create sales Customer contact by company is lost

Manufacturer’s representatives

Able to contact customers at low cost per customer because several clients share costs

Selling effort per customer is less intense than if company reps did the selling

Choose a mix of channels that reach different segments of buyers and delivers the right products at the least cost

In Evaluating Channels Consider 3 elements of channel alternatives

1. What types of business intermediaries are available?

2. How many intermediaries are needed?– Exclusive distribution – limited number of intermediaries

• Maintain control of service levels and outputs offered by intermediaries

– Selective distribution – few but less than all• Gain adequate market coverage, more control, less cost

– Intensive distribution• Places its products in as many outlets as possible

3. What are the terms, and what are the responsibilities of each channel members?

In Channel Design Evaluate major channel alternatives using…

• Economic criteria

• Control criteria

• Adaptive criteria

Economic criteria in channel evaluationEach channel alternative will generate different

levels of sales and costs

low high

Valu

e-Ad

ded

of S

ales

Cost per Transaction

Internet

Telemarketing

Retail Stores

Distributors

Value-Added

partners

Salesforce

low

high

Direct marketing channels

“Indirect” channels

Direct saleschannels

Try to align customers and channels to maximize demand at the lowest overall cost

Channel Design DecisionsControl and adaptive criteria in evaluation

• Using sales agency poses control problems for you– They are independent firms seeking to maximize profits– They concentrate on customers who buy– They may not master technical details of product or handle

promotions effectively

• In rapidly changing, volatile, or uncertain product markets, producers need channel structures and policies that provide high adaptability

Channel Management DecisionsAfter choosing a channel system, the company must:

1. Select individual channel members

2. Train and motivate channel members

3. Evaluate individual channel members

4. Modify channel design and arrangements

over time


1. Set criteria for selection of channel members– Number of years in business– Other lines carried– Growth and profit records– Financial strength– Cooperativeness– Service reputation– Size and quality of sales force– Location– Type of clientele– Future growth potential


2. Train and motivate channel members

– Understand intermediaries’ needs and wants– Construct a channel positioning– Implement capacity-building programs

• Training• Market research

– Exercise channel power to compel action


2. Train and motivate channel members– Types of power to elicit cooperation

• Coercive power– Threaten to withdraw a resource or terminate a relationship

• Reward power– Higher margins, deals, premiums, cooperative advertising

allowances, display allowances, sales contest, bonuses

• Legitimate power– Use contract agreements to force compliance

• Expert power– Posses special knowledge the intermediary values

• Referent power– Intermediary feels proud to be associated with producer

Channel Management DecisionsIn motivating channel members

2. Forge long-term partnerships by clarifying expectations – Market coverage– Inventory levels– Marketing development– Account solicitation– Technical advise and services– Marketing information

Channel Management DecisionsIn motivating channel members

2. Streamline supply chain and cut costs:ECR – Efficient Consumer Response practices help organize relationship in 3 areas:

– Demand-side management

• Stimulate demand with joint sales and marketing activities

– Supply-side management

• Focus on logistics and supply chain activities to optimize supply

– Enablers and integrators

• Use IT and process improvement tools to support joint activities


3. Evaluate individual channel members on…– Sales quota achievement– Average inventory levels– Customer delivery time– Treatment of damaged

and lost goods– Cooperation in training

and promotions programs

Note: underperformers need to be counseled, retrained, motivated or terminated


4. Modify channel design and arrangements over time when:– Channel is not working as planned

– Consumer buying patterns change

– Market expands

– New competition arises

– Innovative distribution channels emerge

– Product moves into later stages of PLC

Note: change may mean adding or dropping individual channel members, adding or dropping market channels, or developing totally new ways to sell goods

In managing channels, how much effort to devote to push or pull?

• Push strategy – for low-involvement, impulse products– Use sales force, trade promo to induce

intermediaries to carry, promote and sell products to end-users

• Pull strategy– For high-involvement, differentiated offers– Use advertising, consumer promotions

and other forms of communication to persuade consumers to demand the product from intermediaries

Channel Integration and SystemsSome of the recent developments in channels

• Vertical Marketing Systems

– Corporate VMS– Administered VMS– Contractual VMS– New competition in retailing

• Horizontal Marketing Systems

• Integrating Multi-channel Marketing Systems


• Vertical Marketing Systems

– Producer, wholesaler(s) and retailer(s) acting as a unified system

– Channel captain owns others or franchises them or has so much power that they all cooperate

– Strong channel members’ attempts to control channel behavior and eliminate conflict

– Achieve economies of scale via size, bargaining power, and elimination of duplicate services

– Provides extensive exchange of information


• New competition in retailing– Is no longer between independent business units

but between

• whole systems of centrally-planned networks (Corporate, administered, and contractual)

• competing against one another

• to achieve the best economies and customer response


• Horizontal Marketing Systems

– Two or more unrelated companies put together resources or programs to exploit an emerging marketing opportunity

– Each company lacks capital, know-how, production or marketing resources to venture alone or is afraid of the risks

– Arrangements may be temporary, permanent or result in joint-venture company


• Integrating Multi-channel Marketing Systems

– Multi-channel marketing

• A company uses two or more channels to reach one or more customer segments

– Integrated marketing channel system

• Strategies and tactics of selling through one channel reflects the strategies and tactics of selling through other channels

Channel Integration and Systems3 benefits of multi-channel marketing systems

• Increased market coverage– Customers can shop for company

products in more places – Multi-channel shoppers are

more profitable customers

• Lower channel cost– Selling by phone is cheaper than selling

by personal visit to small customers

• More customized selling– Adding a technical sales force to

sell more complex products

Channel Integration and SystemsDisadvantages of multi-channel marketing systems

• Channel conflicts

– Channels competing for same customer

– New channels independent and makescooperation difficult

• Problems with control

– Execution of merchandizing and promotions programs

– Market coverage and frequency of visits to customers

– Inventory levels

– Handling of customer complaints, returns and damaged goods

– Allocation of effort to other principals served by intermediaries

In Channel ArchitectureDetermine which channels should perform which functionsBetter

InformationDisseminateinformation

Reach price

agreement

Pace orders

Acquire funds for

inventories

Assume risks

Facilitate product

storage & movement

Facilitate payment

Oversee ownership

terms

Internet

National account management

Direct sales

Tele-marketing

Direct mail

Retail stores

Distributors

Dealers and value-added resellers

Advertising

Vend

or

Cus

tom

er

Demand-generation Tasks

Mar

ketin

g ch

anne

ls a

nd M

etho

ds

Multi-channel architecture optimizes coverage, customization and control, while minimizing costs and conflict

Conflict, Cooperation and CompetitionCauses of channel conflicts

• Goal incompatibility– Low-price market penetration strategy vs.

high-margin, short-run profitability

• Unclear roles and rights– Territorial boundaries– Sales crediting

• Differences in perception– Optimistic vs. pessimistic views on business prospects– Differences in perception about advertising strategy

• Intermediaries’ dependence on the manufacturer– Exclusive dealers are at the mercy of manufacturers’

product and pricing policies

Conflict, Cooperation and CompetitionManagement of channel conflicts

• As companies add channels to grow sales, they risk creating channel conflicts

• Too much conflict is dysfunctional

• The challenge is not to eliminate conflicts but to manage them through

– Adoption of super-ordinate goals – agree on goals they jointly seek

– Exchange of employees – e.g. between manufacturer and dealer

– Joint membership in trade associations – manufacturers and marketers

– Co-optation – include leaders in boards, advisory councils

– Diplomacy, mediation, or arbitration – conflict resolution methods

– Legal recourse

E-Commerce Marketing PracticesSome definitions

• E-business– Use of electronic means and platforms to conduct a company’s

business

• E-commerce– Company or site offers to transact or facilitate the selling of products

and services online

• E-purchasing– Purchase of goods, services and information from online sources

• E-marketing– Efforts to inform buyers, communicate, promote and sell company

products and services over the internet

E-Commerce Marketing PracticesSome advantages

• Provides convenient, informative and personalized experiences for different types of customers

• Allows online retailers to sell low-volume products to niche markets at lesser or no cost in maintaining retail floor space, staff, and inventory

E-Commerce Marketing Practices3 Aspects of online transactions in retailing competition

• Customer interaction with the Website

• Delivery of the product

• Ability to address problems when they occur

E-Commerce Marketing Practices2 Types of Online Competitors

• Pure-Click Companies– Launched a website without previous existence as a company

• Search engines• ISPs• Commerce sites – amazon.com, buy.com

– sell all types of products and services – books, music, toys, stocks, clothes, insurance, financial services

• Transaction sites• Content sites• Enabler sites

• Brick-and-Click Companies– Existing companies that have added an online site for information or

e-commerce

E-Commerce Marketing PracticesIssues of using online channels for Brick-and-Click

and how to handle them

• Potential channel conflict with retailers, brokers, agents and branch outlets

• How to sell both to intermediaries and online?

– Offer different brands or products online

– Offer off-line partners higher commissions to offset negative impact on sales

– Take orders on the web but have retailers deliver and collect payment

M-Commerce

• Wireless internet-connectivity to do business • Location-based services

Summary of Top 10 Concepts

• 6th Task of Marketing – Delivering Customer Value• Marketing channels: definition, importance, examples • Functions of marketing channels• Flows and levels of marketing channels• Value networks – a broader view of customer value delivery• How to design marketing channels• Challenges in managing channels• Integrated marketing channels – a new development • Channel conflicts and how they are managed• Key issues with e-commerce

Business

Markma Group 4 Chapter 15 Presentation