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About the Presenter
• Jim Elder
– President of Allegra Design Web Print, an integrated marketing
services agency
– Local work
• Board member Missouri Venture Forum
• Board member Children’s Home Society
• Board member Creve Coeur Olivette Chamber of Commerce
• Board member Maryland Heights Chamber of Commerce
– Past lives
• Asst. Professor at Lindenwood University
– Chair, Dept of Entrepreneurial Studies
– Marketing, pricing and channel strategies
• Former SVP Marketing at healthcare services & biotechnology
companies
Distribution Channels
There is no one “Best” way to get
products to your target market
What’s best for your Company or Product?
Direct vs. Indirect, Intensive vs Selective vs Exclusive
It depends upon
Competitors
Costs
Human and financial resources
How your audience wants to or is comfortable buying
Why Utilize an Indirect Channel?
• Gather information on target market shopping patterns
• Promote product availability in the target markets
• Maintain inventory storage to assure timely availability
• Compile information about product features
• Break bulk
• Process and fill specific customer orders
• Provide product warranty service
Or,
• Offer credit
• Allow for absorption of size and grade obsolescence
• Offer return provisions
• Train/educate
• Include packaging and special handling
Middlemen: From Their Perspective
• Middlemen act as purchasing agents for their customers, not as
sales agents for you the manufacturer
• Middlemen don’t consider themselves to be a “hired link” for a
manufacturer
• Middlemen view all the products they offer as a family of items
they sell as a packaged assortment for their customers. They
direct their efforts primarily at obtaining orders for this packaged
assortment, not for your single product
• Unless given some incentive to do so, middlemen will not
maintain separate sales records by brands sold. Information that
might be useful to manufacturers such as pricing, packaging, or
promotion is “buried” in the middleman’s records
• The more work they perform, the more risk they take, the more
they expect to be paid
Wholesalers,
Distributors
Direct-Buy
Retailers
Distressed
Merchandisers
Online
Marketplaces
Logistics
Partners
Agents, Mfr Reps,
Brokers
Direct Marketing,
Catalog Retailers
Direct Corporate
Sales
Website Sales
Direct Mail,
Tele-Marketing
Value-Added
Resellers
End
-Bu
yer
Seg
men
ts
Retailers
Retailers
Retailers
Retailers
Corporate
Direct
Channels
Specialty
Retail
Channels
Wholesale
Retail
Channels
Discount
Channels
Channel Structure
Manufacturer,
VendorValue
The Place Element of the Marketing Mix
Examples of Channels of Distribution
White Castle FordDel
MonteProcter &Gamble
Wholesaler
Wholesaler
Retailer
Consumer
Wholesaler
RetailerRetailer
International Market Example
Basic Product Producer
General Wholesaler
Basic Product Specialty Wholesaler
Basic Product Processor
Specialty Wholesaler
Regional Wholesaler
Local Wholesaler
Retailer
Finished Product Processor
Typical Japanese Channel of Distribution for a Consumer Product
Even powerful P&G
ran into trouble
launching baby
diapers into Japan
How the Market Buys
1. Large quantities
2. Self-service
3. One-stop shopping
4. Impulse buying
5. Cash
6. Shopping at home
7. Expending substantial effort
through comparison shopping
8. Demanding extensive service
1. Small quantities
2. Assistance by salespeople
3. Buying from several stores
4. Extensive decision making
prior to purchase
5. Credit
6. Shopping at stores
7. Expending little effort
8. Demanding little service
Versus
Push vs Pull Strategies
Push Channel Strategy Pull Channel Strategy
Manufacturer
Economics
Wholesale discounts and
promo fees are “variable
costs” favoring small brands
Heavy advertising and mass
marketing create high “fixed costs”
favoring high-volume brands
Channel Member
Economics
High margins, high cost of
sales, advertising, services
shared by multiple brands
Low margins require making money
by moving volume at minimum cost
Market Types, Ease of
Communication
Niche/diffuse markets difficult to
target with mass
communication
Mass-market appeal or easily targeted
markets with mass communications
On-Site Augmentation
Required by Channel
Moderate to high Low to none
Distribution Intensity Selective Intensive
Cooperative Arrangements
Cooperative programs
provided by Manufacturers to channel members
• Cooperative advertising allowances
• Payments for interior displays
• Contests for buyers, salespeople, etc.
• Allowances for warehousing functions
• Payments for window display space
• Detail men who check inventory
• Demonstrators
• Coupon-handling allowance
• Free goods
13
Tools to Drive Volume Through the Channel
Pull Tools(End-User)
Push Tools(Trade)
Rebates
Bonus Packs
Price Packs
Coupons
Sweepstakes
Premiums
Sampling, or Trial Sizes
Trade-in Allowances
Financing Incentives
Off-invoice Allowances
Quantity Discounts
Slotting Fees
Displays & Selling Aids
Dating
In-store Promotions
Contents & Incentives
Floor Planning
Sales Force Incentives (spiffs)
Benefit end-customer, not retailer
End-customer perceive as
special deal, not lower quality
Direct special price to first
time buyers, not repeat
buyers
Temporary discount to
achieve short-term objective
Encourage retailer to sell
more product vs. competitor
Enable retailers to carry floor
demonstration products
Help finance inventories
Anatomy of Pricing Channel Structure
Cost to produce
strings = $2.50Manufacturer
Wholesale trade
discount = 66%Cost of strings to
wholesaler = $3.40
Retail Trade
discount = 50%
Cost of strings to retailer =
$5.00
Consumer discount
= 25%Cost of strings to
consumer = $7.50
Wholesaler
Retailer
Consumer
$0.90 = Gross Margin to Manufacturer on sale to Wholesaler
$1.60 = Gross Margin to Wholesaler on sale to Retailer
$2.50 = Gross Margin to Retailer on sale to Consumer
Suggested Retail Price = $10.00
Set of Guitar Strings
Price calculations all start
with discounts off of Retail
Cooperative Advertising
Typical
Strategy:
• A sharing in the cost on a 50–50 basis up
to some percentage of the retailer’s
purchases from the manufacturer
Administration:
• Effective administration by manufacturer
is necessary to avoid abuses & to help
secure cooperation from channel
members
• Channel manager must be sensitive to
channel members’ primary concern
about this strategy
Promotional Allowances
Typical
Strategy:
• Manufacturer offers channel
member a direct cash payment or a
certain percentage of the purchases
on particular products
Administration:
• Manufacturer should conduct
research to determine whether it is
getting its money’s worth in terms
of retailer cooperation and follow-
through
Slotting Fees
Typical
Strategy:
• Payments by manufacturers to
persuade channel members, especially
retailers, to stock, display, and support
new products
Administration:
• Joint sponsorship of research between
retailers and manufacturers on effects of
slotting fees on various topics could help
alleviate conflict
Displays & Selling Aids
Typical
Strategy:
• Include point-of-purchase (POP)
displays, dealer identification signs,
promotional kits, special in-store
displays, & mailing pieces
Administration:
• Channel manager should make the
effort to see whether the firm’s selling
aids and displays are serving any useful
purpose
In-Store Promotions
Typical
Strategy:
• Short-term events designed to
create added interest and
excitement for the manufacturer’s
products
Administration:
• The planning of a successful in-
store promotion should always
include considerations of the
potential benefits for the retailers
involved.
Contests & Incentives
Typical
Strategy:
• Techniques that manufacturers use to
stimulate channel member sales efforts for
their products
Administration:
• Manufacturer should put much effort into
the view of channel members toward this
form of promotion
Promotional Deals & Merchandising Campaigns
Typical
Strategy:
• Include a variety of push-type
promotional deals such as discounts to
channel members to encourage them to
order more products
Administration:
• Manufacturers need to develop carefully
planned strategies that are based on
knowledge of channel member needs
and that take a long-term perspective on
promotion through the marketing
channel
Negotiating With Power Buyers
1. Make power buyers compete
2. Quantify the value of your offering
3. Eliminate unnecessary costs
4. Segment the product offering
5. Offer exclusive rights (not price)
6. Resist “Divide-and-Conquer” tactics
Jim Elder
Allegra Design Web Print
314.429.4848
www.Allegrastlouiswest.com