Kusum L. Ailawadi, Paul W. Farris

Getting Multi-Channel Distribution Right (eBook, PDF)

• Format: PDF

Produktbeschreibung

Getting Multi-Channel Distribution Right provides a comprehensive treatment of modern distribution strategy that is analytically solid, clearly written, and relevant for managers as well as MBA and executive MBA students, and the professors who train them. It covers concepts, metrics, tools, and strategic frameworks for managing distribution in physical and digital channels. Focusing on the challenges of managing multiple channels of distribution in an evolving marketplace--rather than the process of designing a distribution channel from scratch--it leans more heavily on metrics and tools and incorporates perspectives from academic research, as well as in-depth case studies from marketing and general management practice. * Introduces an organizing framework of pull and push marketing for how suppliers work together with their channel partners. * Integrates across physical and digital, independent and company-owned, routes to market. * Maps the functions of traditional and newer intermediaries in the channel ecosystem and identifies the root causes of conflict between them. * Provides tools and frameworks for how much distribution coverage is required and where. * Shows how product line, pricing, trade promotions, and other channel incentives can help to coordinate multiple channels and manage conflict. * Illustrates how push and pull metrics can be combined into valuable dashboards for identifying positive feedback opportunities and sustaining the channel partnership. With the help of Getting Multi-Channel Distribution Right you'll discover how to successfully develop, execute, and adapt distribution strategy to the evolving marketplace.

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Produktdetails

• Verlag: John Wiley & Sons
• Seitenzahl: 384
• Erscheinungstermin: 22. April 2020
• Englisch
• ISBN-13: 9781119632900
• Artikelnr.: 59312518

Autorenporträt

KUSUM L. AILAWADI is Charles Jordan Professor of Marketing at the Tuck School of Business at Dartmouth. Her research focuses on the interaction, distribution of power, and performance of manufacturers and their distribution channel partners. She has published extensively in the top marketing journals, and several of her articles have been honored for best contributions to marketing theory, practice, and academic-practitioner collaboration, and for long-term impact. She is an Associate Editor for the Journal of Marketing, Journal of Marketing Research, and Marketing Science. She is also an Academic Trustee of the Marketing Science Institute and President-Elect of the INFORMS Society for Marketing Science. PAUL W. FARRIS is Emeritus Landmark Professor of Marketing at the Darden School of Business, University of Virginia. Over his career he has worked in marketing for UNILEVER and was a director on boards for six companies including retailers, manufacturers, and distributors. He has consulted for Apple, Best Buy, Google, Kroger, and Procter & Gamble among other companies. His authored or co-authored books and articles include award-winning research on distribution channels, marketing metrics, retail power, marketing strategy, and budgeting. He has served on several editorial boards for marketing journals and as an Academic Trustee of the Marketing Science Institute.

Inhaltsangabe

About the Authors xxi

Acknowledgments xxiii

Preface xxv

Chapter 1 Distribution Channels Today 1

1.1 Introduction 1

1.2 What is New: Radical Changes in the Navigation of Distribution Channels 4

1.2.1 Changing Business Models 5

1.2.2 Omni-Channel Retailing 6

1.2.3 Data 7

1.2.4 Regulation 9

1.3 The Road Ahead 10

Part I The Bedrock of Channel Functions, Power, and Conflict 13

Chapter 2 Push, Pull, and Total Channel Performance 15

2.1 Introduction 15

2.2 An Organizing Framework Illustrated with Natura's Distribution Channel 16

2.2.1 Push 16

2.2.2 Pull 17

2.2.3 Supplier Inputs, Downstream Effects, and Channel Performance 17

2.3 Push-Pull Inputs and Downstream Effects in PepsiCo's Channel 20

2.4 Push and Pull for Services and Digital Channels 21

2.5 Beneficial and Harmful Feedback Loops in the Push-Pull System 23

2.6 Conclusion 26

Chapter 3 Root Causes of Channel Conflict 29

3.1 Introduction 29

3.1.1 Examples of Channel Conflict 31

3.1.2 Myopia and Four Root Causes of Conflict that Strain the Partnership 32

3.2 Uncoordinated Pricing and Selling Effort 33

3.2.1 Double, Triple, and Quadruple Marginalization 33

3.2.2 Loss Leaders Have Their Own Problems 37

3.3 Over- and Under-Distribution 40

3.3.1 Under-Distribution 40

3.3.2 Over-Distribution 42

3.3.3 Competing with Your Customers 44

3.3.4 Unauthorized Distribution 45

3.4 Division of Work and Pay: Who Sold That? 46

3.4.1 The Case of Leather Italia: Functions Performed and Margin Earned 46

3.4.2 Free Riding on Showrooms, Webrooms, and Billboards 49

3.5 Adapting to Change: Where Does the Future Lie? 51

3.6 Conclusion 52

Chapter 4 Middlemen in Today's Channel Ecosystem and Their Functions 57

4.1 Introduction 57

4.2 Brick-and-Mortar Intermediaries 60

4.3 New Digital Intermediaries 64

4.4 Support Service Providers 67

4.5 What's Different about Today's Channel Functions 69

4.5.1 The Critical Nature of Delivery and Returns 69

4.5.2 Increasingly Targeted Selling and Peer Persuasion 71

4.5.3 Location Means More, Not Less 72

4.5.4 Agglomeration is Alive and Well 74

4.6 Conclusion 74

Chapter 5 The Sources and Indicators of Power in the Channel 79

5.1 Introduction 79

5.2 Power in the Channel and Its Sources 81

5.2.1 How Social Psychologists and Economists Think about Power 81

5.2.2 Sources of Power in the Distribution Channel 83

5.3 Consumer Search Loyalty: The Ultimate Source of Power 85

5.3.1 Loyalty to the Brand or to the Channel? 86

5.3.2 Search Loyalty: Hard to Get, Harder to Measure in the Physical World 87

5.3.3 Fake It Till You Make It? 89

5.3.4 is Loyalty a Dinosaur in the Digital World? 89

5.4 Economic Indicators of Power 91

5.4.1 Monopoly Power: The Lerner Index and Price Elasticity 91

5.4.2 Manufacturer versus Retailer Price Elasticity and How It Can Distort Power Assessment 93

5.4.3 Profitability as a Sign of Power 94

5.5 Conclusion 96

Chapter 6 Using Power Without Using It Up 99

6.1 Introduction 99

6.2 Applying Power in Channel Relationships 100

6.3 Investments and Safeguards: Efficient Partnership or Power Struggle? 103

6.3.1 Make Partner-Specific Investments with Open Eyes 103

6.3.2 Safegua