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Part 4 PRODUCT AND PRICE DECISIONS Part 4 PRODUCT AND PRICE DECISIONS

Part 4 PRODUCT AND PRICE DECISIONS - PowerPoint Presentation

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Part 4 PRODUCT AND PRICE DECISIONS - PPT Presentation

10 Product Branding and Packing Concepts 11 Business Markets and Buying Behavior 12 Developing and Managing Prices 13 Marketing Channels and SupplyChain Management 14 Retailing Direct Marketing and Wholesaling ID: 674055

marketing channel supply products channel marketing products supply management distribution chain channels customer time product business taza crm market

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Slide1

Part 4PRODUCT AND PRICE DECISIONSSlide2

10: Product, Branding, and Packing Concepts

11:

Business Markets and Buying Behavior

12: Developing and Managing Prices13: Marketing Channels and Supply-Chain Management14: Retailing, Direct Marketing, and WholesalingSlide3

Chapter 13Marketing Channels and Supply-Chain ManagementProfessor Jason

C. H. Chen, Ph.D.

School

of Business AdministrationGonzaga UniversitySpokane, WA 99258chen@jepson.gonzaga.eduSlide4

To describe the foundations of supply-chain managementTo explore the role and significance of marketing channels and supply chainsTo identify the intensity of market coverageTo examine strategic issues in marketing channels, including leadership, cooperation, and conflictTo examine physical distribution as a part of supply-chain managementTo explore legal issues in channel managementLearning ObjectivesSlide5

Customercentric

Who are the customers?

Where are the customers?

Their purchasing habitsHow to reach them?

What they need/want?

How many they need/want?

When they need/want?

How to reach them?

Demands

Products

IS/E-BUSINESS

BUSINESS

VALUE &

FOCUS: IS

Perspective

SCM

CRM

BPR

ERP

Value

Business Models & Strategies

SCM: Supply Chain Mgt.

CRM: Customer Relationship Mgt.

BPR: Business Process Reengineering

ERP: Enterprise Resources Planning Slide6

CRM Applications

Customer Relationship Management (CRM) systems store data in a single database and link CRM processes to one another.Slide7

Supply-Chain Management A set of approaches used to integrate the functions of operations management, logistics management, supply management and marketing channel management so products are produced and distributed in the right quantities, the right locations and at the right timeThe goal is to achieve optimal levels of efficiency and service

The supply chain includes all entities that facilitate product distribution and benefit from cooperative effortsSlide8

Decisions

and activities involved in making products available to customers when and where they want to purchase them

Distribution

Activities

associated with the flow and transformation of products from raw materials through to the end customer

Supply chain

Total set of managerial activities used by an organization to transform resource inputs

into ______, _______,

or both

Operations management

Foundations of

the Supply

Chain

goods

servicesSlide9

Planning, implementing, and controlling the efficient and effective flow and storage of products and information from the point of origin to

consumption in

order to meet customers’

_______ and ______

Logistics management

Processes that enable the progress of value from raw material to final customer and back to redesign and final disposition

Supply management

Set of approaches used to integrate the functions of operations, logistics, supply, and marketing channel management

Supply chain management

Foundations of the

Supply

Chain

needs

wantsSlide10

Supply Chain Management – Technology IssuesTechnology

Information technology has created almost seamless distribution processes

Information _________ has reduced costs

Increased speed, flexibility, and cooperationTechnology has improved service Increasing number of innovative goodsIncreased involvement of firms in management supply chainEffective supply-chain management is closely linked to a ________ orientation

market

sharingSlide11

Marketing channel: Group of individuals and organizations that direct the _____ of products from producers to customers within the supply chainPrimary role is to make products available at the right time at the right place in the right quantities.Providing customer satisfaction should be the driving force behind marketing channel decisionsRole of Marketing Channels in Supply Chains

flowSlide12

Marketing intermediaries: Link producers to other intermediaries or to ultimate consumers through contractual arrangements or through the purchase and resale of productsPlay key roles in customer relationship management (CRM)Through distribution activities and maintaining databases and information systemsRole of Marketing Channels in Supply Chains (cont.)Slide13

CRM Applications

Customer Relationship Management (CRM) systems store data in a single database and link CRM processes to one another.Slide14

Table 13.1 - Marketing Activities Performed by IntermediariesSlide15

Marketing channel decisions influence the rest of the marketing mix (product, promotion, and pricing)Channel decisions determine a product’s:Market presenceAccessibilityEffective marketing channels required for organizational

successMarketing channel decisions have strategic

significance

Why?Entail ____-term commitments among a variety of firms (e.g., suppliers, logistics providers, and operations firms) and ________ to change/undo marketing channel decisionsThe Significance of Marketing ChannelslongdifficultSlide16

Time utility - Making products available when the customer wants themPlace utility - Making products available in locations where customers wish to purchase them__________ utility - Customer has access to the product to use or to store for future useForm utility - Assembling, preparing, or otherwise refining the product to suit customer needsMarketing Channels Create Utility

PossessionSlide17

Marketing Channels Facilitate Exchange ___________Marketing intermediaries can reduce the costs of exchanges by performing certain services or functions efficiently

Intermediaries are specialists in facilitating exchanges

Access to and control over important resources used in the proper functioning of marketing channels

Critics accuse wholesalers of being inefficient and parasiticWhile eliminating wholesalers may lower customer prices it does not eliminate the need for the services the wholesalers provideEfficienciesSlide18

Figure 13.1 - Efficiency in Exchanges Provided by an IntermediarySlide19

Figure 13.2 - Typical Marketing Channels for Consumer Products

Direct Marketing (Internet)

Larger retailers

Most of consumer products

Eg

., Food Industry (Nabisco)

Nabisco (Wheat Thins crackers)

Food Brokers

Supermarkets, vending-machine, convenience storesSlide20

Channels for Consumer Products

A long channel may be the most efficient distribution channel for some consumer goods

When several channel intermediaries perform specialized functions, cost may be lower than when one channel member tries to perform them all

Firms that specialize in certain elements of producing a product or moving it through the channel are more effective and efficient at performing specialized tasksResults in cost efficiencies and added _____ to customersvalueSlide21

Figure 13.3 - Typical Marketing Channels for Business Products

Direct channel (>50% of business products, esp. expensive equipment)

Indus.

distri. takes title to products and carries inventories and most effective when a product has broad market appealAgent does not acquire title to the products and usually does not take possessionWhen producer wishes to cover a large geographic areaSlide22

Industrial distributor: Independent business organization that takes title to industrial products and carries inventoriesUsually sells standardized items, although some carry a wide variety of items Cost effective when a product has broad market appeal, is easily stocked and serviced, is sold in small quantities and is needed on demand

Manufacturers’ agent - Independent businessperson who sells complementary products from several producers in assigned territories and is compensated through commissions

Channels for Business ProductsSlide23

Advantages of industrial distributorPerform required selling activities in local markets at a lower cost to a manufacturerProvide customers with credit servicesPass on market information to producersReduce producers’ capital requirementsChannels for Business Products

Disadvantages

of industrial distributor

Difficult to control

Not dependable to promote

brand

Less likely to handle

items

that need specialized facilities or extra selling efforts

Lack specialized knowledge necessary to sell and service technical productsSlide24

Multiple Marketing Channels and Channel (Strategic) Alliances

____________: a new strategy whereby companies

cooperate

and

compete

at the same time with companies in their value net.

Co-opetition

is the strategy for creating the best possible outcome for a business by optimally combining competition and cooperation.

e.g

,

Covisint

and General Motors, Ford, and DaimlerChrysler.

Co-

opetitionSlide25

Figure 13.4 - Selecting Marketing Channels

Target market

income, gender

Expensive & perishableShort channelLess expensiveLong channelFragileShort channelCompetitive market

Keep cost low

Efficient channel

Government regulation

Modify existing channel

Ineffective intermediaries

Reconsider channel choice

Size

Larger (more channels)

Smaller (less

channelsSlide26

Intensity of Market CoverageIntensive

Selective

ExclusiveSlide27

Intensity of Market Coverage Slide28

Strategic Issues in Marketing ChannelsSupply-chain decision cut across all functional areas of business

Responsibilities, rewards, sanctions

Vertical vs. horizontal channel integrationSlide29

Supply chains can provide a competitive advantage for many marketersSupply chain decisions cut across all functional areas of a businessEffective and efficient supply chain can sustain a business in a variety of competitive environmentsInefficient supply chains can lead to increased costsIntegrated supply chains lead to a holistic view of the supply chainCompetitive Priorities in Marketing ChannelsSlide30

Each channel member performs a specific role in the distribution system Agrees to accept rights, responsibilities, rewards, and sanctions for nonconformityChannel partnerships can facilitate effective supply-chain management Channel cooperation reduces wasted resourcesChannel Leadership, Cooperation, and ConflictSlide31

Channel LeadershipThe channel captain must possess channel power, the ability to influence another channel member’s goal achievement.

Q: Can small retailers assume leadership roles?

Yes

, when they gain strong customer loyalty in local or regional markets.Slide32

Enables retailers, wholesalers, suppliers and logistics providers to:Speed up inventory replenishmentImprove customer serviceCut the costs of bringing products to customersWays to improve channel cooperationMarketing channel should be viewed as a unified supply chain Members should work toward common objectivesChannel member tasks must be clearly definedHow to accomplish this goal? (one word)_______

Channel Cooperation

TRUSTSlide33

Channel conflict occurs when:Self-interest creates misunderstanding about role expectations of channel membersCommunication is poor between channel membersIntermediaries overemphasize competing products or diversify into product lines traditionally handled by other intermediariesChannel ConflictSlide34

Channel members either:Combine and control activitiesPass them to another channel memberChannel functions may be transferred between intermediaries, producers, and customersVertical channel integrationA _____ channel member coordinates or manages all activities to maximize efficiencies, resulting in an effective and low-cost distribution system that does not duplicate service.Horizontal channel integrationAn organization may integrate horizontally by merging with

other organizations at the same level in the marketing channel.

Channel Integration

singleSlide35

Combines two or more stages of the channel under one managementParticipants coordinated efforts to reach a desired target marketOften effective against competition because of increased bargaining power and shared information and responsibilitiesVertical marketing system (VMS): Single channel member coordinates all activities to maximize efficienciesCorporate VMS - Combines all stages of the marketing channel under a single owner

Administered VMS - Informal coordination achieves a high level of interorganizational managementContractual VMS - Members are linked by legal agreements

Vertical Channel IntegrationSlide36

Combining organizations at the same level of operation under one managementCreates economies of scaleLarge size may:Decrease flexibilityIncrease coordination problemsRequire additional research and planningHorizontal Channel IntegrationSlide37

Physical distribution (logistics): Activities used to move products from producers to consumers and other end users_____________ - Contracting of physical distribution tasks to third partiesMost distribution activities can be outsourced to firms with expertise in specific areas___________ (e.g., CRM and Database) plays a large role in physical distribution considerations within marketing channelsCycle time: Time needed to complete a processImportant goal of physical distribution

Physical Distribution in Supply-Chain Management

Outsourcing

TechnologySlide38

Goals of Physical Distribution Slide39

Figure 13.5 - Proportional Cost of Each Physical Distribution Function Slide40

Receipt and transmission of sales order informationOrder entry - Begins when customers place ordersOrder handling - Product availability and customer credit-worthiness is verified; order assembly occursOrder delivery - Delivery is scheduled with carrierElectronic data interchange (EDI): Computer technology to integrate order processing with production, inventory, accounting, and transportationOrder ProcessingSlide41

Developing and maintaining adequate assortments of products to meet customers’ needsStockouts - Shortages of productsReorder point - Inventory level that signals the need to place a new orderOrder lead time - Average time lapse between placing the order and receiving itUsage rate - Rate at which inventory is used/soldSafety stock - Extra inventory a firm keeps

Just-in-time (JIT)

An inventory-management approach in which supplies arrive just when needed for production or

resaleInventory ManagementReorder point = (order lead time x usage rate) + _______ stocksafetySlide42

RE-ORDER POINTReorder point = (order lead time x usage rate) + _______ stock

safety

If order lead time is 10 days, usage rate is 3 units per day, and safety stock is 20 units. The reorder point is:

Reorder point = (10 * 3) + 20 = 50 unitsA lead time is the latency between the initiation and execution of a process. For example, the lead time between the placement of an order and delivery of a new car from a manufacturer may be anywhere from 2 weeks to 6 months. In industry, lead time reduction is an important part of lean manufacturing.Slide43

Physical handling of tangible goods, supplies, and resourcesEfficient materials handling can:Reduce costsDecrease number of times a good is handledImprove customer service, increasing satisfactionRadio frequency identification (RFID) - Radio waves used to track materials using scannersMaterials HandlingSlide44

Common methods used in materials handlingUnit loading - One or more boxes are placed on a pallet or skidContainerization - Consolidating many items into a single, large container that is sealed at its point of origin and opened at its destinationMaterials HandlingSlide45

Design and operation of facilities for storing and moving goodsCreates time utility Helps stabilize prices and the availability of seasonal itemsChoice of warehouse is an important strategic considerationCorrect warehouse can reduce transportation and inventory costs and improve customer serviceWarehousingSlide46

Types of WarehousesPrivate

Public

movingSlide47

Movement of products from where they are made to intermediaries and end users The most expensive physical distribution function

Transportation

Transportation Mode

RailroadsHeavy, bulky freight; long distances over landTrucksThe most flexible schedules and routes; more expensive and vulnerable to weather; size and weight restrictions

Pipelines

Most automated; dependable; contents subject to shrinkage

Waterways

Cheapest method; heavy, low-value nonperishables; markets must be accessible by water

Airways

Fastest and most expensive; high-value, low-bulk, or perishable goodsSlide48

Table 13.2 - Characteristics and Ratings of Transportation Modes by Selection CriteriaSlide49

Coordinating TransportationAs the range of transportation alternatives expands, carriers also put greater emphasis on customer _______ in order to gain a competitive advantage.

serviceSlide50

The numerous federal, state, and local laws governing distribution channel management in the US are based on the principle that the public is best served by _________ competition and free trade.Dual distributionViewed as a threat to competitionProducers that have outlets should use prices that do not severely undercut independent retailers’ pricesRestricted sales territoriesCourts have conflicting opinions on restricting intermediaries to certain sales territoriesExclusive territories can promote competition among dealers handling different brands

Legal Issues

in Channel

ManagementprotectingSlide51

Tying agreement: Supplier furnishes a product to a channel member with the stipulation that the channel member purchases other productsFull-line forcing - Supplier requires that channel members purchase the supplier’s entire line to obtain any of the supplier’s productsAccepted when the supplier is the only one able to provide products of a certain qualityExclusive dealing: Manufacturer forbids an intermediary to carry products of competing manufacturersConsidered legal if: Deal blocks competitors from less than 15% of the market

Sales volume is small and the producer is smaller than the retailer

Legal Issues in

Channel ManagementSlide52

Refusal to dealProducers have the right to choose channel membersSuppliers cannot legally refuse to deal with wholesalers or dealersThese wholesalers or dealers resist policies that are anticompetitive or in restraint of tradeLegal Issues in Channel ManagementSlide53

THE CONNECTED CORPORATION:THE FUTURE OF ERP Data points where SCM, CRM, and ERP integrate.Lines between SCM, CRM, and ERP will continue to blurInternet – continue to help organizations integrate data and process across functional departmentsInterface – customizable employee browsers Wireless technology

– support a mobile workforceSlide54

SummaryOrganizations

1960s

2022

(control/around)

Employees

O

rganizations

O

rganizations

Employees

Employees

Organizations

(support/empower)

Organizations were the exoskeleton around employees.

Organizations will be endoskeleton, supporting the work of people on the exterior..Slide55

Video Case 13.1Taza Cultivates Channel Relationships with ChocolateSlide56

Summary Taza Chocolate is a small manufacturer of stone-ground organic chocolate made in the classic Mexican tradition. The company markets most of its products through U.S. retailers, wholesalers, and distributors. Individual customers around the world can also buy Taza chocolate directly from the Taza website, and local customers can visit the company’s food truck or factory. The case presents the different marketing challenges that come with each form of distribution. Taza also seeks to build positive relationships across the entire supply chain. Slide57

1. Which distribution channels does Taza use, and why are they appropriate for this company? Taza markets most of its products through U.S. retailers, wholesalers, and distributors. Individual customers around the world can also buy Taza chocolate bars, baking squares, chocolate-covered nuts, and other specialty items directly from the Taza website.

If they live in Somerville, Massachusetts, they might even find a Taza employee riding a “chococycle,” selling products and distributing samples at an upscale food truck festival or a weekend market festival. Selling to distributors and retailers helps the company to sell a high volume of product, while selling to individuals helps them to make personal connections and reach a different set of customers

.Slide58

2. In what ways does Taza benefit from selling directly to some consumers? What are some potential problems of selling directly to consumers? Selling directly to consumers helps the company to reach people who aren’t near a retailer or who want a specific product. Selling directly to consumers also helps to forge relationships. However, it is less efficient to ship directly to individuals and complicated to control the chocolate’s quality (i.e., melting). Slide59

3. In what ways are Taza’s distribution efforts influenced by the fact that its products are organic? Taza seeks to make personal connections with all the certified organic growers who supply its ingredients. High quality ingredients are important to the company, so Taza believes that direct relationships with farmers ensure the best product. Dealing directly with suppliers allows

Taza to meet its social responsibility goals while ensuring the kind of quality that commands a premium price.