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Success Strategies in Channel Management:

1 Success Strategies in Channel Management Outline

Main Topic Areas:

2 Main Topic Areas Introduction Building Channels Managing Channels Implementation Specific Topics Global Challenges Legal Issues Pricing Channels for Services

Slide 3:

3 Channel Design and Implementation (40) Sec3.ppt Marketing Channels (23) Sec2.ppt Preparing a Marketing for Channels Plan (9) Sec1.ppt Logistics and Supply Chain Management (51) Sec4.ppt New and Different Channel Forms and Trends (62) Sec6.ppt Introduction

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4 Vertical Integration: Owning the Channel (83) Sec22.ppt Selection Criteria (77) Sec9.ppt Channel Structure and Membership Issues (71) Sec9.ppt Channel Implementation (67) Sec7.ppt Building Channels

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5 Managing Conflict to Increase Channel Coordination (138) Sec16.ppt Channel Power: Getting It, Using It, Keeping It (120) Sec14.ppt Bargaining for Influence with Channel Members (116) Sec13.ppt Key Account Management in Collaborative Relationship Building (108) Sec12.ppt Partner Relationship Management (89) Sec10.ppt Managing Channels

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6 Selection and Termination Policies 176 Sec20.ppt Making the Plan Work Effectively (154) Sec18.ppt Performance Measurement (149) Sec17.ppt Implementation

Slide 7:

7 Channels for Services 59 Sec5.ppt Legal Issues ( 161) Sec19.ppt Pricing (180) Sec21.ppt Global Challenges and Opportunities (130) Sec15.ppt Specific Topics

Success Strategies in Channel Management:

8 Success Strategies in Channel Management Power Point Presentations by Sections

Slide 9:

9 Establishing and Implementing The Value Strategy Sec1.ppt Strategic Considerations Sec1-1.ppt Factors in Deriving Economic Value Sec1-2.ppt Preparing a Marketing Plan for Channels Sec1.ppt

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10 Delivering Value -The Search for a Sustainable Competitive Advantage A strategy that does not last is not effective or optimum.. marketing channels can be viewed as exchange facilitator – or deliverers of value. Delivering Value For marketing channels to succeed in a competitive marketplace, independent marketing organizations must combine their resources to pursue common goals. Focus on What Markets Want Marketing, Exchange and the Value Concept Value Driven Marketing Understand the Value; Create/Configure the Value; Communicate the Value; Deliver Value. Deliver Value/Delivered Value Strategy and Planning Specific entrepreneurial aspects of the strategy formation Establishing and Implementing The Value Strategy Sec1.ppt

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11 1. Competition and Co-operation The basic assumption in Strategy is competition. Competitive behaviour sees organisations taking an adversarial role in all exchange situations 2. Monopolistic/Oligopolistic Market Behaviour The problem with building a defensive wall is that one loses the benefits of competition – improved performance. 3. Co-operative Market Behaviour Co-operative behaviour is characterised by organisations exhibiting behaviour that focuses primarily on co-operation with market supporters – (strategic relationship building to leverage collaborative efforts. 4. Syncretic Market Behaviour T he attempt to achieve a dynamic balance between positives to be found in both competitive and co-operative strategies Competition Sec1-1.ppt

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12 Value and Resource Scarcity Value and Market Information Cooperation Information: The Core of Transaction Costs Transaction-Specific Assets Specific Human Assets Brand Capital Time Specificity Preparing a Marketing Plan for Channels Factors in Deriving Economic Value Sec1-2.ppt

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13 Marketing Channels Creating Customer Value via Channels of Distribution\ Components of Customer Value form, place, possession, and time Marketing Channels: Structure and Functions Demand-Side Factors Facilitation of Search, Adjustment of Assortment Discrepancy, Routinisation of Transactions Reduction in Number of Contacts . What Is The Work Of The Marketing Channel? Marketing Channel Membership Customer Relationship Management Three types of channel relationships exist: Supplier Relationships. Customer Relationships. Lateral Relationships. SIFTing Marketing Channels Sec2.ppt

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14 3.1 Channel Access Formats Sec3.1.ppt Section 3 –Channel Design and Implementation Channel Design and Implementation Sec3.ppt

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15 Channel Design and Implementation Channel Design: Segmentation Channel Selection Channels Type Options Establish New Channels or Refine Existing Channels? Channel Access Formats Sec3.1.ppt

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16 Logistics and Supply Chain Management The Importance of Logistics in Channels Inventory Management in Marketing Channels Inventory Holding Costs Reducing Inventory Pseudo Inventory Reduction Real Inventory Reduction Sec4-1.ppt Fulfilment and Transportation Documentation Critical Supply Chain Elements Supply Chain Management Efficient Consumer Response Changes in Merchandising Category Management Physical Efficiency versus Market Responsiveness Logistics and Supply Chain Management Sec4.ppt

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17 Inventory Management Inventory Holding Costs Reducing Inventory Inventory – Demand Uncertainty Pseudo Inventory Reduction Real Inventory Reduction JIT Inventory Management in Marketing Channels Sec4-1.ppt

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18 Issues Regarding Distribution Intensity and Vertical Restraints Coverage versus Assortment Why Downstream Channel Members Dislike Intensive Distribution How Channel Members Drop Brands Degree of Category Exclusivity The Nature of the Value Offer Category Brand Strategy: Quality Positioning and Premium Pricing Channel Implementation Distribution Intensity and Vertical Restraints 7 - Struct and Membership.doc

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19 Who Should Be In The Channel? Should Intermediaries Be Used at All? What Types of Intermediaries Should Be Used? Flows to Be Performed, Appropriate Intermediary Choices Which Specific Intermediaries Should Be Used? How Many Channel Members Should There Be At A Given Level of the Channel? A Single Channel or Multiple Distribution? The Impact Of Structural Decisions On Channel Coordination Channel Structure and Membership Issues 8 - Selection Criteria.doc

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20 Distributor and Agent Selection Criteria Recruiting and Screening New Prospects Recruiting as a Continuous Process . Screening Credit Personality Business and Operational Criteria Final Selection Criteria - SPEAR Channel Candidate Inducements Business Policies that Bond Your Channel to You Preparing a Business Policy Statement Distributor and Agent Selection Criteria Sec9.ppt

Slide 21:

21 The Benefits of Strategic Partnerships in Channel Strategy Principals That Drive Improved Channel Collaboration: All partnering is based on a few common denominators : Strategic Alliances: Their Nature and the Motives for Creating Them Guidelines that can help in partnering with customers and suppliers Things that cause bad dealer relations Objectives In Dealer Relations Complaints About Dealers Why Forge a Strategic Distribution Alliance? Upstream and Downstream Motives Do Alliances Outperform Ordinary Channels? Positive Channel Relationships Partner Relationship Management Sec10.ppt

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22 Motivating New Channel Members 11.2 Motivational Concepts and Processes Sec11.2.ppt Motivating New Channel Members Sec11.ppt

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23 Motivating New Channel Members Securing Recruits for the Long Term The Channel Relationship Life Cycle Improving Service to Channel Partners What inspires a channel member's confidence? How the Other Side Gauges Your Commitment Actions That Bind Suppliers to Distributors The Fundamental Role of Economic Satisfaction What produces non-economic satisfaction? How Do You Create Trust in a Channel? Motivational Concepts and Processes Sec11.2.ppt

Slide 24:

24 Push Strategies Pull Strategies Sales and Product (Value Offer) Training Here are a few ways to give your new relationship a positive foundation. Guidelines for Great Channel Partnerships Motivating New Channel Members Motivational Concepts and Processes Sec11.2.ppt

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25 Key Account Management Stages in KAM Uncoupling-KAM External Causes of Uncoupling: Changing market positions Financial problems Inter-relational causes of uncoupling: Breach of Trust Cultural Mismatch Quality Problems Analysing The Potential For Partnership/Synergy Key Account Quiz Key Account Management in Collaborative Relationship Building Sec12.ppt

Slide 26:

26 Bargaining for Influence with Channel Members Desired Coordination Producer-Specific Investments by Downstream Channel Members Dependence Balancing Trading Territory Exclusivity for Category Exclusivity Reassurance Using Selectivity to Stabilize Fragile Relationships The Price of the Concession Exclusive Dealing Saving Costs by Limiting the Number of Trading Partners Stimulating the Benefits of Selectivity While Maintaining Intensive Coverage Bargaining for Influence with Channel Members Sec13.ppt

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27 Channel Power Power in Channel Implementation Power Defined Why Marketing Channels Require Power Power as the Opposite of Dependence Measuring Dependence Sources of Power The Balance Of Power Imbalanced Dependence Influence Strategies How to Frame an Influence Attempt Channel Power: Getting It, Using It, Keeping It Sec14.ppt

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28 Reasons for International Exchange Relationships Types of International Exchange Relationships Multinational Exchange Relationships Global Exchange Relationships Transnational Exchange Relationships Indirect Marketing Channels International Marketing Channels and the Environment Sociocultural Factors Technological Factors Selecting International Exchange Partners the Five Cs Develop Flexible Transaction Structures Success and Failure Factors Global Partner Selection Factors Global Challenges and Opportunities Sec15.ppt

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29 Managing Conflict to Increase Channel Coordination Forms of Channel Conflict Assessing the Degree and Nature of Channel Conflict Measuring Conflict When Conflict Is Desirable When Is Conflict Functional? Major Sources of Conflict Competing Goals Differing Perceptions of Reality Clashes Over Domains Multiple Channels Fuelling Conflict Conflict Resolution Strategies Co-optation Third-Party Mechanisms Building Relational Norms Information Exchange Styles of Conflict Resolution Accommodation Repeated Compromise Competition Collaboration Managing Conflict to Increase Channel Coordination Sec16.ppt

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30 Performance Measurement A Framework for Developing Measures of Channel Member Performance Direct and Indirect Measures Financial Measures Channel Member Evaluation Performance Measurement Sec17.ppt

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31 Implementing, Measuring and Assessing the Value Exchange Plan Key Components of the Plan Implementing the Plan Structures for Implementation Effective communication Dealing with Failure Strategic Tunnel Vision Perfectionism Success and Commitment Controlling the Marketing Channels Program Measuring and Assessing Performance Financial Measures Non-Financial Measures Customer Service Measurement Implementation - Making the Plan Work Effectively Sec18.ppt

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32 Legal Constraints on Marketing Channel Policies Market Coverage Policies Pricing Policies Discounts Product Policies Exclusive Dealing Product Line Policies Promotional Allowances and Services Legal Issues Sec19.ppt

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33 Selection and Termination Policies International Variations Terminating Agents and Distributors Termination as Strategy Confusion Over Terms Common Ground Rules Selection and Termination Policies Sec21.ppt

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34 Eight Stages In Establishing Prices Pricing Policy and Methods Price Cutting Buyer Evaluation Price and Value Common Pricing and Methods Competition-Based Methods Profit-Based Methods Competition Oriented Pricing Discounts and Allowances Segmented Pricing Pricing in Channels Sec21.ppt

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35 Vertical Integration: Owning the Channel Make or Buy: A Critical Determinant of Company Competencies Degrees of Vertical Integration Deciding When to Vertically Integrate Forward Outsourcing as the Starting Point Six Reasons to Outsource Distribution Vertical Integration Forward When Competition Is Low Important forms of company-specific capabilities Vertical Integration: Owning the Channel Sec22.ppt

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36 Channels for Services Direct Delivery of Value Delivery of Value via Intermediaries Independent Service Channels Innovations in Methods of Distributing Services Channels for Services Sec6.ppt