- Teks
- Sejarah
What are Marketing Channels?Sets of
What are Marketing Channels?
Sets of interdependent organizations involved in the process of making a product or service available for use or consumption.
Why are They Used?
• Because producers lack resources to carry out direct marketing.
• Because direct marketing is not feasible.
• Because rate of return on manufacturing > rate of return on retailing.
• Because they reduce the amount of work that must be done.
Channel Functions & Flows
Info-Promotion-Negotiation-Ordering-Financing-Risk taking-Physical possession-Payment-Title
All of the functions have 3 things in common:
1. They use up scarce resources.
2. Can be performed better through specialization.
3. They are shiftable among channel members.
Channel Levels
Each intermediary that performs work in bringing the product & its title closer is a channel level.
• Zero-channel level (direct-marketing channel) consists of a manufacturer selling directly to the final customer (i.e. door-to-door sales, mail order. Telemarketing, TV selling)
• One level channel contains one selling intermediary (i.e. retailer)
• Two level…(wholesalers, retailers)
• Three level…(wholesalers, jobbers, retailers)
The longer the channel, the more difficult it is to exercise control.
Channel-Design Decisions
Designing a channel system calls for analyzing customer needs, establishing channel objectives, & identifying & evaluating the major channel alternatives.
Analyzing Customers’ Desired Service Output Levels
Channels produce 5 service output levels:
1. Lot size: # of units that the marketing channel permits a typical customer to purchase on a purchase occasion
2. Waiting time: Average time that customers of that channel wait for receipt of the goods.
3. Spatial convenience: Degree to which the marketing channel makes it easy for customers to purchase the product.
4. Product variety: assortment breadth.
5. Service backup: add-on services provided by the channel (installation, repairs, credit).
Establishing the Channel Objectives & Constraints
• Channels objectives vary with product characteristics.
• Channel design must take into account the strengths & weaknesses of different types of intermediaries.
• Channel design is also influenced by the competitors’ channels.
• Channel design must also adapt to the larger environment.
• Legal regulations & restrictions also affect channel design.
Identifying the Major Channel Alternatives
A channel alternative is described by three elements:
1. Types of intermediaries.
Depends on the service outputs desired by the target market & the channel’s transactions costs. The company must search for the channel alternative that promises the most long-run profitability.
2. Number of intermediaries.
Exclusive distribution
Selective distribution
Intensive distribution
3. Terms & responsibilities of channel members
The producer must determine the rights & responsibilities of the participating channel members, making sure that each channel member is treated respectfully & given the opportunity to be profitable.
Evaluating the Major Channel Alternatives
Each alternative needs to be evaluated against three criteria.
1. Economic Criteria
o The first step is to determine whether a company sales force or a sales agency will produce more sales.
o The next step is to estimate the costs of selling different volumes through each channel.
o The final step is comparing sales & costs.
Each channel will produce a different level of sales & costs.
2. Control Criteria
The agents may concentrate on other customers’ products or they may lack the skills to handle our products.
3. Adaptive Criteria
The channel members must make some degree of commitment to each other for a specified period of time.
Channel-Management Decisions
After a company has chosen a channel alternative, individual intermediaries must be selected, motivated & evaluated.
Selecting Channel Members
For some producers this is easy; for others it’s a pain in the ass.
Anyway, in order to select them, producers should determine what characteristics distinguish the better intermediaries (years in business, other lines carried, solvency, reputation, etc.)
Motivating Channel Members
Channel Power
Constant training, supervision & encouragement. Producers vary greatly in their skill in managing distributors. Channel power is the ability to alter channel members’ behavior so they take actions they would not have taken otherwise. Producers can draw on the following types of power to elicit cooperation:
• Coercive power. Manufacturer threatens to withdraw a resource or terminate a relationship if intermediaries fail to cooperate. Produces resentment.
• Reward power. Manufacturer offers intermediaries extra benefits for performing specific acts.
• Legitimate power. Manufacturer requests a behavior that is warranted by the contract.
• Expert power. Manufacturer has special knowledge that the intermediaries value.
• Referent power. Intermediaries are proud to be identified with the manufacturer.
CHANNEL PARTNERSHIPS
More sophisticated companies try to forge a long-term partnership with distributors. The manufacturer clearly communicates what it wants from its distributors in the way of market coverage, inventory levels, marketing development, account solicitation, technical advice and services, and marketing information and may introduce a compensation plan for adhering to the policies.
To streamline the supply chain and cut costs, many manufacturers and retailers have adopted efficient consumer response (ECR) practices to organize their relationships in three areas:
a. demand side management or collaborative practices to stimulate consumer demand by promoting joint marketing and sales activities,
b. supply side management or collaborative practices to optimize supply (with a focus on joint logistics and supply chain activities), and
c. enablers and integrators, or collaborative information technology and process improvement tools to support joint activities that reduce operational problems, allow greater standardization, and so on.
Evaluating Channel Members
Underperformers need to be counseled, retrained or re-motivated. If they do no shape up, it might be best to terminate their services.
Modifying Channel Arrangements
Periodic modification to meet new conditions in the marketplace. Modification is necessary when:
• Distribution channel is not working as planned.
• Consumer buying patterns change.
• Market expands.
• New competition arises.
• Innovative channels emerge.
• Product moves into later stages in the product life cycle.
3 levels of channel adaptation can be distinguished:
1. Adding or dropping individual channel members.
2. Adding or dropping particular market channels.
3. Developing a totally new way to sell goods in all markets.
Sets of interdependent organizations involved in the process of making a product or service available for use or consumption.
Why are They Used?
• Because producers lack resources to carry out direct marketing.
• Because direct marketing is not feasible.
• Because rate of return on manufacturing > rate of return on retailing.
• Because they reduce the amount of work that must be done.
Channel Functions & Flows
Info-Promotion-Negotiation-Ordering-Financing-Risk taking-Physical possession-Payment-Title
All of the functions have 3 things in common:
1. They use up scarce resources.
2. Can be performed better through specialization.
3. They are shiftable among channel members.
Channel Levels
Each intermediary that performs work in bringing the product & its title closer is a channel level.
• Zero-channel level (direct-marketing channel) consists of a manufacturer selling directly to the final customer (i.e. door-to-door sales, mail order. Telemarketing, TV selling)
• One level channel contains one selling intermediary (i.e. retailer)
• Two level…(wholesalers, retailers)
• Three level…(wholesalers, jobbers, retailers)
The longer the channel, the more difficult it is to exercise control.
Channel-Design Decisions
Designing a channel system calls for analyzing customer needs, establishing channel objectives, & identifying & evaluating the major channel alternatives.
Analyzing Customers’ Desired Service Output Levels
Channels produce 5 service output levels:
1. Lot size: # of units that the marketing channel permits a typical customer to purchase on a purchase occasion
2. Waiting time: Average time that customers of that channel wait for receipt of the goods.
3. Spatial convenience: Degree to which the marketing channel makes it easy for customers to purchase the product.
4. Product variety: assortment breadth.
5. Service backup: add-on services provided by the channel (installation, repairs, credit).
Establishing the Channel Objectives & Constraints
• Channels objectives vary with product characteristics.
• Channel design must take into account the strengths & weaknesses of different types of intermediaries.
• Channel design is also influenced by the competitors’ channels.
• Channel design must also adapt to the larger environment.
• Legal regulations & restrictions also affect channel design.
Identifying the Major Channel Alternatives
A channel alternative is described by three elements:
1. Types of intermediaries.
Depends on the service outputs desired by the target market & the channel’s transactions costs. The company must search for the channel alternative that promises the most long-run profitability.
2. Number of intermediaries.
Exclusive distribution
Selective distribution
Intensive distribution
3. Terms & responsibilities of channel members
The producer must determine the rights & responsibilities of the participating channel members, making sure that each channel member is treated respectfully & given the opportunity to be profitable.
Evaluating the Major Channel Alternatives
Each alternative needs to be evaluated against three criteria.
1. Economic Criteria
o The first step is to determine whether a company sales force or a sales agency will produce more sales.
o The next step is to estimate the costs of selling different volumes through each channel.
o The final step is comparing sales & costs.
Each channel will produce a different level of sales & costs.
2. Control Criteria
The agents may concentrate on other customers’ products or they may lack the skills to handle our products.
3. Adaptive Criteria
The channel members must make some degree of commitment to each other for a specified period of time.
Channel-Management Decisions
After a company has chosen a channel alternative, individual intermediaries must be selected, motivated & evaluated.
Selecting Channel Members
For some producers this is easy; for others it’s a pain in the ass.
Anyway, in order to select them, producers should determine what characteristics distinguish the better intermediaries (years in business, other lines carried, solvency, reputation, etc.)
Motivating Channel Members
Channel Power
Constant training, supervision & encouragement. Producers vary greatly in their skill in managing distributors. Channel power is the ability to alter channel members’ behavior so they take actions they would not have taken otherwise. Producers can draw on the following types of power to elicit cooperation:
• Coercive power. Manufacturer threatens to withdraw a resource or terminate a relationship if intermediaries fail to cooperate. Produces resentment.
• Reward power. Manufacturer offers intermediaries extra benefits for performing specific acts.
• Legitimate power. Manufacturer requests a behavior that is warranted by the contract.
• Expert power. Manufacturer has special knowledge that the intermediaries value.
• Referent power. Intermediaries are proud to be identified with the manufacturer.
CHANNEL PARTNERSHIPS
More sophisticated companies try to forge a long-term partnership with distributors. The manufacturer clearly communicates what it wants from its distributors in the way of market coverage, inventory levels, marketing development, account solicitation, technical advice and services, and marketing information and may introduce a compensation plan for adhering to the policies.
To streamline the supply chain and cut costs, many manufacturers and retailers have adopted efficient consumer response (ECR) practices to organize their relationships in three areas:
a. demand side management or collaborative practices to stimulate consumer demand by promoting joint marketing and sales activities,
b. supply side management or collaborative practices to optimize supply (with a focus on joint logistics and supply chain activities), and
c. enablers and integrators, or collaborative information technology and process improvement tools to support joint activities that reduce operational problems, allow greater standardization, and so on.
Evaluating Channel Members
Underperformers need to be counseled, retrained or re-motivated. If they do no shape up, it might be best to terminate their services.
Modifying Channel Arrangements
Periodic modification to meet new conditions in the marketplace. Modification is necessary when:
• Distribution channel is not working as planned.
• Consumer buying patterns change.
• Market expands.
• New competition arises.
• Innovative channels emerge.
• Product moves into later stages in the product life cycle.
3 levels of channel adaptation can be distinguished:
1. Adding or dropping individual channel members.
2. Adding or dropping particular market channels.
3. Developing a totally new way to sell goods in all markets.
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What are Marketing Channels?Sets of interdependent organizations involved in the process of making a product or service available for use or consumption.Why are They Used?• Because producers lack resources to carry out direct marketing.• Because direct marketing is not feasible.• Because rate of return on manufacturing > rate of return on retailing.• Because they reduce the amount of work that must be done.Channel Functions & FlowsInfo-Promotion-Negotiation-Ordering-Financing-Risk taking-Physical possession-Payment-TitleAll of the functions have 3 things in common:1. They use up scarce resources.2. Can be performed better through specialization.3. They are shiftable among channel members.Channel LevelsEach intermediary that performs work in bringing the product & its title closer is a channel level.• Zero-channel level (direct-marketing channel) consists of a manufacturer selling directly to the final customer (i.e. door-to-door sales, mail order. Telemarketing, TV selling)• One level channel contains one selling intermediary (i.e. retailer)• Two level…(wholesalers, retailers)• Three level…(wholesalers, jobbers, retailers)The longer the channel, the more difficult it is to exercise control.Channel-Design DecisionsDesigning a channel system calls for analyzing customer needs, establishing channel objectives, & identifying & evaluating the major channel alternatives.Analyzing Customers’ Desired Service Output LevelsChannels produce 5 service output levels:1. Lot size: # of units that the marketing channel permits a typical customer to purchase on a purchase occasion2. Waiting time: Average time that customers of that channel wait for receipt of the goods.3. Spatial convenience: Degree to which the marketing channel makes it easy for customers to purchase the product.4. Product variety: assortment breadth.5. Service backup: add-on services provided by the channel (installation, repairs, credit).Establishing the Channel Objectives & Constraints• Channels objectives vary with product characteristics.• Channel design must take into account the strengths & weaknesses of different types of intermediaries.• Channel design is also influenced by the competitors’ channels.• Channel design must also adapt to the larger environment.• Legal regulations & restrictions also affect channel design.Identifying the Major Channel AlternativesA channel alternative is described by three elements:1. Types of intermediaries.Depends on the service outputs desired by the target market & the channel’s transactions costs. The company must search for the channel alternative that promises the most long-run profitability.2. Number of intermediaries.Exclusive distributionSelective distributionIntensive distribution3. Terms & responsibilities of channel membersThe producer must determine the rights & responsibilities of the participating channel members, making sure that each channel member is treated respectfully & given the opportunity to be profitable.
Evaluating the Major Channel Alternatives
Each alternative needs to be evaluated against three criteria.
1. Economic Criteria
o The first step is to determine whether a company sales force or a sales agency will produce more sales.
o The next step is to estimate the costs of selling different volumes through each channel.
o The final step is comparing sales & costs.
Each channel will produce a different level of sales & costs.
2. Control Criteria
The agents may concentrate on other customers’ products or they may lack the skills to handle our products.
3. Adaptive Criteria
The channel members must make some degree of commitment to each other for a specified period of time.
Channel-Management Decisions
After a company has chosen a channel alternative, individual intermediaries must be selected, motivated & evaluated.
Selecting Channel Members
For some producers this is easy; for others it’s a pain in the ass.
Anyway, in order to select them, producers should determine what characteristics distinguish the better intermediaries (years in business, other lines carried, solvency, reputation, etc.)
Motivating Channel Members
Channel Power
Constant training, supervision & encouragement. Producers vary greatly in their skill in managing distributors. Channel power is the ability to alter channel members’ behavior so they take actions they would not have taken otherwise. Producers can draw on the following types of power to elicit cooperation:
• Coercive power. Manufacturer threatens to withdraw a resource or terminate a relationship if intermediaries fail to cooperate. Produces resentment.
• Reward power. Manufacturer offers intermediaries extra benefits for performing specific acts.
• Legitimate power. Manufacturer requests a behavior that is warranted by the contract.
• Expert power. Manufacturer has special knowledge that the intermediaries value.
• Referent power. Intermediaries are proud to be identified with the manufacturer.
CHANNEL PARTNERSHIPS
More sophisticated companies try to forge a long-term partnership with distributors. The manufacturer clearly communicates what it wants from its distributors in the way of market coverage, inventory levels, marketing development, account solicitation, technical advice and services, and marketing information and may introduce a compensation plan for adhering to the policies.
To streamline the supply chain and cut costs, many manufacturers and retailers have adopted efficient consumer response (ECR) practices to organize their relationships in three areas:
a. demand side management or collaborative practices to stimulate consumer demand by promoting joint marketing and sales activities,
b. supply side management or collaborative practices to optimize supply (with a focus on joint logistics and supply chain activities), and
c. enablers and integrators, or collaborative information technology and process improvement tools to support joint activities that reduce operational problems, allow greater standardization, and so on.
Evaluating Channel Members
Underperformers need to be counseled, retrained or re-motivated. If they do no shape up, it might be best to terminate their services.
Modifying Channel Arrangements
Periodic modification to meet new conditions in the marketplace. Modification is necessary when:
• Distribution channel is not working as planned.
• Consumer buying patterns change.
• Market expands.
• New competition arises.
• Innovative channels emerge.
• Product moves into later stages in the product life cycle.
3 levels of channel adaptation can be distinguished:
1. Adding or dropping individual channel members.
2. Adding or dropping particular market channels.
3. Developing a totally new way to sell goods in all markets.
Evaluating the Major Channel Alternatives
Each alternative needs to be evaluated against three criteria.
1. Economic Criteria
o The first step is to determine whether a company sales force or a sales agency will produce more sales.
o The next step is to estimate the costs of selling different volumes through each channel.
o The final step is comparing sales & costs.
Each channel will produce a different level of sales & costs.
2. Control Criteria
The agents may concentrate on other customers’ products or they may lack the skills to handle our products.
3. Adaptive Criteria
The channel members must make some degree of commitment to each other for a specified period of time.
Channel-Management Decisions
After a company has chosen a channel alternative, individual intermediaries must be selected, motivated & evaluated.
Selecting Channel Members
For some producers this is easy; for others it’s a pain in the ass.
Anyway, in order to select them, producers should determine what characteristics distinguish the better intermediaries (years in business, other lines carried, solvency, reputation, etc.)
Motivating Channel Members
Channel Power
Constant training, supervision & encouragement. Producers vary greatly in their skill in managing distributors. Channel power is the ability to alter channel members’ behavior so they take actions they would not have taken otherwise. Producers can draw on the following types of power to elicit cooperation:
• Coercive power. Manufacturer threatens to withdraw a resource or terminate a relationship if intermediaries fail to cooperate. Produces resentment.
• Reward power. Manufacturer offers intermediaries extra benefits for performing specific acts.
• Legitimate power. Manufacturer requests a behavior that is warranted by the contract.
• Expert power. Manufacturer has special knowledge that the intermediaries value.
• Referent power. Intermediaries are proud to be identified with the manufacturer.
CHANNEL PARTNERSHIPS
More sophisticated companies try to forge a long-term partnership with distributors. The manufacturer clearly communicates what it wants from its distributors in the way of market coverage, inventory levels, marketing development, account solicitation, technical advice and services, and marketing information and may introduce a compensation plan for adhering to the policies.
To streamline the supply chain and cut costs, many manufacturers and retailers have adopted efficient consumer response (ECR) practices to organize their relationships in three areas:
a. demand side management or collaborative practices to stimulate consumer demand by promoting joint marketing and sales activities,
b. supply side management or collaborative practices to optimize supply (with a focus on joint logistics and supply chain activities), and
c. enablers and integrators, or collaborative information technology and process improvement tools to support joint activities that reduce operational problems, allow greater standardization, and so on.
Evaluating Channel Members
Underperformers need to be counseled, retrained or re-motivated. If they do no shape up, it might be best to terminate their services.
Modifying Channel Arrangements
Periodic modification to meet new conditions in the marketplace. Modification is necessary when:
• Distribution channel is not working as planned.
• Consumer buying patterns change.
• Market expands.
• New competition arises.
• Innovative channels emerge.
• Product moves into later stages in the product life cycle.
3 levels of channel adaptation can be distinguished:
1. Adding or dropping individual channel members.
2. Adding or dropping particular market channels.
3. Developing a totally new way to sell goods in all markets.
Sedang diterjemahkan, harap tunggu..
Apa yang Pemasaran Saluran?
Set organisasi saling tergantung yang terlibat dalam proses pembuatan produk atau layanan yang tersedia untuk digunakan atau dikonsumsi.
Mengapa Mereka Digunakan?
• Karena produsen kekurangan sumber daya untuk melaksanakan pemasaran langsung.
• Karena pemasaran langsung tidak layak.
• karena tingkat pengembalian pada manufaktur> tingkat pengembalian ritel.
• karena mereka mengurangi jumlah pekerjaan yang harus dilakukan.
Fungsi Saluran & Arus
Info-Promosi-Negosiasi-Pengurutan-Pembiayaan-Risiko taking-Fisik kepemilikan-Payment-Judul
Semua fungsi memiliki 3 kesamaan:
1. Mereka menggunakan sumber daya yang langka.
2. Dapat dilakukan baik melalui spesialisasi.
3. Mereka shiftable antara anggota saluran.
Tingkat Saluran
Setiap perantara yang melakukan pekerjaan dalam membawa produk & judul dekat adalah tingkat saluran.
• tingkat Zero-channel (saluran direct marketing) terdiri dari produsen menjual langsung ke konsumen akhir (yaitu door-to-door sales, mail order Telemarketing., jual TV)
• Satu saluran tingkat mengandung satu menjual perantara (yaitu pengecer)
• Dua tingkat ... (pedagang besar, pengecer)
• Tiga tingkat ... (grosir, jobbers, pengecer)
Semakin lama channel, semakin sulit adalah untuk melakukan kontrol.
Keputusan Saluran-Desain
Merancang sistem saluran panggilan untuk menganalisis kebutuhan pelanggan, menetapkan sasaran channel, & mengidentifikasi & mengevaluasi alternatif saluran utama.
Menganalisa Pelanggan Tingkat Layanan Diinginkan output
Saluran menghasilkan 5 keluaran layanan tingkatan:
1. Ukuran lot: # unit bahwa saluran pemasaran memungkinkan seorang pelanggan yang khas untuk membeli pada kesempatan pembelian
2. Menunggu waktu: Rata-rata waktu yang pelanggan bahwa saluran menunggu penerimaan barang.
3. Kenyamanan spasial: Gelar ke mana saluran pemasaran memudahkan pelanggan untuk membeli produk.
4. Berbagai produk: luasnya bermacam-macam.
5. Layanan backup:. Add-on layanan yang disediakan oleh saluran (instalasi, perbaikan, kredit)
Menetapkan Tujuan Saluran &
Kendala. • Saluran tujuan bervariasi dengan karakteristik produk
• desain Saluran harus memperhitungkan kekuatan & kelemahan dari berbagai jenis perantara.
. • desain Saluran juga dipengaruhi oleh saluran
pesaing. • desain Channel juga harus beradaptasi dengan lingkungan yang lebih besar
• peraturan Hukum & pembatasan juga mempengaruhi desain saluran.
Mengidentifikasi Mayor Saluran Alternatif
Alternatif saluran digambarkan oleh tiga unsur:
1. Jenis perantara.
Tergantung pada output layanan yang diinginkan oleh target pasar & biaya transaksi saluran. Perusahaan harus mencari alternatif saluran yang menjanjikan keuntungan yang paling jangka panjang.
2. Jumlah perantara.
Distribusi eksklusif
distribusi selektif
Intensif distribusi
3. Syarat & tanggung jawab anggota saluran
Produser harus menentukan hak & tanggung jawab anggota saluran yang berpartisipasi, memastikan bahwa setiap anggota saluran diperlakukan dengan hormat & diberi kesempatan untuk menjadi menguntungkan.
Mengevaluasi Mayor Saluran Alternatif
Setiap alternatif harus dievaluasi terhadap tiga kriteria.
1. Kriteria ekonomi
o Langkah pertama adalah untuk menentukan apakah tenaga penjualan perusahaan atau agen penjualan akan menghasilkan lebih banyak penjualan.
O Langkah selanjutnya adalah untuk memperkirakan biaya penjualan volume yang berbeda melalui setiap saluran.
O Langkah terakhir adalah membandingkan penjualan & biaya.
Setiap saluran akan menghasilkan tingkat yang berbeda dari penjualan & biaya.
2. Kriteria pengendalian
Para agen dapat berkonsentrasi pada produk pelanggan lain 'atau mereka mungkin tidak memiliki keterampilan untuk menangani produk kami.
3. Kriteria adaptif
Para anggota saluran harus membuat beberapa derajat komitmen satu sama lain untuk jangka waktu tertentu.
Keputusan Saluran-Manajemen
Setelah perusahaan telah memilih alternatif saluran, perantara individu harus dipilih, termotivasi & dievaluasi.
Memilih Saluran Anggota
Untuk beberapa produsen ini mudah; untuk orang lain itu sakit di pantat.
Pokoknya, dalam rangka untuk memilih mereka, produsen harus menentukan apa karakteristik membedakan perantara yang lebih baik (tahun dalam bisnis, garis lainnya dilakukan, solvabilitas, reputasi, dll)
Memotivasi Saluran Anggota
Channel Power
pelatihan Constant, pengawasan & dorongan. Produsen sangat bervariasi dalam keterampilan mereka dalam mengelola distributor. Daya saluran adalah kemampuan untuk mengubah perilaku anggota saluran 'sehingga mereka mengambil tindakan mereka tidak akan mengambil sebaliknya. Produsen dapat menarik pada jenis berikut kekuasaan untuk memperoleh kerjasama:
• kekuatan koersif. Produsen mengancam untuk menarik sumber daya atau mengakhiri hubungan jika perantara gagal untuk bekerja sama. Menghasilkan kebencian.
• Reward listrik. Produsen menawarkan perantara manfaat tambahan untuk melakukan tindakan tertentu.
• kekuatan yang sah. Produsen meminta perilaku yang dibenarkan oleh kontrak.
• daya Expert. Produsen memiliki pengetahuan khusus yang menghargai perantara.
• daya Referent. Perantara bangga diidentifikasi dengan produsen. KEMITRAAN CHANNEL perusahaan yang lebih canggih mencoba untuk menjalin kemitraan jangka panjang dengan distributor. Produsen jelas berkomunikasi apa yang ingin dari distributor di jalan cakupan pasar, tingkat persediaan, pengembangan pemasaran, akun ajakan, saran teknis dan layanan, dan informasi pemasaran dan dapat memperkenalkan rencana kompensasi untuk mengikuti kebijakan. Untuk merampingkan pasokan rantai dan memotong biaya, banyak produsen dan pengecer telah mengadopsi respon konsumen yang efisien (ECR) praktek untuk mengatur hubungan mereka dalam tiga bidang: a. manajemen sisi permintaan atau praktik kolaboratif untuk merangsang permintaan konsumen dengan mempromosikan pemasaran bersama dan kegiatan penjualan, b. manajemen sisi penawaran atau praktik kolaboratif untuk mengoptimalkan pasokan (dengan fokus pada logistik bersama dan kegiatan rantai pasokan), dan c. enabler dan integrator, atau teknologi informasi kolaboratif dan alat perbaikan proses untuk mendukung kegiatan bersama yang mengurangi masalah operasional, memungkinkan standardisasi yang lebih besar, dan sebagainya. Mengevaluasi Saluran Anggota underperformers perlu menasihati, dilatih ulang atau re-termotivasi. Jika mereka tidak melakukan bentuk up, mungkin akan lebih baik untuk mengakhiri layanan mereka. Pengaturan Memodifikasi Saluran modifikasi periodik untuk memenuhi kondisi baru di pasar. Modifikasi diperlukan bila: • Saluran distribusi tidak bekerja seperti yang direncanakan. • pola Konsumen membeli berubah. • Pasar mengembang. • kompetisi baru muncul. • saluran Inovatif muncul. • Produk bergerak ke tahap selanjutnya dalam siklus hidup produk. 3 tingkat saluran adaptasi dapat dibedakan: 1. Menambahkan atau mengurangi anggota saluran individu. 2. Menambahkan atau menjatuhkan saluran pasar tertentu. 3. Mengembangkan cara yang sama sekali baru untuk menjual barang-barang di semua pasar.
Set organisasi saling tergantung yang terlibat dalam proses pembuatan produk atau layanan yang tersedia untuk digunakan atau dikonsumsi.
Mengapa Mereka Digunakan?
• Karena produsen kekurangan sumber daya untuk melaksanakan pemasaran langsung.
• Karena pemasaran langsung tidak layak.
• karena tingkat pengembalian pada manufaktur> tingkat pengembalian ritel.
• karena mereka mengurangi jumlah pekerjaan yang harus dilakukan.
Fungsi Saluran & Arus
Info-Promosi-Negosiasi-Pengurutan-Pembiayaan-Risiko taking-Fisik kepemilikan-Payment-Judul
Semua fungsi memiliki 3 kesamaan:
1. Mereka menggunakan sumber daya yang langka.
2. Dapat dilakukan baik melalui spesialisasi.
3. Mereka shiftable antara anggota saluran.
Tingkat Saluran
Setiap perantara yang melakukan pekerjaan dalam membawa produk & judul dekat adalah tingkat saluran.
• tingkat Zero-channel (saluran direct marketing) terdiri dari produsen menjual langsung ke konsumen akhir (yaitu door-to-door sales, mail order Telemarketing., jual TV)
• Satu saluran tingkat mengandung satu menjual perantara (yaitu pengecer)
• Dua tingkat ... (pedagang besar, pengecer)
• Tiga tingkat ... (grosir, jobbers, pengecer)
Semakin lama channel, semakin sulit adalah untuk melakukan kontrol.
Keputusan Saluran-Desain
Merancang sistem saluran panggilan untuk menganalisis kebutuhan pelanggan, menetapkan sasaran channel, & mengidentifikasi & mengevaluasi alternatif saluran utama.
Menganalisa Pelanggan Tingkat Layanan Diinginkan output
Saluran menghasilkan 5 keluaran layanan tingkatan:
1. Ukuran lot: # unit bahwa saluran pemasaran memungkinkan seorang pelanggan yang khas untuk membeli pada kesempatan pembelian
2. Menunggu waktu: Rata-rata waktu yang pelanggan bahwa saluran menunggu penerimaan barang.
3. Kenyamanan spasial: Gelar ke mana saluran pemasaran memudahkan pelanggan untuk membeli produk.
4. Berbagai produk: luasnya bermacam-macam.
5. Layanan backup:. Add-on layanan yang disediakan oleh saluran (instalasi, perbaikan, kredit)
Menetapkan Tujuan Saluran &
Kendala. • Saluran tujuan bervariasi dengan karakteristik produk
• desain Saluran harus memperhitungkan kekuatan & kelemahan dari berbagai jenis perantara.
. • desain Saluran juga dipengaruhi oleh saluran
pesaing. • desain Channel juga harus beradaptasi dengan lingkungan yang lebih besar
• peraturan Hukum & pembatasan juga mempengaruhi desain saluran.
Mengidentifikasi Mayor Saluran Alternatif
Alternatif saluran digambarkan oleh tiga unsur:
1. Jenis perantara.
Tergantung pada output layanan yang diinginkan oleh target pasar & biaya transaksi saluran. Perusahaan harus mencari alternatif saluran yang menjanjikan keuntungan yang paling jangka panjang.
2. Jumlah perantara.
Distribusi eksklusif
distribusi selektif
Intensif distribusi
3. Syarat & tanggung jawab anggota saluran
Produser harus menentukan hak & tanggung jawab anggota saluran yang berpartisipasi, memastikan bahwa setiap anggota saluran diperlakukan dengan hormat & diberi kesempatan untuk menjadi menguntungkan.
Mengevaluasi Mayor Saluran Alternatif
Setiap alternatif harus dievaluasi terhadap tiga kriteria.
1. Kriteria ekonomi
o Langkah pertama adalah untuk menentukan apakah tenaga penjualan perusahaan atau agen penjualan akan menghasilkan lebih banyak penjualan.
O Langkah selanjutnya adalah untuk memperkirakan biaya penjualan volume yang berbeda melalui setiap saluran.
O Langkah terakhir adalah membandingkan penjualan & biaya.
Setiap saluran akan menghasilkan tingkat yang berbeda dari penjualan & biaya.
2. Kriteria pengendalian
Para agen dapat berkonsentrasi pada produk pelanggan lain 'atau mereka mungkin tidak memiliki keterampilan untuk menangani produk kami.
3. Kriteria adaptif
Para anggota saluran harus membuat beberapa derajat komitmen satu sama lain untuk jangka waktu tertentu.
Keputusan Saluran-Manajemen
Setelah perusahaan telah memilih alternatif saluran, perantara individu harus dipilih, termotivasi & dievaluasi.
Memilih Saluran Anggota
Untuk beberapa produsen ini mudah; untuk orang lain itu sakit di pantat.
Pokoknya, dalam rangka untuk memilih mereka, produsen harus menentukan apa karakteristik membedakan perantara yang lebih baik (tahun dalam bisnis, garis lainnya dilakukan, solvabilitas, reputasi, dll)
Memotivasi Saluran Anggota
Channel Power
pelatihan Constant, pengawasan & dorongan. Produsen sangat bervariasi dalam keterampilan mereka dalam mengelola distributor. Daya saluran adalah kemampuan untuk mengubah perilaku anggota saluran 'sehingga mereka mengambil tindakan mereka tidak akan mengambil sebaliknya. Produsen dapat menarik pada jenis berikut kekuasaan untuk memperoleh kerjasama:
• kekuatan koersif. Produsen mengancam untuk menarik sumber daya atau mengakhiri hubungan jika perantara gagal untuk bekerja sama. Menghasilkan kebencian.
• Reward listrik. Produsen menawarkan perantara manfaat tambahan untuk melakukan tindakan tertentu.
• kekuatan yang sah. Produsen meminta perilaku yang dibenarkan oleh kontrak.
• daya Expert. Produsen memiliki pengetahuan khusus yang menghargai perantara.
• daya Referent. Perantara bangga diidentifikasi dengan produsen. KEMITRAAN CHANNEL perusahaan yang lebih canggih mencoba untuk menjalin kemitraan jangka panjang dengan distributor. Produsen jelas berkomunikasi apa yang ingin dari distributor di jalan cakupan pasar, tingkat persediaan, pengembangan pemasaran, akun ajakan, saran teknis dan layanan, dan informasi pemasaran dan dapat memperkenalkan rencana kompensasi untuk mengikuti kebijakan. Untuk merampingkan pasokan rantai dan memotong biaya, banyak produsen dan pengecer telah mengadopsi respon konsumen yang efisien (ECR) praktek untuk mengatur hubungan mereka dalam tiga bidang: a. manajemen sisi permintaan atau praktik kolaboratif untuk merangsang permintaan konsumen dengan mempromosikan pemasaran bersama dan kegiatan penjualan, b. manajemen sisi penawaran atau praktik kolaboratif untuk mengoptimalkan pasokan (dengan fokus pada logistik bersama dan kegiatan rantai pasokan), dan c. enabler dan integrator, atau teknologi informasi kolaboratif dan alat perbaikan proses untuk mendukung kegiatan bersama yang mengurangi masalah operasional, memungkinkan standardisasi yang lebih besar, dan sebagainya. Mengevaluasi Saluran Anggota underperformers perlu menasihati, dilatih ulang atau re-termotivasi. Jika mereka tidak melakukan bentuk up, mungkin akan lebih baik untuk mengakhiri layanan mereka. Pengaturan Memodifikasi Saluran modifikasi periodik untuk memenuhi kondisi baru di pasar. Modifikasi diperlukan bila: • Saluran distribusi tidak bekerja seperti yang direncanakan. • pola Konsumen membeli berubah. • Pasar mengembang. • kompetisi baru muncul. • saluran Inovatif muncul. • Produk bergerak ke tahap selanjutnya dalam siklus hidup produk. 3 tingkat saluran adaptasi dapat dibedakan: 1. Menambahkan atau mengurangi anggota saluran individu. 2. Menambahkan atau menjatuhkan saluran pasar tertentu. 3. Mengembangkan cara yang sama sekali baru untuk menjual barang-barang di semua pasar.
Sedang diterjemahkan, harap tunggu..
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