A drop in R&D spending that hindere

A drop in R&D spending that hindered new-product development and led to a lack of differentiation
didn’t help either. Clearly, Dell had entered a new chapter in its history. A fundamental rethinking of its channel
strategy and its marketing approach as a whole would consume the company for the next five years.
Channel Modification Decisions
A producer must periodically review and modify its channel design and arrangements.36 The
distribution channel may not work as planned, consumer buying patterns change, the market
expands, new competition arises, innovative distribution channels emerge, and the product moves
into later stages in the product life cycle.37
Adding or dropping individual channel members requires an incremental analysis. Increasingly detailed
customer databases and sophisticated analysis tools can provide guidance into those decisions.38A
basic question is:What would the firm’s sales and profits look like with and without this intermediary?
Dell
430 PART 6 DELIVERING VALUE
Perhaps the most difficult decision is whether to revise the overall channel strategy.39 Avon’s
door-to-door system for selling cosmetics was modified as more women entered the workforce.
Despite the convenience of automated teller machines, online banking, and telephone call centers,
many bank customers still want “high touch” over “high tech,” or at least they want the choice.
Banks are thus opening more branches and developing cross-selling and up-selling practices to
capitalize on the face-to-face contact that results.
Global Channel Considerations
International markets pose distinct challenges, including variations in customers’ shopping habits,
but opportunities at the same time.40 In India, sales from “organized retail”—hypermarkets, supermarkets,
and department stores—make up only 4 percent of the $322 billion market. Most shopping
still takes place in millions of independent grocery shops or kirana stores, run by an owner
and one or perhaps two other people.41 Many top global retailers such as Germany’s Aldi, the
United Kingdom’s Tesco, and Spain’s Zara have tailored their image to local needs and wants when
entering a new market.
Franchised companies such as Curves women’s fitness centers and Subway sandwich shops have
experienced double-digit growth overseas, especially in developing markets such as Brazil and
Central and Eastern Europe. In some cases, master franchisees pay a significant fee to acquire a territory
or country where they operate as a “mini-franchiser” in their own right.More knowledgeable
about local laws, customs, and consumer needs than foreign companies, they sell and oversee franchises
and collect royalties.42
Subway has franchise operators all
over the world, including in the
Doha City Center Shopping Mall
in Qatar, shown here.
DESIGNING AND MANAGING INTEGRATED MARKETING CHANNELS | CHAPTER 15 431
But many pitfalls exist in global expansion, and retailers must also be able to defend their
home turf from the entry of foreign retailers. Selling everything from food to televisions,
France’s Carrefour, the world’s second-biggest retailer, has encountered stiff competition in its
home markets from smaller supermarkets for groceries and from specialist retailers such as
IKEA or Fnac for other goods. Although strong in parts of Europe, Asia, and Latin America,
Carrefour (which means “crossroads” in French) has been forced to cease operations in a number
of countries, such as Japan, South Korea, Mexico, Czech Republic, Slovakia, Russia,
Switzerland, and Portugal. Another of France’s mega-retailers the Walmart-like Auchan, has
been quite successful in entering emerging markets like China while unable to crack markets in
the United States or Britain.43
The first step in global channel planning, as is often the case in marketing, is to get close to
customers. To adapt its clothing lines to better suit European tastes, Philadelphia-based Urban
Outfitters set up a separate design and merchandising unit in London before it opened its first store
in Europe. Although they increased costs, the blended American and European looks helped the
retailer stand out.44 Crossing the Atlantic the other way, Tesco introduced its Fresh & Easy gourmet
minisupermarkets into California after 20 years of research that included spending time with U.S.
families and videotaping the contents of their refrigerators. The retailer had gone through similar
steps before entering China.45
A good retail strategy that offers customers a positive shopping experience and unique
value, if properly adapted, is likely to find success in more than one market. Take Topshop
for instance.
Topshop Founded by Sir Richard Green in the United Kingdom in 1994, clothing
retailer Topshop is a chain of 310 UK stores and 116 international franchisees that commands
intense loyalty from its trendy, style-obsessed customer base. Selling primarily
party clothes, accessories, and daywear to women, Topshop blends English
street fashion, reasonable prices, and fun services. A higher-end, quirkier
version of fast-fashion chains H&M and Zara, Topshop allows middle-market consumers
to dress upscale affordably. Partnering with style icons Kate Moss, Stella Vine,
and Celia Birtwell to create the latest designs, Topshop offers style advisors, Topshopto-
Go (a Tupperware-type party that brings a style advisor to a customer’s home with
outfits for up to 10 people), and Topshop Express (an express delivery service via Vespa
scooters for fashion “emergencies”). The 60,000 square foot store on Broadway in
New York City is Topshop’s second biggest and first flagship store outside the
United Kingdom.46

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Penurunan pengeluaran R & D yang menghambat pengembangan produk baru dan menyebabkan kurangnya diferensiasitidak membantu baik. Jelas, Dell telah memasuki babak baru dalam sejarah. Rethinking mendasar Channelstrategi dan pendekatan pemasaran secara keseluruhan akan mengkonsumsi perusahaan untuk lima tahun ke depan.Saluran modifikasi keputusanProdusen harus secara berkala meninjau dan memodifikasi rancangan saluran dan arrangements.36saluran distribusi tidak boleh bekerja sebagai direncanakan, konsumen membeli perubahan pola, pasarmengembang, kompetisi baru muncul, saluran distribusi inovatif muncul dan produk bergerakke tahap selanjutnya dalam produk hidup cycle.37Menambah atau menjatuhkan anggota individu saluran memerlukan analisis inkremental. Semakin rincidatabase pelanggan dan alat-alat analisis canggih dapat memberikan petunjuk ke decisions.38A-adalah pertanyaan dasar: apa akan perusahaan penjualan dan keuntungan terlihat seperti dengan dan tanpa perantara ini?Dell430 BAGIAN 6 MEMBERIKAN NILAIMungkin keputusan yang paling sulit adalah apakah untuk merevisi keseluruhan saluran strategy.39 Avon'ssistem dari pintu ke pintu untuk menjual kosmetik diubah sebagai lebih banyak perempuan masuk tenaga kerja.Meskipun pusat kenyamanan anjungan, perbankan online, dan panggilan telepon,banyak nasabah bank masih ingin "sentuhan tinggi" atas "high tech", atau setidaknya mereka ingin pilihan.Bank dengan demikian membuka lebih banyak cabang dan mengembangkan praktik menjual salib dan up-sellingmemanfaatkan kontak tatap muka yang hasil.Pertimbangan global ChannelPasar internasional menimbulkan tantangan yang berbeda, termasuk variasi dalam kebiasaan belanja pelanggan,Tapi peluang di time.40 sama di India, penjualan dari "terorganisir eceran" — hypermarket, supermarket,dan department store — hanya 4 persen dari pasar 322 milyar. Kebanyakan belanjamasih berlangsung di jutaan toko-toko kelontong independen atau toko kirana, dijalankan oleh pemilikdan satu atau dua mungkin people.41 lainnya banyak atas global pengecer seperti Aldi Jerman,Inggris Tesco, Zara Spanyol telah disesuaikan citra mereka untuk kebutuhan lokal dan menginginkan ketikamemasuki pasar baru.Waralaba perusahaan seperti pusat kebugaran dan toko sandwich Subway kurva wanita memilikimengalami pertumbuhan dua digit luar negeri, terutama dalam mengembangkan pasar seperti Brasil danEropa Tengah dan Timur. Dalam beberapa kasus, hak waralaba utama membayar biaya yang signifikan untuk memperoleh wilayahatau negara tempat mereka beroperasi sebagai "dua pewaralaba mini" di kanan mereka sendiri. Lebih berpengetahuantentang undang-undang, adat istiadat dan kebutuhan konsumen dari perusahaan asing, mereka menjual dan mengawasi waralabadan mengumpulkan royalties.42Kereta bawah tanah memiliki semua operator waralabaseluruh dunia, termasuk diMal perbelanjaan pusat kota Dohadi Qatar, ditampilkan di sini.MERANCANG DAN MENGELOLA SALURAN PEMASARAN TERPADU | BAB 15 431Tetapi ada banyak rintangan di ekspansi global, dan pengecer juga harus mampu mempertahankan merekarumah rumput dari masuknya asing pengecer. Menjual segala sesuatu dari makanan untuk televisi,Perancis Carrefour, pengecer terbesar kedua di dunia, telah mengalami persaingan di nyarumah pasar dari supermarket kecil untuk bahan makanan dan spesialis pengecer sepertiIKEA atau Fnac untuk barang-barang lainnya. Meskipun kuat di bagian Eropa, Asia, dan Amerika Latin,Carrefour (yang berarti "persimpangan" dalam bahasa Perancis) telah dipaksa untuk menghentikan operasi dalam sejumlahnegara-negara, seperti Jepang, Korea Selatan, Meksiko, Republik Ceko, Slowakia, Rusia,Swiss, dan Portugal. Lain dari Perancis mega-pengecer Auchan seperti Walmart, telahcukup berhasil memasuki pasar negara berkembang seperti China sementara mampu memecahkan pasar diAmerika Serikat atau Britain.43Langkah pertama dalam perencanaan saluran global, seperti yang sering terjadi dalam pemasaran, adalah untuk mendapatkan dekat denganPelanggan. Beradaptasi dengan garis pakaian untuk lebih memenuhi selera Eropa, Urban berbasis PhiladelphiaOutfitters mendirikan desain terpisah dan merchandising unit di London sebelum itu membuka satu tokodi Eropa. Meskipun mereka meningkat biaya, dicampur Amerika dan Eropa tampak membantupengecer berdiri out.44 melintasi Atlantik cara lain, Tesco diperkenalkan gourmet yang Fresh & Easyminisupermarkets ke California setelah 20 tahun penelitian yang termasuk menghabiskan waktu dengan ASKeluarga dan Rekam isi dari kulkas mereka. Pengecer pergi melalui serupasteps before entering China.45A good retail strategy that offers customers a positive shopping experience and uniquevalue, if properly adapted, is likely to find success in more than one market. Take Topshopfor instance.Topshop Founded by Sir Richard Green in the United Kingdom in 1994, clothingretailer Topshop is a chain of 310 UK stores and 116 international franchisees that commandsintense loyalty from its trendy, style-obsessed customer base. Selling primarilyparty clothes, accessories, and daywear to women, Topshop blends Englishstreet fashion, reasonable prices, and fun services. A higher-end, quirkierversion of fast-fashion chains H&M and Zara, Topshop allows middle-market consumersto dress upscale affordably. Partnering with style icons Kate Moss, Stella Vine,and Celia Birtwell to create the latest designs, Topshop offers style advisors, Topshopto-Go (a Tupperware-type party that brings a style advisor to a customer’s home withoutfits for up to 10 people), and Topshop Express (an express delivery service via Vespascooters for fashion “emergencies”). The 60,000 square foot store on Broadway inNew York City is Topshop’s second biggest and first flagship store outside theUnited Kingdom.46