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Channel-DesignDecisionsTo design a
Channel-Design
Decisions
To design a marketing channel system, marketers analyze customer
needs and wants, establish channel objectives and constraints, and
identify and evaluate major channel alternatives.
Analyzing Customer Needs and Wants
Consumers may choose the channels they prefer based on price,
product assortment, and convenience, as well as their own shopping
goals (economic, social, or experiential).17 As with products,
segmentation exists, and marketers must be aware that different consumers have different needs
during the purchase process.
One study of 40 grocery and clothing retailers in France, Germany, and the United Kingdom
found that they served three types of shoppers: (1) service/quality customers who cared most about
the variety and performance of products and service, (2) price/value customers who were most concerned
about spending wisely, and (3) affinity customers who primarily sought stores that suited
people like themselves or groups they aspired to join. As Figure 15.3 shows, customer profiles
differed across the three markets: In France, shoppers stressed service and quality, in the United
Kingdom, affinity, and in Germany, price and value.18
Even the same consumer, though, may choose different channels for different functions in a
purchase, browsing a catalog before visiting a store or test driving a car at a dealer before ordering
online. Some consumers are willing to “trade up” to retailers offering higher-end goods such as
TAG Heuer watches or Callaway golf clubs and “trade down” to discount retailers for private-label
paper towels, detergent, or vitamins.19
Channels produce five service outputs:
1. Lot size—The number of units the channel permits a typical customer to purchase on one
occasion. In buying cars for its fleet, Hertz prefers a channel from which it can buy a large lot
size; a household wants a channel that permits a lot size of one.
2. Waiting and delivery time—The average time customers wait for receipt of goods. Customers
increasingly prefer faster delivery channels.
3. Spatial convenience—The degree to which the marketing channel makes it easy for customers
to purchase the product. Toyota offers greater spatial convenience than Lexus because there are
In entering new markets, firms often closely observe what other firms are doing. France’s
Auchan considered the presence of its French rivals Leclerc and Casino in Poland as key to its decision
to also enter that market.23 Apple’s channel objectives of creating a dynamic retail experience
for consumers was not being met by existing channels, so it chose to open it own stores.24
Apple Stores When Apple stores were launched in 2001, many questioned
their prospects and BusinessWeek published an article titled, “Sorry Steve, Here’s Why Apple
Stores Won’t Work.” Fast-forward five years, and Apple was celebrating the launch of its
spectacular new Manhattan showcase store. With almost 275 locations by the end of 2009,
net revenue from stores totaled $6.6 billion and represented roughly
20 percent of total corporate revenue. Annual sales per square foot of an
Apple store have been estimated at $4,700—the Fifth Avenue
location is reported to do a staggering $35,000 of business per square
foot–compared to Tiffany’s $2,666, Best Buy’s $930, and Saks’s $362.
Any way you look at it, Apple stores have been an unqualified success.
Designed to fuel excitement for the brand, they let people see and touch
Apple products—and experience what Apple can do for them—making it
more likely they’ll become Apple customers. They target tech-savvy customers
with in-store product presentations and workshops; a full line of
Apple products, software, and accessories; and a “Genius Bar” staffed by
Apple specialists who provide technical support, often free of charge.
Although the stores upset existing retailers, Apple has worked hard to
smooth relationships, in part justifying the decision as a natural evolution
of its existing online sales channel.
Identifying Major Channel Alternatives
Each channel—from sales forces to agents, distributors, dealers, direct mail, telemarketing, and the
Internet—has unique strengths and weaknesses. Sales forces can handle complex products and transactions,
but they are expensive. The Internet is inexpensive but may not be as effective with complex products.
Distributors can create sales, but the company loses direct contact with customers. Several clients
can share the cost of manufacturers’ reps, but the selling effort is less intense than company reps provide.
Channel alternatives differ in three ways: the types of intermediaries, the number needed, and
the terms and responsibilities of each. Let’s look at these factors.
TYPES OF INTERMEDIARIES Consider the channel alternatives identified by a consumer
electronics company that produces satellite radios. It could sell its players directly to automobile
manufacturers to be installed as original equipment, auto dealers, rental car companies, or satellite
radio specialist dealers through a direct sales force or through distributors. It could also sell its players
through company stores, online retailers, mail-order catalogs, or mass merchandisers such as Best Buy.
As Netflix did, companies should search for innovative marketing channels. Columbia House
has successfully merchandised music albums through the mail and Internet. Harry and David and
Calyx & Corolla have creatively sold fruit and flowers, respectively, through direct delivery.
Sometimes a company chooses a new or unconventional channel because of the difficulty, cost,
or ineffectiveness of working with the dominant channel. One advantage is often reduced competition,
at least at first. Years ago, after trying to sell its inexpensive Timex watches through jewelry
stores, the U.S. Time Company placed them instead in fast-growing mass-merchandise outlets.
Frustrated with a printed catalog it saw as out-of-date and unprofessional, commercial lighting
company Display Supply & Lighting developed an interactive online catalog that drove down costs,
speeded the sales process, and increased revenue.25
NUMBER OF INTERMEDIARIES Three strategies based on the number of intermediaries are
exclusive distribution, selective distribution, and intensive distribution.
Exclusive distribution means severely limiting the number of intermediaries. It’s appropriate
when the producer wants to maintain control over the service level and outputs offered by the
resellers, and it often includes exclusive dealing arrangements. By granting exclusive distribution,
the producer hopes to obtain more dedicated and knowledgeable selling. It requires a closer
partnership between seller and reseller and is used in the distribution of new automobiles, some
major appliances, and some women’s apparel brands.
Exclusive deals are becoming a mainstay for specialists looking for an edge in markets increasingly driven by price.26 When the legendary Italian designer label Gucci found its image
severely tarnished by overexposure from licensing and discount stores, it decided to end contracts
with third-party suppliers, control its distribution, and open its own stores to bring back some of
the luster.27
Decisions
To design a marketing channel system, marketers analyze customer
needs and wants, establish channel objectives and constraints, and
identify and evaluate major channel alternatives.
Analyzing Customer Needs and Wants
Consumers may choose the channels they prefer based on price,
product assortment, and convenience, as well as their own shopping
goals (economic, social, or experiential).17 As with products,
segmentation exists, and marketers must be aware that different consumers have different needs
during the purchase process.
One study of 40 grocery and clothing retailers in France, Germany, and the United Kingdom
found that they served three types of shoppers: (1) service/quality customers who cared most about
the variety and performance of products and service, (2) price/value customers who were most concerned
about spending wisely, and (3) affinity customers who primarily sought stores that suited
people like themselves or groups they aspired to join. As Figure 15.3 shows, customer profiles
differed across the three markets: In France, shoppers stressed service and quality, in the United
Kingdom, affinity, and in Germany, price and value.18
Even the same consumer, though, may choose different channels for different functions in a
purchase, browsing a catalog before visiting a store or test driving a car at a dealer before ordering
online. Some consumers are willing to “trade up” to retailers offering higher-end goods such as
TAG Heuer watches or Callaway golf clubs and “trade down” to discount retailers for private-label
paper towels, detergent, or vitamins.19
Channels produce five service outputs:
1. Lot size—The number of units the channel permits a typical customer to purchase on one
occasion. In buying cars for its fleet, Hertz prefers a channel from which it can buy a large lot
size; a household wants a channel that permits a lot size of one.
2. Waiting and delivery time—The average time customers wait for receipt of goods. Customers
increasingly prefer faster delivery channels.
3. Spatial convenience—The degree to which the marketing channel makes it easy for customers
to purchase the product. Toyota offers greater spatial convenience than Lexus because there are
In entering new markets, firms often closely observe what other firms are doing. France’s
Auchan considered the presence of its French rivals Leclerc and Casino in Poland as key to its decision
to also enter that market.23 Apple’s channel objectives of creating a dynamic retail experience
for consumers was not being met by existing channels, so it chose to open it own stores.24
Apple Stores When Apple stores were launched in 2001, many questioned
their prospects and BusinessWeek published an article titled, “Sorry Steve, Here’s Why Apple
Stores Won’t Work.” Fast-forward five years, and Apple was celebrating the launch of its
spectacular new Manhattan showcase store. With almost 275 locations by the end of 2009,
net revenue from stores totaled $6.6 billion and represented roughly
20 percent of total corporate revenue. Annual sales per square foot of an
Apple store have been estimated at $4,700—the Fifth Avenue
location is reported to do a staggering $35,000 of business per square
foot–compared to Tiffany’s $2,666, Best Buy’s $930, and Saks’s $362.
Any way you look at it, Apple stores have been an unqualified success.
Designed to fuel excitement for the brand, they let people see and touch
Apple products—and experience what Apple can do for them—making it
more likely they’ll become Apple customers. They target tech-savvy customers
with in-store product presentations and workshops; a full line of
Apple products, software, and accessories; and a “Genius Bar” staffed by
Apple specialists who provide technical support, often free of charge.
Although the stores upset existing retailers, Apple has worked hard to
smooth relationships, in part justifying the decision as a natural evolution
of its existing online sales channel.
Identifying Major Channel Alternatives
Each channel—from sales forces to agents, distributors, dealers, direct mail, telemarketing, and the
Internet—has unique strengths and weaknesses. Sales forces can handle complex products and transactions,
but they are expensive. The Internet is inexpensive but may not be as effective with complex products.
Distributors can create sales, but the company loses direct contact with customers. Several clients
can share the cost of manufacturers’ reps, but the selling effort is less intense than company reps provide.
Channel alternatives differ in three ways: the types of intermediaries, the number needed, and
the terms and responsibilities of each. Let’s look at these factors.
TYPES OF INTERMEDIARIES Consider the channel alternatives identified by a consumer
electronics company that produces satellite radios. It could sell its players directly to automobile
manufacturers to be installed as original equipment, auto dealers, rental car companies, or satellite
radio specialist dealers through a direct sales force or through distributors. It could also sell its players
through company stores, online retailers, mail-order catalogs, or mass merchandisers such as Best Buy.
As Netflix did, companies should search for innovative marketing channels. Columbia House
has successfully merchandised music albums through the mail and Internet. Harry and David and
Calyx & Corolla have creatively sold fruit and flowers, respectively, through direct delivery.
Sometimes a company chooses a new or unconventional channel because of the difficulty, cost,
or ineffectiveness of working with the dominant channel. One advantage is often reduced competition,
at least at first. Years ago, after trying to sell its inexpensive Timex watches through jewelry
stores, the U.S. Time Company placed them instead in fast-growing mass-merchandise outlets.
Frustrated with a printed catalog it saw as out-of-date and unprofessional, commercial lighting
company Display Supply & Lighting developed an interactive online catalog that drove down costs,
speeded the sales process, and increased revenue.25
NUMBER OF INTERMEDIARIES Three strategies based on the number of intermediaries are
exclusive distribution, selective distribution, and intensive distribution.
Exclusive distribution means severely limiting the number of intermediaries. It’s appropriate
when the producer wants to maintain control over the service level and outputs offered by the
resellers, and it often includes exclusive dealing arrangements. By granting exclusive distribution,
the producer hopes to obtain more dedicated and knowledgeable selling. It requires a closer
partnership between seller and reseller and is used in the distribution of new automobiles, some
major appliances, and some women’s apparel brands.
Exclusive deals are becoming a mainstay for specialists looking for an edge in markets increasingly driven by price.26 When the legendary Italian designer label Gucci found its image
severely tarnished by overexposure from licensing and discount stores, it decided to end contracts
with third-party suppliers, control its distribution, and open its own stores to bring back some of
the luster.27
0/5000
Channel-DesignDecisionsTo design a marketing channel system, marketers analyze customerneeds and wants, establish channel objectives and constraints, andidentify and evaluate major channel alternatives.Analyzing Customer Needs and WantsConsumers may choose the channels they prefer based on price,product assortment, and convenience, as well as their own shoppinggoals (economic, social, or experiential).17 As with products,segmentation exists, and marketers must be aware that different consumers have different needsduring the purchase process.One study of 40 grocery and clothing retailers in France, Germany, and the United Kingdomfound that they served three types of shoppers: (1) service/quality customers who cared most aboutthe variety and performance of products and service, (2) price/value customers who were most concernedabout spending wisely, and (3) affinity customers who primarily sought stores that suitedpeople like themselves or groups they aspired to join. As Figure 15.3 shows, customer profilesdiffered across the three markets: In France, shoppers stressed service and quality, in the UnitedKingdom, affinity, and in Germany, price and value.18Even the same consumer, though, may choose different channels for different functions in apurchase, browsing a catalog before visiting a store or test driving a car at a dealer before orderingonline. Some consumers are willing to “trade up” to retailers offering higher-end goods such asTAG Heuer watches or Callaway golf clubs and “trade down” to discount retailers for private-labelpaper towels, detergent, or vitamins.19Channels produce five service outputs:1. Lot size—The number of units the channel permits a typical customer to purchase on oneoccasion. In buying cars for its fleet, Hertz prefers a channel from which it can buy a large lotsize; a household wants a channel that permits a lot size of one.2. Waiting and delivery time—The average time customers wait for receipt of goods. Customersincreasingly prefer faster delivery channels.3. Spatial convenience—The degree to which the marketing channel makes it easy for customersto purchase the product. Toyota offers greater spatial convenience than Lexus because there areIn entering new markets, firms often closely observe what other firms are doing. France’sAuchan considered the presence of its French rivals Leclerc and Casino in Poland as key to its decisionto also enter that market.23 Apple’s channel objectives of creating a dynamic retail experiencefor consumers was not being met by existing channels, so it chose to open it own stores.24Apple Stores When Apple stores were launched in 2001, many questionedtheir prospects and BusinessWeek published an article titled, “Sorry Steve, Here’s Why AppleStores Won’t Work.” Fast-forward five years, and Apple was celebrating the launch of itsspectacular new Manhattan showcase store. With almost 275 locations by the end of 2009,net revenue from stores totaled $6.6 billion and represented roughly
20 percent of total corporate revenue. Annual sales per square foot of an
Apple store have been estimated at $4,700—the Fifth Avenue
location is reported to do a staggering $35,000 of business per square
foot–compared to Tiffany’s $2,666, Best Buy’s $930, and Saks’s $362.
Any way you look at it, Apple stores have been an unqualified success.
Designed to fuel excitement for the brand, they let people see and touch
Apple products—and experience what Apple can do for them—making it
more likely they’ll become Apple customers. They target tech-savvy customers
with in-store product presentations and workshops; a full line of
Apple products, software, and accessories; and a “Genius Bar” staffed by
Apple specialists who provide technical support, often free of charge.
Although the stores upset existing retailers, Apple has worked hard to
smooth relationships, in part justifying the decision as a natural evolution
of its existing online sales channel.
Identifying Major Channel Alternatives
Each channel—from sales forces to agents, distributors, dealers, direct mail, telemarketing, and the
Internet—has unique strengths and weaknesses. Sales forces can handle complex products and transactions,
but they are expensive. The Internet is inexpensive but may not be as effective with complex products.
Distributors can create sales, but the company loses direct contact with customers. Several clients
can share the cost of manufacturers’ reps, but the selling effort is less intense than company reps provide.
Channel alternatives differ in three ways: the types of intermediaries, the number needed, and
the terms and responsibilities of each. Let’s look at these factors.
TYPES OF INTERMEDIARIES Consider the channel alternatives identified by a consumer
electronics company that produces satellite radios. It could sell its players directly to automobile
manufacturers to be installed as original equipment, auto dealers, rental car companies, or satellite
radio specialist dealers through a direct sales force or through distributors. It could also sell its players
through company stores, online retailers, mail-order catalogs, or mass merchandisers such as Best Buy.
As Netflix did, companies should search for innovative marketing channels. Columbia House
has successfully merchandised music albums through the mail and Internet. Harry and David and
Calyx & Corolla have creatively sold fruit and flowers, respectively, through direct delivery.
Sometimes a company chooses a new or unconventional channel because of the difficulty, cost,
or ineffectiveness of working with the dominant channel. One advantage is often reduced competition,
at least at first. Years ago, after trying to sell its inexpensive Timex watches through jewelry
stores, the U.S. Time Company placed them instead in fast-growing mass-merchandise outlets.
Frustrated with a printed catalog it saw as out-of-date and unprofessional, commercial lighting
company Display Supply & Lighting developed an interactive online catalog that drove down costs,
speeded the sales process, and increased revenue.25
NUMBER OF INTERMEDIARIES Three strategies based on the number of intermediaries are
exclusive distribution, selective distribution, and intensive distribution.
Exclusive distribution means severely limiting the number of intermediaries. It’s appropriate
when the producer wants to maintain control over the service level and outputs offered by the
resellers, and it often includes exclusive dealing arrangements. By granting exclusive distribution,
the producer hopes to obtain more dedicated and knowledgeable selling. It requires a closer
partnership between seller and reseller and is used in the distribution of new automobiles, some
major appliances, and some women’s apparel brands.
Exclusive deals are becoming a mainstay for specialists looking for an edge in markets increasingly driven by price.26 When the legendary Italian designer label Gucci found its image
severely tarnished by overexposure from licensing and discount stores, it decided to end contracts
with third-party suppliers, control its distribution, and open its own stores to bring back some of
the luster.27
20 percent of total corporate revenue. Annual sales per square foot of an
Apple store have been estimated at $4,700—the Fifth Avenue
location is reported to do a staggering $35,000 of business per square
foot–compared to Tiffany’s $2,666, Best Buy’s $930, and Saks’s $362.
Any way you look at it, Apple stores have been an unqualified success.
Designed to fuel excitement for the brand, they let people see and touch
Apple products—and experience what Apple can do for them—making it
more likely they’ll become Apple customers. They target tech-savvy customers
with in-store product presentations and workshops; a full line of
Apple products, software, and accessories; and a “Genius Bar” staffed by
Apple specialists who provide technical support, often free of charge.
Although the stores upset existing retailers, Apple has worked hard to
smooth relationships, in part justifying the decision as a natural evolution
of its existing online sales channel.
Identifying Major Channel Alternatives
Each channel—from sales forces to agents, distributors, dealers, direct mail, telemarketing, and the
Internet—has unique strengths and weaknesses. Sales forces can handle complex products and transactions,
but they are expensive. The Internet is inexpensive but may not be as effective with complex products.
Distributors can create sales, but the company loses direct contact with customers. Several clients
can share the cost of manufacturers’ reps, but the selling effort is less intense than company reps provide.
Channel alternatives differ in three ways: the types of intermediaries, the number needed, and
the terms and responsibilities of each. Let’s look at these factors.
TYPES OF INTERMEDIARIES Consider the channel alternatives identified by a consumer
electronics company that produces satellite radios. It could sell its players directly to automobile
manufacturers to be installed as original equipment, auto dealers, rental car companies, or satellite
radio specialist dealers through a direct sales force or through distributors. It could also sell its players
through company stores, online retailers, mail-order catalogs, or mass merchandisers such as Best Buy.
As Netflix did, companies should search for innovative marketing channels. Columbia House
has successfully merchandised music albums through the mail and Internet. Harry and David and
Calyx & Corolla have creatively sold fruit and flowers, respectively, through direct delivery.
Sometimes a company chooses a new or unconventional channel because of the difficulty, cost,
or ineffectiveness of working with the dominant channel. One advantage is often reduced competition,
at least at first. Years ago, after trying to sell its inexpensive Timex watches through jewelry
stores, the U.S. Time Company placed them instead in fast-growing mass-merchandise outlets.
Frustrated with a printed catalog it saw as out-of-date and unprofessional, commercial lighting
company Display Supply & Lighting developed an interactive online catalog that drove down costs,
speeded the sales process, and increased revenue.25
NUMBER OF INTERMEDIARIES Three strategies based on the number of intermediaries are
exclusive distribution, selective distribution, and intensive distribution.
Exclusive distribution means severely limiting the number of intermediaries. It’s appropriate
when the producer wants to maintain control over the service level and outputs offered by the
resellers, and it often includes exclusive dealing arrangements. By granting exclusive distribution,
the producer hopes to obtain more dedicated and knowledgeable selling. It requires a closer
partnership between seller and reseller and is used in the distribution of new automobiles, some
major appliances, and some women’s apparel brands.
Exclusive deals are becoming a mainstay for specialists looking for an edge in markets increasingly driven by price.26 When the legendary Italian designer label Gucci found its image
severely tarnished by overexposure from licensing and discount stores, it decided to end contracts
with third-party suppliers, control its distribution, and open its own stores to bring back some of
the luster.27
Sedang diterjemahkan, harap tunggu..
Saluran-Desain
Keputusan
Untuk merancang sistem saluran pemasaran, pemasar menganalisis pelanggan
kebutuhan dan keinginan, menetapkan tujuan channel dan kendala, dan
mengidentifikasi dan mengevaluasi alternatif saluran utama.
Menganalisis kebutuhan dan keinginan pelanggan
Konsumen dapat memilih saluran yang mereka suka berdasarkan harga,
bermacam-macam produk , dan kenyamanan, serta mereka sendiri belanja
tujuan (ekonomi, sosial, atau experiential) 0,17 Seperti produk,
segmentasi ada, dan pemasar harus menyadari bahwa konsumen yang berbeda memiliki kebutuhan yang berbeda
selama proses pembelian.
Satu studi dari 40 toko dan pengecer pakaian di Perancis, Jerman, dan Inggris
menemukan bahwa mereka melayani tiga jenis pembeli: (1) pelanggan layanan / kualitas yang peduli paling tentang
berbagai dan kinerja produk dan layanan, (2) pelanggan harga / nilai yang paling khawatir
tentang menghabiskan bijak, dan (3) pelanggan afinitas yang terutama dicari toko yang cocok
orang-orang seperti diri sendiri atau kelompok mereka bercita-cita untuk bergabung. Seperti Gambar 15.3 menunjukkan, profil pelanggan
berbeda di tiga pasar: Di Perancis, pembeli menekankan layanan dan kualitas, di Inggris
Raya, afinitas, dan di Jerman, harga dan value.18
Bahkan konsumen yang sama, meskipun, dapat memilih saluran yang berbeda untuk fungsi yang berbeda dalam
pembelian, browsing katalog sebelum mengunjungi toko atau tes mengemudi mobil di dealer sebelum memesan
secara online. Beberapa konsumen bersedia untuk "tukar tambah" ke pengecer yang menawarkan barang yang lebih tinggi-end seperti
jam tangan TAG Heuer atau Callaway klub golf dan "perdagangan turun" untuk diskon pengecer untuk pribadi-label
handuk kertas, deterjen, atau vitamins.19
Saluran menghasilkan lima layanan output:
1. Ukuran-The banyak jumlah unit saluran memungkinkan seorang pelanggan yang khas untuk membeli pada satu
kesempatan. Dalam membeli mobil untuk armada, Hertz lebih suka saluran dari yang dapat membeli banyak besar
ukuran; rumah tangga ingin saluran yang memungkinkan ukuran banyak satu.
2. Menunggu dan pelanggan waktu-Penyerahan rata waktu menunggu penerimaan barang. Pelanggan
semakin lebih memilih saluran pengiriman lebih cepat.
3. Kenyamanan-spasial sejauh mana saluran pemasaran memudahkan pelanggan
untuk membeli produk. Toyota menawarkan kenyamanan tata ruang yang lebih besar dari Lexus karena ada
Dalam memasuki pasar baru, perusahaan sering erat mengamati apa perusahaan lain lakukan. Prancis
Auchan dianggap kehadiran saingan Perancis Leclerc dan Casino di Polandia sebagai kunci untuk keputusan
untuk juga memasukkan tujuan saluran yang market.23 Apple menciptakan pengalaman ritel yang dinamis
bagi konsumen yang tidak terpenuhi oleh saluran yang ada, sehingga memilih untuk membuka itu stores.24 sendiri
Apple Stores Ketika toko-toko Apple yang diluncurkan pada tahun 2001, banyak mempertanyakan
prospek mereka dan BusinessWeek menerbitkan sebuah artikel berjudul, "Maaf Steve, Berikut Mengapa Apple
Store tidak Akan Bekerja." Cepat-maju lima tahun, dan Apple sedang merayakan peluncuran
baru toko showcase Manhattan spektakuler. Dengan hampir 275 lokasi pada akhir 2009,
pendapatan bersih dari toko mencapai $ 6600000000 dan mewakili sekitar
20 persen dari total pendapatan perusahaan. Penjualan tahunan per kaki persegi dari
toko Apple telah diperkirakan $ 4.700-the Fifth Avenue
lokasi dilaporkan melakukan mengejutkan $ 35.000 usaha per persegi
kaki-dibandingkan dengan Tiffany $ 2666, Best Buy $ 930, dan Saks ini $ 362.
Setiap cara Anda melihat itu, toko-toko Apple telah sukses wajar tanpa pengecualian.
Dirancang untuk bahan bakar kegembiraan untuk merek, mereka membiarkan orang melihat dan menyentuh
produk Apple-dan pengalaman apa yang Apple dapat lakukan untuk mereka-membuatnya
semakin besar kemungkinan mereka akan menjadi pelanggan Apple. Mereka menargetkan pelanggan tech-savvy
dengan di-toko presentasi produk dan lokakarya; garis penuh
produk Apple, perangkat lunak, dan aksesoris; dan "Genius Bar" yang dikelola oleh
spesialis Apel yang memberikan dukungan teknis, sering secara gratis.
Meskipun toko marah pengecer yang ada, Apple telah bekerja keras untuk
kelancaran hubungan, sebagian membenarkan keputusan sebagai evolusi alami
dari saluran penjualan yang ada online .
Mengidentifikasi Mayor Saluran Alternatif
Setiap saluran-dari pasukan penjualan ke agen, distributor, dealer, direct mail, telemarketing, dan
internet memiliki kekuatan dan kelemahan yang unik. Pasukan penjualan dapat menangani produk yang kompleks dan transaksi,
tetapi mereka mahal. Internet murah tapi mungkin tidak efektif dengan produk yang kompleks.
Distributor dapat membuat penjualan, tetapi perusahaan kehilangan kontak langsung dengan pelanggan. Beberapa klien
dapat berbagi biaya agen penjualan manufaktur, tetapi upaya penjualan kurang intens dari repetisi perusahaan menyediakan.
Alternatif saluran berbeda dalam tiga cara: jenis perantara, jumlah yang diperlukan, dan
persyaratan dan tanggung jawab masing-masing. Mari kita lihat faktor-faktor ini.
JENIS PERANTARA Pertimbangkan alternatif channel diidentifikasi oleh konsumen
perusahaan elektronik yang memproduksi radio satelit. Ini bisa menjual pemainnya langsung ke mobil
produsen untuk dipasang sebagai peralatan asli, dealer mobil, perusahaan sewa mobil, atau satelit
dealer spesialis radio melalui tenaga penjualan langsung atau melalui distributor. Hal ini juga bisa menjual pemainnya
melalui toko perusahaan, pengecer online, katalog mail-order, atau merchandiser massa seperti Best Buy.
Sebagai Netflix lakukan, perusahaan harus mencari saluran pemasaran yang inovatif. Columbia Rumah
telah berhasil dagangan album musik melalui mail dan Internet. Harry dan David dan
Calyx & Corolla telah dijual kreatif buah dan bunga, masing-masing, melalui pengiriman langsung.
Kadang-kadang perusahaan memilih saluran baru atau tidak konvensional karena kesulitan, biaya,
atau tidak efektifnya bekerja dengan saluran yang dominan. Satu keuntungan sering dikurangi kompetisi,
setidaknya pada awalnya. Tahun lalu, setelah mencoba untuk menjual murah Timex-nya jam tangan melalui perhiasan
toko, AS Waktu Perusahaan menempatkan mereka bukan di outlet massal barang yang berkembang pesat.
Frustrasi dengan katalog cetak itu melihat sebagai out-of-date dan tidak profesional, pencahayaan komersial
perusahaan menampilkan Pasokan & Lighting mengembangkan katalog online interaktif yang melaju biaya,
dipercepat proses penjualan, dan peningkatan revenue.25
JUMLAH PERANTARA Tiga strategi berdasarkan jumlah perantara yang
distribusi eksklusif, distribusi selektif, dan distribusi intensif.
Distribusi Eksklusif berarti parah membatasi jumlah perantara. Ini sesuai
ketika produser ingin mempertahankan kontrol atas tingkat layanan dan output yang ditawarkan oleh
reseller, dan sering termasuk pengaturan berurusan eksklusif. Dengan memberikan distribusi eksklusif,
produsen berharap untuk mendapatkan penjualan lebih berdedikasi dan berpengetahuan. Hal ini membutuhkan lebih dekat
kemitraan antara penjual dan reseller dan digunakan dalam distribusi mobil baru, beberapa
peralatan utama, dan merek pakaian beberapa perempuan.
Penawaran eksklusif menjadi andalan untuk spesialis mencari keunggulan dalam pasar yang semakin didorong oleh price.26 Ketika label desainer legendaris Italia Gucci menemukan citranya
sangat ternoda oleh overexposure dari perizinan dan toko diskon, itu memutuskan untuk mengakhiri kontrak
dengan pemasok pihak ketiga, mengontrol distribusi, dan membuka toko sendiri untuk membawa kembali beberapa
luster.27 yang
Keputusan
Untuk merancang sistem saluran pemasaran, pemasar menganalisis pelanggan
kebutuhan dan keinginan, menetapkan tujuan channel dan kendala, dan
mengidentifikasi dan mengevaluasi alternatif saluran utama.
Menganalisis kebutuhan dan keinginan pelanggan
Konsumen dapat memilih saluran yang mereka suka berdasarkan harga,
bermacam-macam produk , dan kenyamanan, serta mereka sendiri belanja
tujuan (ekonomi, sosial, atau experiential) 0,17 Seperti produk,
segmentasi ada, dan pemasar harus menyadari bahwa konsumen yang berbeda memiliki kebutuhan yang berbeda
selama proses pembelian.
Satu studi dari 40 toko dan pengecer pakaian di Perancis, Jerman, dan Inggris
menemukan bahwa mereka melayani tiga jenis pembeli: (1) pelanggan layanan / kualitas yang peduli paling tentang
berbagai dan kinerja produk dan layanan, (2) pelanggan harga / nilai yang paling khawatir
tentang menghabiskan bijak, dan (3) pelanggan afinitas yang terutama dicari toko yang cocok
orang-orang seperti diri sendiri atau kelompok mereka bercita-cita untuk bergabung. Seperti Gambar 15.3 menunjukkan, profil pelanggan
berbeda di tiga pasar: Di Perancis, pembeli menekankan layanan dan kualitas, di Inggris
Raya, afinitas, dan di Jerman, harga dan value.18
Bahkan konsumen yang sama, meskipun, dapat memilih saluran yang berbeda untuk fungsi yang berbeda dalam
pembelian, browsing katalog sebelum mengunjungi toko atau tes mengemudi mobil di dealer sebelum memesan
secara online. Beberapa konsumen bersedia untuk "tukar tambah" ke pengecer yang menawarkan barang yang lebih tinggi-end seperti
jam tangan TAG Heuer atau Callaway klub golf dan "perdagangan turun" untuk diskon pengecer untuk pribadi-label
handuk kertas, deterjen, atau vitamins.19
Saluran menghasilkan lima layanan output:
1. Ukuran-The banyak jumlah unit saluran memungkinkan seorang pelanggan yang khas untuk membeli pada satu
kesempatan. Dalam membeli mobil untuk armada, Hertz lebih suka saluran dari yang dapat membeli banyak besar
ukuran; rumah tangga ingin saluran yang memungkinkan ukuran banyak satu.
2. Menunggu dan pelanggan waktu-Penyerahan rata waktu menunggu penerimaan barang. Pelanggan
semakin lebih memilih saluran pengiriman lebih cepat.
3. Kenyamanan-spasial sejauh mana saluran pemasaran memudahkan pelanggan
untuk membeli produk. Toyota menawarkan kenyamanan tata ruang yang lebih besar dari Lexus karena ada
Dalam memasuki pasar baru, perusahaan sering erat mengamati apa perusahaan lain lakukan. Prancis
Auchan dianggap kehadiran saingan Perancis Leclerc dan Casino di Polandia sebagai kunci untuk keputusan
untuk juga memasukkan tujuan saluran yang market.23 Apple menciptakan pengalaman ritel yang dinamis
bagi konsumen yang tidak terpenuhi oleh saluran yang ada, sehingga memilih untuk membuka itu stores.24 sendiri
Apple Stores Ketika toko-toko Apple yang diluncurkan pada tahun 2001, banyak mempertanyakan
prospek mereka dan BusinessWeek menerbitkan sebuah artikel berjudul, "Maaf Steve, Berikut Mengapa Apple
Store tidak Akan Bekerja." Cepat-maju lima tahun, dan Apple sedang merayakan peluncuran
baru toko showcase Manhattan spektakuler. Dengan hampir 275 lokasi pada akhir 2009,
pendapatan bersih dari toko mencapai $ 6600000000 dan mewakili sekitar
20 persen dari total pendapatan perusahaan. Penjualan tahunan per kaki persegi dari
toko Apple telah diperkirakan $ 4.700-the Fifth Avenue
lokasi dilaporkan melakukan mengejutkan $ 35.000 usaha per persegi
kaki-dibandingkan dengan Tiffany $ 2666, Best Buy $ 930, dan Saks ini $ 362.
Setiap cara Anda melihat itu, toko-toko Apple telah sukses wajar tanpa pengecualian.
Dirancang untuk bahan bakar kegembiraan untuk merek, mereka membiarkan orang melihat dan menyentuh
produk Apple-dan pengalaman apa yang Apple dapat lakukan untuk mereka-membuatnya
semakin besar kemungkinan mereka akan menjadi pelanggan Apple. Mereka menargetkan pelanggan tech-savvy
dengan di-toko presentasi produk dan lokakarya; garis penuh
produk Apple, perangkat lunak, dan aksesoris; dan "Genius Bar" yang dikelola oleh
spesialis Apel yang memberikan dukungan teknis, sering secara gratis.
Meskipun toko marah pengecer yang ada, Apple telah bekerja keras untuk
kelancaran hubungan, sebagian membenarkan keputusan sebagai evolusi alami
dari saluran penjualan yang ada online .
Mengidentifikasi Mayor Saluran Alternatif
Setiap saluran-dari pasukan penjualan ke agen, distributor, dealer, direct mail, telemarketing, dan
internet memiliki kekuatan dan kelemahan yang unik. Pasukan penjualan dapat menangani produk yang kompleks dan transaksi,
tetapi mereka mahal. Internet murah tapi mungkin tidak efektif dengan produk yang kompleks.
Distributor dapat membuat penjualan, tetapi perusahaan kehilangan kontak langsung dengan pelanggan. Beberapa klien
dapat berbagi biaya agen penjualan manufaktur, tetapi upaya penjualan kurang intens dari repetisi perusahaan menyediakan.
Alternatif saluran berbeda dalam tiga cara: jenis perantara, jumlah yang diperlukan, dan
persyaratan dan tanggung jawab masing-masing. Mari kita lihat faktor-faktor ini.
JENIS PERANTARA Pertimbangkan alternatif channel diidentifikasi oleh konsumen
perusahaan elektronik yang memproduksi radio satelit. Ini bisa menjual pemainnya langsung ke mobil
produsen untuk dipasang sebagai peralatan asli, dealer mobil, perusahaan sewa mobil, atau satelit
dealer spesialis radio melalui tenaga penjualan langsung atau melalui distributor. Hal ini juga bisa menjual pemainnya
melalui toko perusahaan, pengecer online, katalog mail-order, atau merchandiser massa seperti Best Buy.
Sebagai Netflix lakukan, perusahaan harus mencari saluran pemasaran yang inovatif. Columbia Rumah
telah berhasil dagangan album musik melalui mail dan Internet. Harry dan David dan
Calyx & Corolla telah dijual kreatif buah dan bunga, masing-masing, melalui pengiriman langsung.
Kadang-kadang perusahaan memilih saluran baru atau tidak konvensional karena kesulitan, biaya,
atau tidak efektifnya bekerja dengan saluran yang dominan. Satu keuntungan sering dikurangi kompetisi,
setidaknya pada awalnya. Tahun lalu, setelah mencoba untuk menjual murah Timex-nya jam tangan melalui perhiasan
toko, AS Waktu Perusahaan menempatkan mereka bukan di outlet massal barang yang berkembang pesat.
Frustrasi dengan katalog cetak itu melihat sebagai out-of-date dan tidak profesional, pencahayaan komersial
perusahaan menampilkan Pasokan & Lighting mengembangkan katalog online interaktif yang melaju biaya,
dipercepat proses penjualan, dan peningkatan revenue.25
JUMLAH PERANTARA Tiga strategi berdasarkan jumlah perantara yang
distribusi eksklusif, distribusi selektif, dan distribusi intensif.
Distribusi Eksklusif berarti parah membatasi jumlah perantara. Ini sesuai
ketika produser ingin mempertahankan kontrol atas tingkat layanan dan output yang ditawarkan oleh
reseller, dan sering termasuk pengaturan berurusan eksklusif. Dengan memberikan distribusi eksklusif,
produsen berharap untuk mendapatkan penjualan lebih berdedikasi dan berpengetahuan. Hal ini membutuhkan lebih dekat
kemitraan antara penjual dan reseller dan digunakan dalam distribusi mobil baru, beberapa
peralatan utama, dan merek pakaian beberapa perempuan.
Penawaran eksklusif menjadi andalan untuk spesialis mencari keunggulan dalam pasar yang semakin didorong oleh price.26 Ketika label desainer legendaris Italia Gucci menemukan citranya
sangat ternoda oleh overexposure dari perizinan dan toko diskon, itu memutuskan untuk mengakhiri kontrak
dengan pemasok pihak ketiga, mengontrol distribusi, dan membuka toko sendiri untuk membawa kembali beberapa
luster.27 yang
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