Marketing channels:
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Upper Saddle River, NJ
Pearson, Prentice Hall
2006
|
| Ausgabe: | 7. ed. |
| Schlagworte: | |
| Online-Zugang: | Table of contents only Inhaltsverzeichnis |
| Beschreibung: | XXII, 602 S. Ill., graph. Darst. |
| ISBN: | 0131913468 |
Internformat
MARC
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| 245 | 1 | 0 | |a Marketing channels |c Anne T. Coughlan ... |
| 250 | |a 7. ed. | ||
| 264 | 1 | |a Upper Saddle River, NJ |b Pearson, Prentice Hall |c 2006 | |
| 300 | |a XXII, 602 S. |b Ill., graph. Darst. | ||
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Datensatz im Suchindex
| _version_ | 1804136468592984064 |
|---|---|
| adam_text | Brief Contents
Preface xix
Part I: Introduction i
Chapter 1 Marketing Channels: Structure and Functions 1
Part II: Channel Design: Demand, Supply,
and Channel Efficiency 40
Chapter 2 Segmentation for Marketing Channel Design:
Service Outputs 40
Chapter 3 Supply Side Channel Analysis: Channel Flows
and Efficiency Analysis 72
Chapter 4 Supply Side Channel Analysis: Channel Structure
and Intensity 112
Chapter 5 Gap Analysis 154
Part III: Channel Implementation 19(5
Chapter 6 Channel Power: Getting It, Using It, Keeping It 196
Chapter 7 Managing Conflict to Increase
Channel Coordination 243
Chapter 8 Strategic Alliances in Distribution 289
Chapter 9 Vertical Integration in Distribution 330
Chapter 10 Legal Constraints on Marketing Channel Policies 377
Part IV: Channel Institutions 425
Chapter 11 Retailing 425
Chapter 12 Wholesaling 484
Chapter 13 Franchising 518
Chapter 14 Logistics and Supply Chain Management 560
Company Index 577
Name Index 583
Subject Index 589
vii
Contents
PREFACE xix
Par] I: Introduction i
CHAPTER 1 Marketing Channels: Structure and Functions 1
What Is a Marketing Channel? 2
Why Do Marketing Channels Exist and Change? 5
Demand Side Factors 6
Supply Side Factors 7
What Is the Work of the Marketing Channel? 10
Who Belongs to a Marketing Channel? 14
Manufacturers 14
Intermediaries 15
End Users 16
Channel Formats as Combinations of Channel Members 16
A Framework for Channel Analysis 17
Channel Design: Segmentation 17
Channel Design: Channel Structure Decisions 19
Channel Design: Splitting the Workload 21
Channel Design: Degree of Commitment 22
Channel Design: Gap Analysis 22
Channel Implementation: Identifying Power Sources 24
Channel Implementation: Identifying Channel Conflicts 24
Channel Implementation: The Goal of Channel Coordination 25
Channel Design and Implementation: Insights for Specific Channel Institutions 25
Organization of the Text 27
Summary 27
Discussion Questions 29
Endnotes 30
Appendix 1A: Alternate Channel Formats 33
Part II: Channki. Design: Demand, Sutiy.
AND ClIANNEI. EFFICIENCY 40
CHAPTER 2 Segmentation for Marketing Channel Design:
Service Outputs 40
End User Channel Preferences 41
Service Outputs 43
ix
X Contents
Segmenting the Market by Service Output Demands 55
Meeting Service Output Demands 59
The Role of Service Output Demand Analysis in
Marketing Channel Design 61
Discussion Questions 64
Endnotes 65
Appendix 2A: The Service Output Demands Template 68
CHAPTER 3 Supply Side Channel Analysis: Channel Flows
and Efficiency Analysis 72
Channel Flows Defined 73
Eight Generic Channel Flows 73
Customizing the List of Flows for a Particular Channel 91
Who Does Which Channel Flows ? 92
Describing the Current Channel with the Efficiency Template 92
Using Channel Flow Concepts to Design a Zero Based Channel 98
Matching Normative and Actual Profit Shares:
The Equity Principle 100
Summary: Channel Flow Analysis as Part of the
Overall Channel Audit Process 101
Discussion Questions 103
Endnotes 104
Appendix 3A: The Efficiency Template 106
CHAPTER 4 Supply Side Channel Analysis: Channel Structure
and Intensity 112
Introduction 113
Coverage versus Assortment: Framing the Decisions of Upstream and
Downstream Channel Members 114
Why More Coverage Is Better for Manufacturers of Convenience Goods 114
Why Downstream Channel Members Dislike Intensive Distribution 115
Can the Manufacturer Sustain Intensive Distribution ? 119
Degree of Category Exclusivity: The Downstream Channel Member s Decision 120
Striking a Deal: How Much Selectivity to Trade Away 122
The Threat of Complacency 122
The Nature of the. Product Category 122
Brand Strategy: Quality Positioning and Premium Pricing 124
Brand Strategy: Target Market 127
Bargaining for Influence over Channel Members 127
Desired Coordination 128
Manufacturer Specific Investments by Downstream Channel Members 129
Dependence Balancing: Trading Territory Exclusivity
for Category Exclusivity 131
Reassurance: Using Selectivity to Stabilize Fragile Relationships 134
The Price of the Concession: Factoring in Opportunity Cost 135
Contents xi
Back to the Basics: Cutting Costs and Raising Sales 137
Saving Money by Limiting the Number of Trading Partners 137
Do More Trading Partners Really Mean More Revenue ? 138
A Caution on the Issue of Limiting the Number of Trading Partners 139
Simulating the Benefits of Selectivity While Maintaining
Intensive Coverage 140
Going to Market via Multiple Types of Channels 141
Dual Distribution: Going to Market via
Independent Channels and Self Owned Channels 144
Inherent Rivalry 144
The Demonstration Argument 144
Carrier Rider Relationships 145
Summary 146
Discussion Questions 149
Endnotes 150
CHAPTER 5 Gap Analysis 154
Sources and Types of Channel Gaps 155
Sources of Gaps 155
Types of Gaps: Demand Side Gaps 168
Types of Gaps: Supply Side Gaps 174
Combined Channel Gaps 176
Closing Channel Gaps 180
Closing Demand Side Gaps 180
Closing Supply Side Gaps 183
Challenging Gaps Produced by Environmental or Managerial Bounds 184
Pulling It Together: The Gap Analysis Template 185
Discussion Questions 192
Endnotes 192
Part III: Ciiawki. Imi i.kmkyiation i()(
CHAPTER 6 Channel Power: Getting It, Using It, Keeping It 196
The Nature of Power 196
Power Defined 197
Is Power Good or Bad ? 198
Why Marketing Channels Require Power 199
Power as the Mirror Image of Dependence 200
Specifying Dependence 200
Measuring Dependence Directly 201
Measuring Dependence via Proxy Indicators 203
The Greatest Source: Reward Power 204
Four More Sources of Power 209
Coercive Power 209
Expert Power 210
xii Contents
Legitimate Power 214
Referent Power 216
Separating the Five Power Sources 216
Putting It Together: What Is Power and How Do You Index It? 218
The Balance of Power 219
Net Dependence 219
Imbalanced Dependence: Is Exploitation Inevitable ? 220
Imbalanced Dependence: Countermeasures for the Weaker Party 222
Tolerating Imbalanced Dependence: The Most Common Scenario 224
Exercising Power: Influence Strategies 226
Six Influence Strategies 22 7
The Consequences of Each Strategy 228
How to Frame an Influence Attempt 229
Summary 230
Discussion Questions 238
Endnotes 238
CHAPTER 7 Managing Conflict to Increase
Channel Coordination 243
Assessing the Degree and Nature of Channel Conflict 244
What Is Channel Conflict? 244
Measuring Conflict 246
The Consequences of Conflict 247
When Conflict Is Desirable 24 7
How Intense Conflict Damages Channel Performance
and Coordination 249
Major Sources of Conflict in Marketing Channels 251
Competing Goals 251
Differing Perceptions of Reality 252
Clash of Market Domains 256
Intrachannel Competition 256
Multiple Channels: No Longer Unusual 257
Is It Really a Problem ? 259
What Suppliers Can Do 262
Unwanted Channels: Gray Markets 263
Fueling Conflict 266
Conflict Begets More Conflict 266
Threats 266
Conflict Resolution Strategies: How They Drive Conflict and Shape
Channel Performance 271
Resolving Conflict: Institutionalized Mechanisms Designed
to Contain Conflict Early 271
Styles of Conflict Resolution: How Channel Members Handle Disputes
and Negotiate to Achieve Their Goals 275
Resolving Conflict and Achieving Coordination via Incentives 277
Summary 281
Discussion Questions 284
Endnotes 285
Contents xiii
CHAPTER 8 Strategic Alliances in Distribution 289
Strategic Alliances: Their Nature and the Motives
for Creating Them 290
What Is a Strategic Distribution Alliance ? 290
Why Forge a Strategic Distribution Alliance? Upstream Motives 292
Why Force a Strategic Distribution A lliance ? Downstream Motives 295
Do Alliances Outperform Ordinary Channels? 297
Building Commitment by Creating Mutual Vulnerability 299
The Minimum Requirement: Expectations of Continuity 299
Why Commitment Is Nil Unless It Is Mutual 300
How the Other Side Gauges Your Commitment 302
Actions That Bind Distributors to Suppliers 305
Actions That Bind Suppliers to Distributors 306
Creating Alliances via Ties That Bind 306
Building Commitment by the Management
of Daily Interactions 308
How Can Channel Members Manufacture Trust? 311
The Fundamental Role of Economic Satisfaction 311
Noneconomic Satisfaction Also Matters 312
Picking the Partner and the Setting 314
Decision Structures That Enhance Trust 316
How Do You Manufacture Trust in a Channel? 317
Moving a Transaction Through Stages of Development
to Reach Alliance Status 317
From Cradle to Grave: The Life of a Marketing Channel Partnership 317
Managing the Stages 320
Managing Troubled Relationships 321
The Virtues of a Portfolio of Relationships 321
Putting It All Together: What Does It Take and When Does
It Pay to Create a Marketing Channel Alliance? 323
Discussion Questions 326
Endnotes 327
CHAPTER 9 Vertical Integration in Distribution 330
Introduction 330
Five Puzzles 331
Make, or Buy: A Critical Determinant of Company Competencies 332
Chapter Organization 332
The Costs and Benefits of Vertical Integration
in Marketing Channels 333
Degrees of Vertical Integration 333
Costs and Benefits of the Choice to Make 335
The Choice to Buy Distribution: Terms of Payment to Third Parties 337
Deciding When to Vertically Integrate Forward:
An Economic Framework 339
Return on Investment: The Usual Criterion 339
Outsourcing as the Starting Point 340
Six Reasons to Outsource Distribution 341
xiv Contents
Vertical Integration Forward When Competition Is Low 346
Company Specific Capabilities 346
Six Types of Company Specific Capabilities in Distribution 350
Rarity versus Specificity: The Effects of Thin Markets 358
Turning the Lens Around: Should the Channel Member Integrate Backward ? 358
Vertical Integration to Cope with Environmental Uncertainty 360
Vertical Integration to Reduce Performance Ambiguity 363
The Baseline Problem 363
Results Indicators That Are Inaccurate, Late, or Nonexistent 364
Summary of the Decision Framework 365
Vertical Integration as an Observatory on the Market or as an Option:
Economic Rationality or Rationalization? 367
Summary 370
Discussion Questions 373
Endnotes 374
CHAPTER 10 Legal Constraints on Marketing Channel Policies 377
Market Coverage Policies 378
Customer Coverage Policies 383
Pricing Policies 384
Price Maintenance 385
Price Discrimination 388
Product Line Policies 399
Exclusive Dealing 399
Tying 403
Full Line Forcing 405
Designated Product Policies 407
Selection and Termination Policies 408
Ownership Policies 411
Vertical Integration by Merger 412
Vertical Integration by Internal Expansion 413
Dual Distribution 413
Summary and Conclusions 414
Discussion Questions 418
Endnotes 418
Part IV: Ciianxt.i Ixsini i ions 425
CHAPTER 11 Retailing 425
Retailing Defined 425
Choosing a Retail Positioning Strategy 426
Financial and Cost Side Positioning: Margin and
Inventory Turnover Goals 435
Demand Side Positioning 442
Implications for a Taxonomy of Retail Types 449
Contents XV
Strategic Issues in Retailing 451
Managing the Multichannel Shopping Experience 451
Recognizing and Responding to the Continued Strong Power Position
of Major Retailers 463
The Continued Globalization of Retailing 470
Summary and Conclusions 472
Discussion Questions 474
Endnotes 475
Appendix 11 A: A Glossary of Pricing and
Buying Terms Commonly Used by Retailers 479
Appendix 11B: Merchandise Planning and Control 481
CHAPTER 12 Wholesaling 484
Introduction 484
An Overview of the Wholesaling Sector 485
Wholesaler Distributors 485
The Wholesaler Distributor s Role in the Supply Chain 486
The Importance of Wholesaler Distributors 487
What the Independent Wholesale Sector Offers:
The Essential Tasks 488
Three Great Challenges of Wholesaling: 200 Years of Pharmaceuticals 489
Wholesaling in an Emerging Economy 490
Surprising Ways for Wholesalers to Add Value 492
Master Distributors 493
Federations of Wholesalers 495
Wholesaler Led Initiatives 496
Integrated Supply 496
Manufacturer Led Initiatives 496
The Requirements for Innovative Wholesale Service 497
Voluntary and Cooperative Groups 498
Wholesaler Voluntary Groups 498
Alternative Federations of Downstream Channel Members 499
Consolidation 502
Consolidation Pressures in Wholesaling 502
The Manufacturer s Response to Wholesale Consolidation 504
Export Distribution Channels 505
The Future of Wholesaler Distributors 506
International Expansion 506
Electronic Commerce 507
B2B E Online Exchanges 508
Online Reverse Auctions 509
Capturing Value After Creating Value: Wholesaler Profitability 509
A Sketch of Vertical Integration and of Agents in Wholesaling 510
Vertical Integration Forward into Wholesaling by Manufacturers 510
Set the Price and See the Buyer: Agents, Brokers, and Commission Agents 511
Xvi Contents
Summary 513
Discussion Questions 515
Endnotes 515
CHAPTER 13 Franchising 518
What Is Franchising? 518
Why Become a Franchisee? 520
The Start Up Package 523
Ongoing Benefits 523
Why Ask a Franchisor to Provide These Services ? 524
Why Become a Franchisor? 525
Raising Financial and Managerial Capital to Grow Fast 525
Harnessing the Entrepreneurial Spirit 52 7
When Is Franchising Inappropriate ? 530
The Historical Roots of Franchising 531
The Authorized Franchise System: Moving the Product 531
The Dividing Line: When Does Franchising Stop ? 535
The Franchise Contract 536
Giving and Taking Hostages, Or Why You Shouldn t Leave It to Lawyers 536
The Payment System 537
Who Will Be the Landlord ? 539
Termination 539
Why Contracts Do Not Vary within a System 540
Safeguards Outside the Contract 540
When Do Franchisors Enforce Their Contracts ? 541
Why Franchise Systems Include Company Outlets 543
Variation in Situations 543
Temporary Franchises and Temporary Company Stores 544
The Plural Form: Exploiting the Synergy of Having Both Company
and Franchisee Outlets 544
Exploiting Franchisees: Redirection of Ownership 546
Ongoing Challenges Facing the Franchisor 547
Survival 547
Gaining and Keeping a Cooperative Atmosphere 548
Inherent Goal Conflict 549
Multiunit Franchising: Handicap or Advantage ? 550
Other Ways to Gain Cooperation 552
Summary 552
Discussion Questions 555
Endnotes 556
CHAPTER 14 Logistics and Supply Chain Management 560
The Impact of Logistics and Supply Chain Management 560
Responding Efficiently 561
Efficient Consumer Response 563
Obstacles to Efficient Consumer Response 564
Contents Xvii
Responding Rapidly 565
Putting It All Together: What Is the Right Supply Chain? 566
Physical Efficiency versus Market Responsiveness 566
Supply Chain Management: Why Only Now ? 571
Summary 572
Discussion Questions 573
Endnotes 574
COMPANY INDEX 577
NAME INDEX 583
SUBJECT INDEX 589
|
| adam_txt |
Brief Contents
Preface xix
Part I: Introduction i
Chapter 1 Marketing Channels: Structure and Functions 1
Part II: Channel Design: Demand, Supply,
and Channel Efficiency 40
Chapter 2 Segmentation for Marketing Channel Design:
Service Outputs 40
Chapter 3 Supply Side Channel Analysis: Channel Flows
and Efficiency Analysis 72
Chapter 4 Supply Side Channel Analysis: Channel Structure
and Intensity 112
Chapter 5 Gap Analysis 154
Part III: Channel Implementation 19(5
Chapter 6 Channel Power: Getting It, Using It, Keeping It 196
Chapter 7 Managing Conflict to Increase
Channel Coordination 243
Chapter 8 Strategic Alliances in Distribution 289
Chapter 9 Vertical Integration in Distribution 330
Chapter 10 Legal Constraints on Marketing Channel Policies 377
Part IV: Channel Institutions 425
Chapter 11 Retailing 425
Chapter 12 Wholesaling 484
Chapter 13 Franchising 518
Chapter 14 Logistics and Supply Chain Management 560
Company Index 577
Name Index 583
Subject Index 589
vii
Contents
PREFACE xix
Par] I: Introduction i
CHAPTER 1 Marketing Channels: Structure and Functions 1
What Is a Marketing Channel? 2
Why Do Marketing Channels Exist and Change? 5
Demand Side Factors 6
Supply Side Factors 7
What Is the Work of the Marketing Channel? 10
Who Belongs to a Marketing Channel? 14
Manufacturers 14
Intermediaries 15
End Users 16
Channel Formats as Combinations of Channel Members 16
A Framework for Channel Analysis 17
Channel Design: Segmentation 17
Channel Design: Channel Structure Decisions 19
Channel Design: Splitting the Workload 21
Channel Design: Degree of Commitment 22
Channel Design: Gap Analysis 22
Channel Implementation: Identifying Power Sources 24
Channel Implementation: Identifying Channel Conflicts 24
Channel Implementation: The Goal of Channel Coordination 25
Channel Design and Implementation: Insights for Specific Channel Institutions 25
Organization of the Text 27
Summary 27
Discussion Questions 29
Endnotes 30
Appendix 1A: Alternate Channel Formats 33
Part II: Channki. Design: Demand, Sutiy.
AND ClIANNEI. EFFICIENCY 40
CHAPTER 2 Segmentation for Marketing Channel Design:
Service Outputs 40
End User Channel Preferences 41
Service Outputs 43
ix
X Contents
Segmenting the Market by Service Output Demands 55
Meeting Service Output Demands 59
The Role of Service Output Demand Analysis in
Marketing Channel Design 61
Discussion Questions 64
Endnotes 65
Appendix 2A: The Service Output Demands Template 68
CHAPTER 3 Supply Side Channel Analysis: Channel Flows
and Efficiency Analysis 72
Channel Flows Defined 73
Eight Generic Channel Flows 73
Customizing the List of Flows for a Particular Channel 91
Who Does Which Channel Flows ? 92
Describing the Current Channel with the Efficiency Template 92
Using Channel Flow Concepts to Design a Zero Based Channel 98
Matching Normative and Actual Profit Shares:
The Equity Principle 100
Summary: Channel Flow Analysis as Part of the
Overall Channel Audit Process 101
Discussion Questions 103
Endnotes 104
Appendix 3A: The Efficiency Template 106
CHAPTER 4 Supply Side Channel Analysis: Channel Structure
and Intensity 112
Introduction 113
Coverage versus Assortment: Framing the Decisions of Upstream and
Downstream Channel Members 114
Why More Coverage Is Better for Manufacturers of Convenience Goods 114
Why Downstream Channel Members Dislike Intensive Distribution 115
Can the Manufacturer Sustain Intensive Distribution ? 119
Degree of Category Exclusivity: The Downstream Channel Member's Decision 120
Striking a Deal: How Much Selectivity to Trade Away 122
The Threat of Complacency 122
The Nature of the. Product Category 122
Brand Strategy: Quality Positioning and Premium Pricing 124
Brand Strategy: Target Market 127
Bargaining for Influence over Channel Members 127
Desired Coordination 128
Manufacturer Specific Investments by Downstream Channel Members 129
Dependence Balancing: Trading Territory Exclusivity
for Category Exclusivity 131
Reassurance: Using Selectivity to Stabilize Fragile Relationships 134
The Price of the Concession: Factoring in Opportunity Cost 135
Contents xi
Back to the Basics: Cutting Costs and Raising Sales 137
Saving Money by Limiting the Number of Trading Partners 137
Do More Trading Partners Really Mean More Revenue ? 138
A Caution on the Issue of Limiting the Number of Trading Partners 139
Simulating the Benefits of Selectivity While Maintaining
Intensive Coverage 140
Going to Market via Multiple Types of Channels 141
Dual Distribution: Going to Market via
Independent Channels and Self Owned Channels 144
Inherent Rivalry 144
The Demonstration Argument 144
Carrier Rider Relationships 145
Summary 146
Discussion Questions 149
Endnotes 150
CHAPTER 5 Gap Analysis 154
Sources and Types of Channel Gaps 155
Sources of Gaps 155
Types of Gaps: Demand Side Gaps 168
Types of Gaps: Supply Side Gaps 174
Combined Channel Gaps 176
Closing Channel Gaps 180
Closing Demand Side Gaps 180
Closing Supply Side Gaps 183
Challenging Gaps Produced by Environmental or Managerial Bounds 184
Pulling It Together: The Gap Analysis Template 185
Discussion Questions 192
Endnotes 192
Part III: Ciiawki. Imi'i.kmkyiation i()(
CHAPTER 6 Channel Power: Getting It, Using It, Keeping It 196
The Nature of Power 196
Power Defined 197
Is Power Good or Bad ? 198
Why Marketing Channels Require Power 199
Power as the Mirror Image of Dependence 200
Specifying Dependence 200
Measuring Dependence Directly 201
Measuring Dependence via Proxy Indicators 203
The Greatest Source: Reward Power 204
Four More Sources of Power 209
Coercive Power 209
Expert Power 210
xii Contents
Legitimate Power 214
Referent Power 216
Separating the Five Power Sources 216
Putting It Together: What Is Power and How Do You Index It? 218
The Balance of Power 219
Net Dependence 219
Imbalanced Dependence: Is Exploitation Inevitable ? 220
Imbalanced Dependence: Countermeasures for the Weaker Party 222
Tolerating Imbalanced Dependence: The Most Common Scenario 224
Exercising Power: Influence Strategies 226
Six Influence Strategies 22 7
The Consequences of Each Strategy 228
How to Frame an Influence Attempt 229
Summary 230
Discussion Questions 238
Endnotes 238
CHAPTER 7 Managing Conflict to Increase
Channel Coordination 243
Assessing the Degree and Nature of Channel Conflict 244
What Is Channel Conflict? 244
Measuring Conflict 246
The Consequences of Conflict 247
When Conflict Is Desirable 24 7
How Intense Conflict Damages Channel Performance
and Coordination 249
Major Sources of Conflict in Marketing Channels 251
Competing Goals 251
Differing Perceptions of Reality 252
Clash of Market Domains 256
Intrachannel Competition 256
Multiple Channels: No Longer Unusual 257
Is It Really a Problem ? 259
What Suppliers Can Do 262
Unwanted Channels: Gray Markets 263
Fueling Conflict 266
Conflict Begets More Conflict 266
Threats 266
Conflict Resolution Strategies: How They Drive Conflict and Shape
Channel Performance 271
Resolving Conflict: Institutionalized Mechanisms Designed
to Contain Conflict Early 271
Styles of Conflict Resolution: How Channel Members Handle Disputes
and Negotiate to Achieve Their Goals 275
Resolving Conflict and Achieving Coordination via Incentives 277
Summary 281
Discussion Questions 284
Endnotes 285
Contents xiii
CHAPTER 8 Strategic Alliances in Distribution 289
Strategic Alliances: Their Nature and the Motives
for Creating Them 290
What Is a Strategic Distribution Alliance ? 290
Why Forge a Strategic Distribution Alliance? Upstream Motives 292
Why Force a Strategic Distribution A lliance ? Downstream Motives 295
Do Alliances Outperform Ordinary Channels? 297
Building Commitment by Creating Mutual Vulnerability 299
The Minimum Requirement: Expectations of Continuity 299
Why Commitment Is Nil Unless It Is Mutual 300
How the Other Side Gauges Your Commitment 302
Actions That Bind Distributors to Suppliers 305
Actions That Bind Suppliers to Distributors 306
Creating Alliances via Ties That Bind 306
Building Commitment by the Management
of Daily Interactions 308
How Can Channel Members Manufacture Trust? 311
The Fundamental Role of Economic Satisfaction 311
Noneconomic Satisfaction Also Matters 312
Picking the Partner and the Setting 314
Decision Structures That Enhance Trust 316
How Do You Manufacture Trust in a Channel? 317
Moving a Transaction Through Stages of Development
to Reach Alliance Status 317
From Cradle to Grave: The Life of a Marketing Channel Partnership 317
Managing the Stages 320
Managing Troubled Relationships 321
The Virtues of a Portfolio of Relationships 321
Putting It All Together: What Does It Take and When Does
It Pay to Create a Marketing Channel Alliance? 323
Discussion Questions 326
Endnotes 327
CHAPTER 9 Vertical Integration in Distribution 330
Introduction 330
Five Puzzles 331
Make, or Buy: A Critical Determinant of Company Competencies 332
Chapter Organization 332
The Costs and Benefits of Vertical Integration
in Marketing Channels 333
Degrees of Vertical Integration 333
Costs and Benefits of the Choice to Make 335
The Choice to Buy Distribution: Terms of Payment to Third Parties 337
Deciding When to Vertically Integrate Forward:
An Economic Framework 339
Return on Investment: The Usual Criterion 339
Outsourcing as the Starting Point 340
Six Reasons to Outsource Distribution 341
xiv Contents
Vertical Integration Forward When Competition Is Low 346
Company Specific Capabilities 346
Six Types of Company Specific Capabilities in Distribution 350
Rarity versus Specificity: The Effects of Thin Markets 358
Turning the Lens Around: Should the Channel Member Integrate Backward ? 358
Vertical Integration to Cope with Environmental Uncertainty 360
Vertical Integration to Reduce Performance Ambiguity 363
The Baseline Problem 363
Results Indicators That Are Inaccurate, Late, or Nonexistent 364
Summary of the Decision Framework 365
Vertical Integration as an Observatory on the Market or as an Option:
Economic Rationality or Rationalization? 367
Summary 370
Discussion Questions 373
Endnotes 374
CHAPTER 10 Legal Constraints on Marketing Channel Policies 377
Market Coverage Policies 378
Customer Coverage Policies 383
Pricing Policies 384
Price Maintenance 385
Price Discrimination 388
Product Line Policies 399
Exclusive Dealing 399
Tying 403
Full Line Forcing 405
Designated Product Policies 407
Selection and Termination Policies 408
Ownership Policies 411
Vertical Integration by Merger 412
Vertical Integration by Internal Expansion 413
Dual Distribution 413
Summary and Conclusions 414
Discussion Questions 418
Endnotes 418
Part IV: Ciianxt.i Ixsini i ions 425
CHAPTER 11 Retailing 425
Retailing Defined 425
Choosing a Retail Positioning Strategy 426
Financial and Cost Side Positioning: Margin and
Inventory Turnover Goals 435
Demand Side Positioning 442
Implications for a Taxonomy of Retail Types 449
Contents XV
Strategic Issues in Retailing 451
Managing the Multichannel Shopping Experience 451
Recognizing and Responding to the Continued Strong Power Position
of Major Retailers 463
The Continued Globalization of Retailing 470
Summary and Conclusions 472
Discussion Questions 474
Endnotes 475
Appendix 11 A: A Glossary of Pricing and
Buying Terms Commonly Used by Retailers 479
Appendix 11B: Merchandise Planning and Control 481
CHAPTER 12 Wholesaling 484
Introduction 484
An Overview of the Wholesaling Sector 485
Wholesaler Distributors 485
The Wholesaler Distributor's Role in the Supply Chain 486
The Importance of Wholesaler Distributors 487
What the Independent Wholesale Sector Offers:
The Essential Tasks 488
Three Great Challenges of Wholesaling: 200 Years of Pharmaceuticals 489
Wholesaling in an Emerging Economy 490
Surprising Ways for Wholesalers to Add Value 492
Master Distributors 493
Federations of Wholesalers 495
Wholesaler Led Initiatives 496
Integrated Supply 496
Manufacturer Led Initiatives 496
The Requirements for Innovative Wholesale Service 497
Voluntary and Cooperative Groups 498
Wholesaler Voluntary Groups 498
Alternative Federations of Downstream Channel Members 499
Consolidation 502
Consolidation Pressures in Wholesaling 502
The Manufacturer's Response to Wholesale Consolidation 504
Export Distribution Channels 505
The Future of Wholesaler Distributors 506
International Expansion 506
Electronic Commerce 507
B2B E Online Exchanges 508
Online Reverse Auctions 509
Capturing Value After Creating Value: Wholesaler Profitability 509
A Sketch of Vertical Integration and of Agents in Wholesaling 510
Vertical Integration Forward into Wholesaling by Manufacturers 510
Set the Price and See the Buyer: Agents, Brokers, and Commission Agents 511
Xvi Contents
Summary 513
Discussion Questions 515
Endnotes 515
CHAPTER 13 Franchising 518
What Is Franchising? 518
Why Become a Franchisee? 520
The Start Up Package 523
Ongoing Benefits 523
Why Ask a Franchisor to Provide These Services ? 524
Why Become a Franchisor? 525
Raising Financial and Managerial Capital to Grow Fast 525
Harnessing the Entrepreneurial Spirit 52 7
When Is Franchising Inappropriate ? 530
The Historical Roots of Franchising 531
The Authorized Franchise System: Moving the Product 531
The Dividing Line: When Does Franchising Stop ? 535
The Franchise Contract 536
Giving and Taking Hostages, Or Why You Shouldn 't Leave It to Lawyers 536
The Payment System 537
Who Will Be the Landlord ? 539
Termination 539
Why Contracts Do Not Vary within a System 540
Safeguards Outside the Contract 540
When Do Franchisors Enforce Their Contracts ? 541
Why Franchise Systems Include Company Outlets 543
Variation in Situations 543
Temporary Franchises and Temporary Company Stores 544
The Plural Form: Exploiting the Synergy of Having Both Company
and Franchisee Outlets 544
Exploiting Franchisees: Redirection of Ownership 546
Ongoing Challenges Facing the Franchisor 547
Survival 547
Gaining and Keeping a Cooperative Atmosphere 548
Inherent Goal Conflict 549
Multiunit Franchising: Handicap or Advantage"? 550
Other Ways to Gain Cooperation 552
Summary 552
Discussion Questions 555
Endnotes 556
CHAPTER 14 Logistics and Supply Chain Management 560
The Impact of Logistics and Supply Chain Management 560
Responding Efficiently 561
Efficient Consumer Response 563
Obstacles to Efficient Consumer Response 564
Contents Xvii
Responding Rapidly 565
Putting It All Together: What Is the Right Supply Chain? 566
Physical Efficiency versus Market Responsiveness 566
Supply Chain Management: Why Only Now"? 571
Summary 572
Discussion Questions 573
Endnotes 574
COMPANY INDEX 577
NAME INDEX 583
SUBJECT INDEX 589 |
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| illustrated | Illustrated |
| index_date | 2024-07-02T17:19:51Z |
| indexdate | 2024-07-09T20:56:53Z |
| institution | BVB |
| isbn | 0131913468 |
| language | English |
| lccn | 2005030008 |
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| publishDate | 2006 |
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| subject_GND | (DE-588)4112445-5 |
| title | Marketing channels |
| title_auth | Marketing channels |
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| title_full | Marketing channels Anne T. Coughlan ... |
| title_fullStr | Marketing channels Anne T. Coughlan ... |
| title_full_unstemmed | Marketing channels Anne T. Coughlan ... |
| title_short | Marketing channels |
| title_sort | marketing channels |
| topic | Canal de distribution rasuqam Circuits de distribution Gestion du marketing rasuqam Marketing channels Absatzweg (DE-588)4112445-5 gnd |
| topic_facet | Canal de distribution Circuits de distribution Gestion du marketing Marketing channels Absatzweg |
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