Part 1: Marketing Channel Systems

Hnh vi trong knh

marketing

 Knh marketing nh mt h thng x hi

Cc tin trnh hnh vi
Mu thun hnh thnh nh th no
Nguyn nhn ca mu thun knh

Mu thun v hiu qu knh

Qun tr mu thun knh

Quyn lc trong knh marketing

Cc nghin cu nn tng
Cc vai tr trong knh marketing
Tin trnh truyn thng

Knh marketing nh mt h thng x

hi
H thng x hi
c to ra bi bt k qu trnh
tng tc v mt vn ha x hi
Gia hai hay nhiu nhn t
Cc nhn t c th l c nhn
hoc tp th

Cc c nhn hoc tp th
tng tc trong knh marketing

Cc tin trnh hnh vi

Mu thun
Vai tr
Quyn lc
Truyn thng

Mu thun xut hin nh th no

Nguyn
nhn

Khi thnh vin knh nhn thy hnh

ng ca thnh vin khc nh hng
n vic thc hin cc mc tiu ca
mnh

Behavioral trademarks

Direct, personal, and

opponent-centered behavior

Cc nguyn nhn mu thun knh

1.
2.
3.
4.
5.
6.
7.

Vai tr khng r rng

Ngun lc khan him
Khc nhau v nhn thc
Khc nhau v k vng
Bt ng trong khi ra quyt nh
Mc tiu khng tng thch
Kh khn trong truyn thng

Mu thun v hiu qu Knh

Mu thun knh
c lm gim
hiu qu?

Mu thun knh
c lm tng
hiu qu?

Mu thun tc
ng nh th no
n hiu qu
knh?

Liu mu thun knh khng

c bt k tc ng no?

nh hng ca mu thun knh

Tc ng tiu cc: Gim hiu qu

Khi mc mu thun tng ln,

Hiu qu knh gim xung

Tc ng ca mu thun knh
Khng nh hng: Hiu qu knh khng
thay i

Xut hin trong knh trong cc

thnh vin knh c lp vi nhau
Hiu qu knh khng b tc ng

Tc ng ca mu thun knh
Tc ng tch cc: Hiu qu tng ln

Mu thun c th kch thch cc thnh

vin thay i chnh sch ca mnh
Hiu qu knh tng ln

Qun tr mu thun knh

Nhn bit
mu thun
nh gi tc
ng ca
mu thun

Gii quyt
mu thun

Qun tr mu thun

Nhn bit mu thun knh

Thm d thng xuyn nhn thc ca cc
thnh vin khc v nng lc ca doanh nghip

Thc hin vic kim tra knh marketing

OR

OR

Hnh thnh hi ng t vn ca cc nh phn

phi hoc hi ng cc thnh vin knh

nh gi tc ng ca mu thun

Cc nh gi ch quan da trn
lp lun ca nh qun l

Gii quyt mu thun

Hnh ng mt cch sng to t mt

pha no l cn thit nhm gii

quyt mu thun nu mu thun c
th gii quyt mt cch tt p

Ngc li, nu mu thun n gin l

k n, mu thun ny khng gii
quyt tt p c v c th ti t
hn nu em ra gii quyt

Quyn lc trong knh Marketing

Nng lc ca mt thnh vin no

trong knh kim sot hoc tc ng
n hnh vi ca cc thnh vin khc

Yu t ct li hiu quyn lc:

Nn tng ca quyn lc
Vic s dng cc nn tng
ca quyn lc

C s ca quyn lc kim sot knh

Quyn lc tng
thng
Quyn lc cng
bc
Quyn lc theo lut
nh
Referent Power
Expert Power

Vic s dng quyn lc trong knh

marketing
1. Xc nh cc c s quyn lc
Cc c s quyn lc ph thuc vo
qui m:
nh sn xut
t chc knh
bi cnh c th
2. La chn v s dng cc nn tng
quyn lc ph hp c th lm mnh hn
hoc lm suy yu mi quan h trong
knh

Nghin cu cc nn tng quyn lc

Cc nghin cu kinh
in
1.
Quyn lc chuyn gia v referent
trong knh truyn thng c th hiu qu
hn cc kch thch tin t hoc e da
trong vic buc cc thnh vin knh
chp nhn s kim sot.
2. Sc mnh s dng bi nh sn xut
da trn tng thng v mt kinh t
hoc cng ch to ra mc kim sot
cao hn cc thnh vin knh so vi
quyn lc da trn lut nh, chuyn gia
hay reference

Nghin cu cc nn tng quyn lc

Quyn lc khng da trn cng ch s lm tng s hi lng ca cc
thnh vin knh yu th hn, v d nh i tc nhn nhng quyn

1. i tc nhn nhng quyn thng c o c cao.

2. i tc nhn nhng quyn thng hp tc vi nh
nhng quyn.
3. i tc nhn nhng quyn thng t khi t kt thc
hp ng.
4. i tc nhn nhng quyn thng t khi trnh
chng li nh nhng quyn.
5. i tc nhn nhng quyn Franchisees are less likely
to file class action suits.
6.

Franchisees are less likely to seek protective

legislation such as the Franchise Full Disclosure
Act (1970).

Basic Research Findings

Nhng kt lut rt ra t nghin cu
1.

Quyn lc nn c thc hin tc ng n

hnh vi ca cc thnh vin knh.

2.

Tnh hiu qu ca cc nn tng quyn lc trong vic

tc ng n cc thnh vin c tnh tnh hung.

3.

Vic thc thi quyn lc v cch thc quyn lc c

s dng tc ng n mc hp tc, mu thun
v hi lng gia cc thnh vin knh.

4.

Vic s dng quyn lc cng ch c th to ra

mu thun v s khng hi lng mt mc cao
hn so vi cc nn tng quyn lc khc.

5.

Vic s dng quyn lc cng ch c th lm gim

tnh n nh v tnh bn vng ca knh.

Vai tr trong knh marketing

Tp hp cc m t hnh vi ca mt v tr ca
thnh vin knh nn lm

Vai tr thay i theo thi gian.

Hnh ng khc vai tr nh c th to ra
mu thun.

Vai tr gip m t v so snh hnh vi c k

vng ca thnh vin knh v lm r cc gii hn
theo h hnh ng.

Vai tr trong knh marketing

Nhng cu hi gip nh qun tr knh

Nhng vai tr no nh qun tr knh k vng

mt thnh vin c th thc hin trong knh?

Vai tr no thnh vin ny mong mun thc

hin?

Liu k vng ca nh qun tr i vi thnh vin

ny c mu thun vi k vng i vi cc thnh
vin khc khng?

Vai tr no thnh vin ny k vng nh qun tr

m nhn?

10

Cc tin trnh truyn thng

Cc vn v hnh vi trong truyn
thng trong knh

1.
S khc bit v mc
tiu gia nh sn xut
v cc nh bn l

2.
S khc bit v ngn
ng m h s dng khi
thu thp thng tin

Cc tin trnh truyn thng

Cc vn hnh vi trong truyn thng trong
knh

3.
Nhng khc
bit v nhn
thc gia cc
thnh vin

4.
Secretive
Behavior

5.
Tn sut truyn
thng cha

Discussion Question #2
Bill Schwartz, the owner of Newvalue Supply, a
medium-sized wholesaler of plumbing supplies, was
furious. He had just gotten off the phone with the sales
manager of Jefferson Industries, the manufacturer of a
very profitable line of high-quality faucets that Newvalue
had been selling for several years. That SOB is now going
to start selling the big home center accounts directly,
fumed Bill Schwartz to his son Paul. Weve worked real
hard to establish this line and then, when it finally gets
going with some real volume, Jefferson wants to cut us
out, he continued.
Discuss the possible underlying causes of the conflict
that seems to be emerging in this situation.

Discussion Question #3
Amoco, one of the nations largest oil companies, has
been forcing a number of its independent service stations
to convert from full-service stations offering repair service
to convenience stores or gas only stations. Thus the
highly profitable repair part of the business will no longer
be available to those station owners forced to convert.
The franchised independent dealers have little choice but
to give in to Amoco because the oil company typically
owns the stations land and buildings and offers leases of
only three years or less. This arrangement appears to vest
all of the power with the producer and virtually none with
the dealers.

Discuss this situation in light of the bases of power and

the possible

Discussion Question #6
In the summer of 2009, Walmart, the worlds largest retailer, left
no doubt about its enormous power in the marketing channel.
Walmart announced to all manufacturers whose products it sells that
they must adhere to Walmarts new green environmental initiative.
The manufacturers must estimate and disclose the environmental costs
of producing their products and then allow Walmart to use that
information to develop a green rating system that will be disclosed to
consumers on product labels. The cost of the green program will be
borne entirely by the 100,000 Walmart suppliers. Although the
program will take a number of years to fully implement, some parts of
it may be in place by as early as mid-2011. Suppliers will not be able to
opt out of this program. So all of them, from the largest to the smallest,
will have to participate. If they do not, Walmart has made it clear that
those suppliers will likely be dropped by the giant retailer.
What power base(s) appear to be in play in this situation? What do
you think Walmart is trying to accomplish here by exercising its great
power in the marketing channel?