Professional Documents
Culture Documents
6 TH
6 TH
6 TH
Marketing
SHAILENDRA MATHUR
Key Learnings – from Previous Class
SHAILENDRA MATHUR
AGENDA
• WHY MARKETING CHANNEL PARTICIPANTS
• MARKETING CHANNEL PARTICIPANTS
• TYPES OF BUSINESS MARKETING CHANNELS
• DISTRIBUTORS
• RESPONSIBILITIES AND CLASSIFICATION
• CHANNEL DESIGN DECISIONS
• CHANNEL ADMINISTRATION
• Q&A
• TAKE HOME POINT
MARKETING CHANNEL PARTICIPANTS
• DISTRIBUTORS
• REPRESENTATIVE / AGENTS
• OTHERS – BROKERS VAR
WHY CHANNEL MARKETING
• BOTH MANUFACTURER AND DISTRIBUTOR ARE SEEKING PROFITABLE
OPERATIONS IN BUSINESS
• THEY HAVE COMMON CUSTOMERS
• THEY HAVE COMMONG GOALS
• THEY COMPLEMENT EACH OTHER
• SUCCESS DEPENDS ON NO OF MEETING GROUNDS. SIMILAR TO
MARRIAGE
• BOTH INTERNAL AND EXTERNAL FACTORS LEAD TO COMING
TOGETHER
• INDUSTRIAL CUSTOMERS NEED DISTRIBUTORS
• BOTH COMPLEMENT EACH OTHERS WEAKNESS WITH STRENGTHS
GOOD REASONS INDUSTRIAL COMPANIES CHOOSE
DISTRIBUTORS
• LOCAL SERVICE
REASONS‐ IN A GROUP
• PRODUCT KITTY ONE STOP PROVIDER
• LOCAL INVENTORY NEAR CUSTOMER • SERVICE IS BETTER
• PROMPT LOCAL RESPONSE • PRODUCT RANGE CAN BE
• IMMEDIATE AVAILABILITY OF VARIOUS PARTS ENLARGED
• PRICE BENEFIT ‐LOGISTICS…
• DETAILED INVENTORY OF MANY PARTS • INVENTORY BENEFITS
• WORKS FOR YOU (LOCAL FRIEND) • PRICE BENEFITS
• TECH SUPPORT FIRST WINDOW
• TECHNICAL CAPABILITY
• SHIPMENTS‐ FAST AND ACCURATE
• COST EFFECTIVE SOLUTION STOP • VARIETY OF SERVICE
• CREDIT TERMS‐BASED ON LOCAL RELATIONSHIP
• RELATIONSHIPS WITHIN MARKET SPACE
DISTRIBUTORS ‐ TRAITS
• PERCEPTION IS THAT THEY ARE AGENTS – OF CUSTOMERS
• A GOOD DISTRIBUTOR ‐ +VE ASSEST TO MANUFACTURER
• HIGHLY SERVICE ORIENTED TOWARDS CUSTOMER.
• THEY ARE AS STRONG AS WEAK AS THE OEM THEY REPRESENT
• SOME MANUFACTURERS FEEL THAT DISTRIBUTOR IS OVERTLY
CUSTOMER CENTRIC.
• IS IT TRUE ??
• IF YES THEN WHY ??
• OEM WHO DO NOT HAVE HIGH IMPACT ON CUSTOMERS (NO
USP) , FEEL SO OR THEIR SERVICE COMMITMENTS ARE LOW.
DISTRIBUTOR ‐ BENEFIT
1. FAST DELIVER
1. INVENTORY 2. PRODUCT KITTY IS LARGER
2. REACH 3. LOCAL CREDIT
3. CREDIT RISK SHARED 4. CLOSE CONNECT TO ASSIST
4. SELLING RISK SHARED DECISIONS
5. FORECASTS THE MARKET 5. KNOWS THE NEEDS WELL
6. MARKET INFORMATION GROUND ZERO 6. PROVIDES INFORMATION
7. ENHANCED CUSTOMER SERVICE IMMEDIATELY WHEN REQUIRED
7. ENHANCED CUSTOMER SERVICE
CHOOSING RIGHT DISTRIBUTOR ‐ QUESTIONS
• WHAT MARKETING FUNCTION THEY WILL SUPPORT
• WHAT PRODUCT LINE
• WHAT SIZE AND TYPE OF DISTRIBUTOR
• EXCLUSIVE OR MULTIPLE DISTRIBUTION
• SALES DIRECT FROM COMPANY AND THROUGH DISTRIBUTOR –
HOW TO HANDLE (SALES/SERVICE MODEL)
• DISTRIBUTOR POLICIES – NO CONFLICT
DISTRIBUTOR ‐ ASSIGNING MARKETING FUNCTIONS
• (2)MUST SPELL OUT RIGHTS OF BOTH PARTIES CLEARLY
• (3)POINTS SHOULD COVER POSSIBLE CONFLICT AREAS IN ADVANCE.
CHANNEL NO 2– REPRESENTATIVES
DIFF COMPARED TO DISTRIBUTORS
• (1) THEY ARE SALES AGENT.
• (2) DO NOT BUY AND SELL – INDIA IS ONE MARKET OF AGENTS
• (3) DO NOT CARRY INVENTORY
• (4)SELL COMPLEMENTARY PRODUCTS, NOT COMPETITIVE PRODUCTS. DOOR
OPENER
• (5) HANDLE LESS PRODUCTS THAN DISTRIBUTORS
• (6) MORE TECH SAVVY AS DETAILED
• (7) EXCLUSIVE ARRANGEMENTS USUALLY
• (8) LESS REVENUE / TURNOVER
• (9) PRODUCT FLOW DIRECT FROM OEM TO CUSTOMER
• (10) OPERATES LIKE A SALES MANAGER
• (11) HANDLES FEW CUSTOMERS
IMPORTANT RED FLAGS REPS
• (1) LACK OF CONTROL
• NOT EASY TO DIRECT AND CONTROL
• CAN OVERSELL AND OVER COMMITT
• HAVE NO STAKE (FINANCIAL ) IN THE PROJECT.
• (2) COMPETING PRODUCT LINES
• REP HAS TO DIVIDE TIME BETWEEN PRODUCTS
• LACK OF FOCUS
• DEMANDS GREATER RESOURCES (MIND SHARE FROM OEM) TO SELL..
MOTIVATION…
CHANNEL NO 3– OTHERS
• (1) BROKERS
• REPRESENT BUYER AND SELLER BOTH
• ONE TIME RELATIONSHIP
• MAYBE FOR SPECIFIC TASK…. SELLING EXCESS INVENTORY
• (2) VAR (VALUE ADDED RESELLERS)
• SOMETIME CALL THEM OEMS JUST TO DIFFERENTIATE THEM (AS THEY
SPECIALIZE IN CERTAIN SEGMENT‐ BANKING ETC.)
• GROWING COMMUNITY
• LARGE MARKET SHARE
• SPECIALIST IN A SEGMENT
• GET EQUIPMENTS FROM ALL AND TAILOR MAKE IT TO CUSTOMER NEED
MAIN POINTS FOR CHANNEL EFFECTIVENESS
• (1) REALISTIC GOALS – MARKET COVERAGE, REVENUE ETC.
• (2)TWO WAY COMMUNICATION‐ MUST – EQUAL FOOTING GROUP
• (3) ESSENTIAL TRAINING – FOR REPS OR DISTRIBUTORS, WHAT TO
COVER, TOO MUCH OR TOO LITTLE.. UPDATES ON TRAINING??
• (4) COMPATIBILITY – BETWEEN OEM VISION, TECH & FINANCIAL
STRENGTH, MARKETS, SERVICE LEVELS
• (5) COMPENSATION AND SUPPORT – RIGHT AND TIMELY
• (6) HANDLING CHANNEL CONFLICTS – CLEAR PRECISE DUTIES AND
RIGHTS AND PROCESSES
LOGISTICS – IMPORTANCE TO STRATEGY (COST
IMPLICATIONS)
• (1) TRANSPORTATION • (1) WAREHOUSING
• SPACE/ CONFIGURATION/LAYOUT
• MODE/ ROUTE/ VEHICLE TYPE • (2)MATERIAL HANDLING
• (2)INVENTORY MANAGEMENT • EQUIPMENT, PEOPLE, PROCEDURE,
STORAGE & RETRIEVAL 1
• STOCK LEVEL, MIX, LOCATIONS • STORAGE & RETRIVAL 2
• (3)CUSTOMER SERVICE • (3)PROTECTIVE PACKING
• NEEDS, RESPONSE, LEVELS • DESIGN FOR HANDLING, STORAGE,
PROTECTION
• (4)PO PROCESSING • (4)PRODUCTION SCHEDULING
• PO INTERFACE, ACCEPTANCE, RULES • PROD FORECAST, SEQUNCE, TIMING
• (5) INFORMATION MAINTENANCE
• MES, COLLECTION, STORAGE, DATA
ANALYSIS
CUSTOMER SERVICE – EXPECTATION – THEY
BUILD COSTS IMPACT ON PRICING
• PRODUCT AVAILABILITY COST • % OF PRODUCTS READY TO SHIP
• ORDER CYCLE TIME SERVICE COST • PO TO SHIPMENT RECEIPT
• INFORMATION SUPPORT • TIMELY & ACCURATE DATA, PO STATUS
• SYSTEM FLEXIBILITY • CUSTOMER SPECIFIC FAULT HANDLING
• PROBLEM HANDLING • RECTIFICATION DELAY, DELIVERY, CLAIM etc.
• POST SALE SERVICE • SERVICE, PARTS, REPAIR, MTBR, MTBF
• ALL OTHERS • ALL OTHERS
LOGISTICS COST CENTERS
• (1) TRANSPORTATION
• AIR/TRUCK/PIPELINE/INTERMODAL/ FREIGHT FORWARDERS
• STATE & FENERAL REGULATIONS
• COMMON CARRIERS / CONTRACT CARRIERS / EXEMPT CARRIERS
• FREQUENCY OF SERVICE NORMAL PLANE / CARGO PLANE
• SPEED & AVAILABILITY OF SERVICE – SPECIAL TRUCKING
• DEPENDABIILTY OF SERVICE
LOGISTICS COST CENTERS
• (2) WAREHOUSING
• PRIVATE / PUBLIC FACILITY
• MARKET POSITIONED
• PRODUCTION POSITIONED
• INTERMEDIARY POSITIONED
LOGISTICS COST CENTERS
• (3) INVENTORY
• INVENTORY CARRYING COST
• INVENTORY ACQUISITION COSTS
• INVENTORY SERVICING COST – PROPERTY TAXES..INSURANCE
• STORAGE SPACE COSTS
• INVENTORY RISK COSTS‐ DAMAGE, ILFERAGE, OBSOLESCENCE
LOGISTICS COST CENTERS
• (4) ORDER PROCESSING
• PO CHECK BY PO PROCESSING DEPARTMENT
• CREDIT CHECK BY FINANCE DEPARTMENT
• SALES DEPARTMENT CHECK
• ACCOUTING DEPARTMENT FOR BOOKING
• WAREHOUSE COMMUNICATION FOR DELIVERY
• UPDATING INVENTORY AND SALES DATA
• CONVERT PO TO SHIPPING DOCUMENTS, INVOICE, SALES RECORDS ETC..
• COMMUNICATING WITH CUSTOMER ON ETD AND ETA
• ANY CHANGE IN DELIVERY, PRICE, INSURANCE, DOCUMENTATION ETC..
LOGISTICS COST CENTERS
• (5) MATERIAL HANDLING
• LABOUR COST
• IDLE COST
• OVERTIME COSTS
• BREAKDOWN COSTS
• FORKLIFTS
• CONVEYORS
• AUTOMATION
• STORAGE AND RETRIEVAL SYSTEMS
Q & A
TAKE HOME POINT