Marketing_L8_2013-2014
.pdfAcademic year 2013-2014
Marke&ng
Lecture 8
Yana Shigina
Marke&ng department NRU HSE
Content for today
Marke&ng Channels
Delivering Customer Value
Objec&ves
• Supply Chains and the Value Delivery Network
• The Nature and Importance of Marke&ng
Channels
• Channel Behavior and Organiza&on
• Channel Design Decisions
• Channel Management Decisions
• Marke&ng Logis&cs and Supply Chain
Management
Supply Chains and the Value
Delivery Network
Supply Chain
• upstream partners
The set of firms that supply the raw materials, components, parts, informa&on, finances, and exper&se needed to create a product or service.
• downstream partners
Marke&ng channels that look toward the customerwholesalers and retailers, form a vital connec&on between the firm and its customers.
• Supply chain may be too limited—it takes a make-and-sell view of the business.
• Demand chain suggests a sense-and- respond view of the market.
Iden&fying the needs of target customers, to which the company responds by organizing a chain of resources and ac&vi&es with the goal of crea&ng customer value.
Value delivery network: In making and marke&ng just one of its many models— say, the Ford Escape hybrid—Ford manages a huge network of people within Ford plus thousand of suppliers and dealers outside the company who work together to give final customers “the most fuel-e cient SUV on the market.”
The Nature and Importance
of Marke&ng Channels
• Marke&ng channel (or distribu&on channel)
A set of interdependent organiza&ons that help make a product or service available for use or consump&on by the consumer or business user.
Kodak ini>ally sold its EasyShare printers only in Best Buy stores because of the retailer’s on-the-floor sales sta and their ability to educate buyers on the economics of paying a higher ini>al printer price but lower longterm ink costs.
Imagina>ve distribu>on systems to gain a compe>>ve advantage
How Channel Members Add Value
Why do producers give some of the selling job to channel partners?
Producers use intermediaries because they create greater e ciency in making goods available to target markets.
Through their contacts, experience, specializa>on, and scale of opera>on, intermediaries usually o er the firm more than it can achieve on its own.