Professional Documents
Culture Documents
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Basic Channels of
Distribution
Manufacturers/products
Agents/brokers
Wholesalers/distributors
Retailers Retailers
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Typical Distribution of Drugs
Manufacturers
Marketing Agents
Retailers/Wholesalers/Distributors
Private Group
Procurement Retail
GPs/specialists
Office Pharmacy
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Distribution Objectives
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Discussion
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Transaction Cost by
Channels
As the value-added increases, the cost of
transaction also increases
Direct marketing channels—low value-added;
low cost of transactions e.g. e-commerce,
telemarketing
Indirect marketing channels—medium value-
added; medium cost of transactions e.g. retail
stores, distributors
Direct sales channels—high value-added; high
cost of transactions e.g. own sales force
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Competitive Advantage of
Channels
Traditional means of achieving competitive
advantage is through products but can be easily
copied
Low-cost as a competitive advantage
Also suffer from sustainability
Brands as competitive advantage
Only if you are a strong brand
Marketers are turning more and more to channels
as a competitive advantage e.g. Dell Computer
Source: The Channel Advantage by Friedman and Furey
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Aligning Channels With
How Customers Buy
1. Identify customers’ channel preferences and
buying behavior
2. Tabulate channel selection to key buying
criteria
3. Provide flexible channel options
4. Monitor (and respond to) changes in buying
behavior
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Exclusive Distribution:
Advantages
Maximize control over service level/output
Enhance product’s image & allow higher
markups
Promotes dealers loyalty, better
forecasting, better inventory and
merchandising control
Restricts resellers from carrying
competing brands
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Exclusive Distribution:
Disadvantages
Betting on one dealer in each
market
Only suitable for high price, high
margin, and low volume products
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Example of Intensive
Distribution
Newspapers
Most fast moving consumer goods you
see in the newsstand
Photo processing shops
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Intensive Distribution
Advantages:
Increased sales, wider customer
recognition, and impulse buying
Disadvantages:
Characteristically low price and low-margin
products that require a fast turnover
Difficult to control large number of
retailers
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Example of Selective
Distribution
Daewoo have 2 distributors in Singapore
“Starsauto, part of a larger Indonesian group,
represents Daewoo’s traditional line of sedans.
Homegrown family-owned JTA Motors market
Daewoo’s offroad vehicles like the Musso and
Korando, and an upmarket model called the
Chairman.
(Source: BT, Motoring, Feb4/1999)
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Selective Distribution
Advantages:
Better market coverage than exclusive
distribution
More control and less cost than intensive
distribution
Concentrate effort on few productive outlets
Selected firms capable of carrying full product
line and provide the required service
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Selective Distribution (cont’d)
Disadvantages:
May not cover the market adequately
Difficult to select dealers (retailers) that
can match your requirement and goals
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Multiple-Channel Strategy
Using two or more different channels to
distribute goods and services
Why?
Permits optimal access to each market
segment
Increase market coverage, lower channel cost
and provide more customized selling
What to look out for?
More channels usually means more conflict and
control problems
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Complementary Channels
Each channel handles a product or
segment that is different or non-
competing e.g.
Toyota Lexus
MPH online portals
Magazine distributions
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Competitive Channels
The same product is sold through two
different and competing channels e.g.
Non-prescriptive drugs
Electronic goods
Why? To increase sales
What to look out for?
Over extending yourself
Dealers’ resentment
Control problems 23
Modifying Distribution Strategies
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E-Commerce: Online
Distribution
The success depends on the characteristics of the
consumers in the market in terms of their
disposition to e-commerce and surfing habits e.g.
South Korea has the most dynamic Internet
surfers in Asia. They spend the least time—28
seconds—on a web page before moving on
Australian surfers were the “stickiest”, clocking
one minute per page
(Source: March 2001 figures from Nielsen/NetRatings Globel
Index)
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The Future: M-Commerce
Mobile commerce is going to be the next revenue
stream once the killer mobile-application is rolled out
The penetration of mobile data services is low in
ASPAC (1%) compared to the Western Europe
(23%), Japan (21%) and the US (7%)
(Source: ARC Group, 2000)
Japan’s NTT DoCoMo's recently launched i-Mode, a
data communications service rather like Wap, and
signed up several million customers
(Source: Intelligent Enterprise Asia, July 2001)
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