Journal articles: 'Distribution channel management'

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Gadde, Lars-Erik. "The rise and fall of channel management." IMP Journal 10, no. 1 (March 14, 2016): 129–53. http://dx.doi.org/10.1108/imp-06-2015-0021.

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Purpose – The purpose of this paper is to describe and analyse the shifting perspectives on the organising and the managing of “distribution”, characterised as channels, systems or networks. Design/methodology/approach – The paper is based on a review of previous research, identifying three periods featuring diverse conceptualisations: the early distribution literature, the channel management perspective and today’s network approaches. Findings – The study shows that the early literature relied on holistic framings. This perspective was replaced by the narrower channel management view, influenced by concepts from two evolving approaches: marketing management and behavioural/social schools-of-thought. Changing business conditions eroded the basis for channel management and paid the way for current arrangements, featuring network-like conditions. Originality/value – Several reviews of distribution have been published, primarily focusing on the specific features of the perspectives applied. This paper emphasises dynamic aspects by attempting to explain how and why new perspectives emerge and the reasons for their reduced significance over time.

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Guan, Xu, Murali Mantrala, and Yiwen Bian. "Strategic information management in a distribution channel." Journal of Retailing 95, no. 1 (March 2019): 42–56. http://dx.doi.org/10.1016/j.jretai.2019.01.001.

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Sperandio Milan, Gabriel, Eric Dorion, and José Alberto da Rosa Matos. "Distribution channel conflict management: a Brazilian experience." Benchmarking: An International Journal 19, no. 1 (February 24, 2012): 32–51. http://dx.doi.org/10.1108/14635771211218335.

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Greenland, Steven J. "Network management and the branch distribution channel." International Journal of Bank Marketing 13, no. 4 (June 1995): 12–18. http://dx.doi.org/10.1108/02652329510082906.

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Egede, Ehikwe Andrew, and Felix O. Egboro. "Challenges of Channel Conflicts Management in Soft Drink." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 9, no. 1 (March 31, 2014): 1520–29. http://dx.doi.org/10.24297/ijmit.v9i1.673.

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Producing products that customers want, pricing them correctly and developing well designed promotional plans are necessary but not sufficient conditions for customer satisfaction. The final part of the Jigsaw is distribution, the place element of the Marketing Mix. Products need to be available in adequate quantities, in convenient locations and at the time when customers want to buy them. Producers need to consider not only the needs of their ultimate customers but also the requirements of channel intermediaries, those organizations responsible for facilitating the distribution of products to customers. When producers and channel members are independent, inevitably conflict occurs from time to time. The intensity of conflict can range from occasional, minor disagreements that are quickly forgotten, to major disputes that fuel continuous bitter relationships. This paper focused on the challenges of channel conflicts management in soft drink industry with particular reference to coca-cola. The paper x-rayed the channels of distribution, generally and specifically in coca-cola; causes of channel conflicts and conflict resolutions. Recommendations were made on how best channel conflicts could be resolved through partnership approach, market partitioning, co-operation and adoption of super ordinate goals.

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Shahri, Mohammad Farahi, and Alireza Hossein Nezhad. "Application of Various Electromagnetic Coupling Modes for the Better MHD Flow Distribution and Thermal Management Within a Liquid Metal Manifold." International Journal of Applied Mechanics 10, no. 05 (June 2018): 1850052. http://dx.doi.org/10.1142/s1758825118500527.

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In this work, 12 different electromagnetic coupling modes are considered by assuming the side walls and Hartmann walls of supply channel, expansion channel and three sub-channels of a liquid metal manifold to be electrically conducting or electrically insulating separately. The main purpose of this study is to identify the best mode from the viewpoint of uniform distributions of the flow and heat transfer through the manifold. To prevent the heat augmentation through the manifold sub-channels, it is highly necessary to have a uniform velocity distribution therein. Numerical results demonstrate that the electromagnetic coupling mode in which all Hartmann walls and all side walls of the manifold are electrically conducting has the best flow distribution within the manifold and consequently it exhibits a uniform thermal distribution through the manifold without any significant heat load. It is also found that the smallest pressure drop and therefore the lowest required power to pump the liquid metal across the manifold is devoted to the mode in which only Hartmann walls of the expansion channel are electrically conducting.

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Záboj, M. "Analysis of using the Category Management in distribution process." Agricultural Economics (Zemědělská ekonomika) 50, No. 9 (February 24, 2012): 423–28. http://dx.doi.org/10.17221/5228-agricecon.

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The paper deals with the very actual sphere of new conceptions in frame of supplier-customer relations between trade firms and their suppliers. The common idea is management of the distribution channel by the method it would create consumer feeling that the retail shop satisfies his wants and gives him the greatest benefit with the most favourable price. Presumption for realisation of this goal becomes the implementation of a new phenomenon, so-called “Category Management” to current business processes using modern information technology.

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Ishii, Ryuta. "Conflict management in dual distribution channel systems: the moderating role of learning capabilities." Journal of Asia Business Studies 14, no. 4 (February 12, 2020): 525–40. http://dx.doi.org/10.1108/jabs-02-2019-0052.

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Purpose In dual distribution channel systems, integrated channels (manufacturer-owned) and independent channels (distributor-owned) are likely to adopt destructive behaviours. To suppress such behaviours, manufacturers need to implement conflict management systems. The purpose of this study is to examine the moderating role of conflict-learning capability (CLC) in the relationship between conflict management system and destructive behaviour. This study also investigates whether interactions between conflict management systems and CLC improve the overall channel performance. Design/methodology/approach Using survey data from 157 Japanese industrial manufacturers, this study conducted regression analyses and mediation analyses. Findings The results show that boundary and compensation systems have different effects on destructive behaviours. On the one hand, compensation systems with strong CLC have a larger impact, although those with weak CLC can also suppress destructive behaviours to some degree. On the other hand, boundary systems with strong CLC suppress destructive behaviours, but those with weak CLC do not. In addition, this study reveals that manufacturers with strong CLC can indirectly improve overall channel performance by implementing conflict management systems and suppressing destructive behaviours. Originality/value Previous studies reveal that boundary and compensation systems suppress destructive behaviours. However, these studies neglect the importance of organisational capability in the successful implementation of conflict management systems. By focusing on CLC, this study advances our understanding of dual distribution and channel conflict.

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Douglas, Anneli. "A customer-focused approach to distribution: The case of SANparks." South African Journal of Economic and Management Sciences 19, no. 3 (August 31, 2016): 413–31. http://dx.doi.org/10.4102/sajems.v19i3.1267.

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While the importance of distribution has been recognised in tourism literature, the research has been approached mainly from the perspective of supply, with very little attention given to the customer. To date, there has been even less focus on the distribution channel requirements of the National Park customers. The purpose of this study is to examine how the various distribution channels used by South African National Parks (SANParks) go towards satisfying the customers’ distribution channel requirements and identifying whether there is any relationship between certain variables, such as gender or the frequency of channel use, and the level of satisfaction that customers experience with the various channels. Web-based and paper-based questionnaires are distributed to the customers who have used the SANParks distribution channels before. The results show that, although the SANParks website is the most frequently used channel for making a booking, it is not necessarily the channel with which customers are most satisfied; in fact, they are more satisfied with the satellite walk-in reservation offices and satellite call centres. While the majority of the research studies in the context of tourism distribution channels have shown the importance and popularity of electronic distribution channels among customers, this paper cautions SANParks not to assume the distribution channel requirements of their customers and urges them to continually assess their distribution strategies and to become more customer-focused in their approach.

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Liu, Chengli, C. K. M. Lee, and K. L. Choy. "Sales effort deployment in decentralized dual-channel distribution." Industrial Management & Data Systems 116, no. 4 (May 9, 2016): 821–37. http://dx.doi.org/10.1108/imds-09-2015-0404.

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Purpose – The purpose of this paper is to determine the optimal sale effort deployment under dual-channel distribution which combines a traditional brick and mortar retail channel from the partner retailer and an online direct channel from the manufacturer. Design/methodology/approach – A sales effort competition game is set up in the dual-channel distribution between the manufacturer and the retailer. Demand under sales efforts is determined based on the consumer valuation, consumer’s channel preference and sales efforts. Then, the optimal sales effort deployment is studied with a game theory approach which allow the retailer and the manufacturer to maximize their own profit. Findings – Consumer’s channel preference is a key parameter of the demand assignment in the dual-channel distribution. Interestingly, the optimal sales effort and the profit of the manufacturer and the retailer can be limited by the other’s efficiency of sales effort. The finding suggests that the manufacturer and the retailer should collaborate to enhance the efficiency of the sales effort. It also shows that the manufacturer can utilize the direct channel as an important marketing channel even though no profit is obtained through the direct channel. Research limitations/implications – This research provides a new method to model the sales effort in the dual-channel distribution. The optimal sales efforts based on the consumer behavior are determined. However, since this study assumes a consistent product price across channels, the results is not applicable for a retailer who can set their own price. Practical implications – It is a win-win situation for adoption of the dual-channel distribution although the manufacturer can benefit more. Additionally, direct channel can be used as an effective marketing channel. Originality/value – This research contributes to a better understanding of demands in dual-channel distribution under sales efforts. Additionally, the research results provide a useful framework of sales effort deployment under different consumers’ channel preferences in the dual-channel distribution.

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Frazier, Gary L., and Jagdish N. Sheth. "An Attitude-Behavior Framework for Distribution Channel Management." Journal of Marketing 49, no. 3 (1985): 38. http://dx.doi.org/10.2307/1251614.

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Frazier, Gary L., and Jagdish N. Sheth. "An Attitude-Behavior Framework for Distribution Channel Management." Journal of Marketing 49, no. 3 (June 1985): 38–48. http://dx.doi.org/10.1177/002224298504900304.

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Xu, Guangye, and Hanguang Qiu. "Pricing and Distribution Strategies in a Dual-Channel Supply Chain." International Journal of Information Systems and Supply Chain Management 13, no. 3 (July 2020): 23–37. http://dx.doi.org/10.4018/ijisscm.2020070102.

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Internet has revolutionized distribution channels. Online orders are forwarded to the brick-and-mortar store to make the fulfillment, which is a new distribution strategy in a dual-channel supply chain. However, there is little research on the value of using such distribution strategy in dual-channel setting. To fill this gap, this article considers a manufacturer marketing a product through a dual-channel supply chain, comprised of an online channel and an offline retail channel. We develop a game theory model to investigate the pricing decisions and the distribution strategies, as well as to examine the impacts of the new distribution strategy on price competition and the dual-channel supply chain member's profits. By comparing the results of the traditional distribution strategy and the new distribution strategy, we find that the new distribution strategy can soften price competition when the proportion of the revenue generated by the direct channel is high enough, while if the proportion is low enough, it may intensify price competition. We also find that the supply chain members can achieve a win-win situation when the wholesale price is higher, and the proportion is greater under the new distribution strategy.

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Zeng, Yuwen, and Wenhua Hou. "Publisher’s distribution channel selection of print books in a book supply chain with print and e-books." Nankai Business Review International 12, no. 3 (August 21, 2021): 358–85. http://dx.doi.org/10.1108/nbri-04-2021-0022.

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Purpose This paper aims to exam the publisher’s online distribution strategies of print books between a reselling and a marketplace channel with the coexistence of e-book. This study extends the study of channel selection to the content products industry. Design/methodology/approach By constructing a publisher-leader Stackelberg game model, the authors investigate the publisher’s distribution strategies. The retailer holds a digital channel for e-book and reselling and marketplace channels for print books. The authors examine three-channel modes for the print book distribution: a pure reselling channel, a marketplace channel and a hybrid channel. Findings The results reveal that a hybrid channel always dominates a pure marketplace channel from the publisher’s perspective. Then, only when the print book’s margin cost and the marketplace’s slotting fee are not very high, the publisher prefers the hybrid to a pure reselling channel. The authors also found a Pareto zone where the hybrid channel mode improves publisher’s and retailer’s profits. Furthermore, the publisher is less likely to choose the hybrid channel as the acceptance of e-book increases. The authors also examine the situation where a publisher-authorized third-party distributor runs the marketplace channel and found the results still hold. Originality/value This paper fills a theoretical and practical gap for a structured analysis of the content providers’ online distribution channel selection of the physical products and digital products. Different from previous related studies, this study focuses on analyzing physical products’ channel strategies and finds physical products’ cost plays a crucial role in the content provider’s channel decision.

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Kusumawardhani, Yuviani, Muhammad Syamsun, and Anggraini Sukmawati. "Model Optimasi dan Manajemen Risiko pada Saluran Distribusi Rantai Pasok Sayuran Dataran Tinggi Wilayah Sumatera." MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah 10, no. 1 (May 20, 2015): 34–44. http://dx.doi.org/10.29244/mikm.10.1.34-44.

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Agricultural sector, especially in highland vegetables are considered to have the potential and prospects to support diversification. It should have a comparative value advantage. Comparative advantages are obtained with supply chain management and risk management therefore needs a model of optimization. But often the common agricultural activities appear particularly at risk of supply chain distribution channel. Risk management is essential to minimize the risks and part of the supply chain management. The purpose of this study are (1) analyze how the supply chain flow in highland vegetable Agam District, West Sumatra and Karo District, North Sumatra, (2) knowing the model optimization and risk management in the vegetable supply chain distribution channels in Agam District, West Sumatra and Karo District Karo, North Sumatra, and (3) analyze how to minimize risk in the highland vegetable distribution channels in Agam District, West Sumatra and Karo District, North Sumatra. In analyzing the model optimization and risk management in the supply chain distribution channel highland vegetables in Agam District, West Sumatra and Karo District, North Sumatra used AHP (Analysis Hierarchy Process) and for risk minimization used the ISM (Intrepretive Structural Modeling). The results of the study will provide a model optimization and risk management in the supply chain distribution channel highland vegetables in order to have a comparative value.

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Tyopine, Dr Hanmaikyur. "Distribution Channel Management and the Control of Fake/Counterfeit Products in Selected Pharmaceuticals Companies in Benue State." International Journal of Contemporary Research and Review 10, no. 05 (May 30, 2019): 21525–37. http://dx.doi.org/10.15520/ijcrr.v10i05.703.

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This study evaluated distribution channel management and control of counterfeit products in Nigeria with specific reference to selected pharmaceutical industries in Benue State. The study used mainly primary data obtained by the use of a well-structured questionnaire. The study used multiple regression analysis to test the two hypotheses of the study. The result shows that a negative relationship exist between distribution management and its effect on consumer's accessibility and it is statistically significant (p<0.05) and in line with a priori expectation. Also, the study found that the source of fake and counterfeit product is positively related to distribution channel management but it is not statistically significant (p>0.05). It was concluded therefore that efficient distribution channel management could help to greatly reduce the proliferation of counterfeit products in the health sector. In view of this, it was recommended that laws guiding the regulation of imported and manufactured products should be strengthened to ensure effectiveness by regulatory authorities. Hence, the distribution channels management policies should be an approach to control counterfeit products by instituting on a clear post market surveillance system that will aid the fast identification of counterfeit and other substandard drugs while consumer's access to counterfeit product should be restricted through an efficient distribution channel management.

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Shaffer, Greg, and Florian Zettelmeyer. "Advertising in a Distribution Channel." Marketing Science 23, no. 4 (November 2004): 619–28. http://dx.doi.org/10.1287/mksc.1040.0084.

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Jeanpert, Sophie, and Gilles Paché. "Successful multi-channel strategy: mixing marketing and logistical issues." Journal of Business Strategy 37, no. 2 (April 18, 2016): 12–19. http://dx.doi.org/10.1108/jbs-05-2015-0053.

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Purpose When a company simultaneously manages several distribution channels, there are important issues regarding the sharing of marketing and logistical resources. This paper aims to discuss the integration of sales staff, communication and logistical operations to improve service delivery to multi-channel consumers. Design/methodology/approach The paper is based on a literature review regarding multi-channel strategy to build a conceptual framework. This framework is discussed using three illustrations from the French multi-channel distribution field (King Jouet, Fnac and Darty). Findings The exploratory research underlines the importance of information about how consumers order in different channels. This makes the global management of different channels difficult and threatens marketing and logistical sharing. Practical implications The integration process is becoming increasingly important in service recovery. Companies must therefore facilitate total access to logistical information. This requires an organisational interaction between marketing and the supply chain activities. Originality/value The paper underlines the importance of the integration process in service recovery management, particularly when a defective product must be replaced and a new product be made available to consumers.

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Gaski, John F., and Nina M. Ray. "Alienation in the distribution channel." International Journal of Physical Distribution & Logistics Management 34, no. 2 (February 2004): 158–200. http://dx.doi.org/10.1108/09600030410526941.

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Lehmann, Donald R., and Charles B. Weinberg. "Sales through Sequential Distribution Channels: An Application to Movies and Videos." Journal of Marketing 64, no. 3 (July 2000): 18–33. http://dx.doi.org/10.1509/jmkg.64.3.18.18026.

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This article focuses on the sale of a product across channels that are entered sequentially. Using a two-channel model, the authors derive the optimal time to enter the second channel and then obtain a specific parametric solution for movie distributors regarding theater attendance and subsequent sales to video stores. Using data from 35 movies, the authors estimate exponential sales curves for both theater attendance and video rentals and demonstrate how knowledge of the sales parameters in the first channel (theaters) helps predict sales in the second channel (video rentals). Finally, from the movie distributor's perspective, the authors calculate optimal release times based on the model and its estimated parameters. The results suggest that profits would increase if movies were released to video sooner than is the current practice.

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Liu, Kaijun, and Zigang Zhang. "Channel competition and selection in a capacitated multi-channel distribution system." International Journal of Logistics Systems and Management 4, no. 5 (2008): 596. http://dx.doi.org/10.1504/ijlsm.2008.017602.

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He, Fu Bao, Yi Lai Zhang, and Yi Huang. "Research and Design of Ceramic E-Commerce Dual-Channel Collaborative Distribution System." Applied Mechanics and Materials 220-223 (November 2012): 2375–78. http://dx.doi.org/10.4028/www.scientific.net/amm.220-223.2375.

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With the rapid development of the network information technology and logistics processing technology, the information and services are changing the people’s lifestyle, and meanwhile, exerting an influence on the sales channel. Many manufacturers are developing the network sales channel actively and selling products through the traditional channel at the same time. If manufacturers set the network sales channels incorrectly, or implement the network direct distribution thoughtlessly, it will cause the distributors’ boycott in the traditional distribution channel. Based on the existing ceramic e-commerce platform, this paper tries to develop the real dual-channel collaborative distribution system for the ceramic manufacturers. Through the system, the traditional distributors can join the network distribution channel, and sell products with dual-channel: one is the physical store sales channel after the products are delivered from the manufacturer using online procurement and payment; the other is the non-inventory network sales channel after the customers order and pay, then the manufacturer delivers to the customer directly according to the distributor’s virtual online procurement. Through the system, the ceramic manufacturer can maintain the traditional distribution channel, broaden the network distribution channel and develop the network distributors only using the non-inventory network sales model, and realize the collaborative distribution management in the traditional and the network distribution channel.

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Jeuland, Abel P., and Steven M. Shugan. "Note—Channel of Distribution Profits When Channel Members Form Conjectures." Marketing Science 7, no. 2 (May 1988): 202–10. http://dx.doi.org/10.1287/mksc.7.2.202.

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Cather, David A., and Vince Howe. "Conflict and Channel Management in Property-Liability Distribution Systems." Journal of Risk and Insurance 56, no. 3 (September 1989): 535. http://dx.doi.org/10.2307/253173.

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Johnson, Jean L., and Gary L. Frazier. "Advances in Distribution Channel Research." Journal of Marketing Research 31, no. 1 (February 1994): 139. http://dx.doi.org/10.2307/3151954.

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Bhattacharya, Subhajit. "Modelling channel partners’ opinions to achieve value-based relationship." Journal of Indian Business Research 11, no. 3 (August 19, 2019): 220–43. http://dx.doi.org/10.1108/jibr-04-2017-0037.

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PurposeThe present competitive marketing environment demands effective role of distribution channels to create and develop a value-based infrastructure where companies can easily distribute their products into the consumers’ market. Relationship bonding between the channel partners and the company strengthens marketing efficiencies of the distribution function, which is supported by policies of the companies relating to joint business actions and value sharing. Both the tangible functional value and emotional functionalities play a vital role in the continuous success and the growth of distribution channel. The purpose of this paper is to understand the value-based distribution channel relationship for greater channel equity in fast-moving consumer goods (FMCG) sector.Design/methodology/approachThe present study used a survey design to collect data from 156 FMCG channel members selected through stratified random sampling procedure. A five-point Likert-type scale was personally administered to obtain participants’ responses. Data were analysed using the Relative to an Identified Distribution (RIDIT) approach.FindingsThe findings of the current research paper have demonstrated that in the current competitive marketing environment, only the functional values are not enough. This research paper identifies that there is a strong need of emotional touch and linkages which leads to a symbiotic channel–company relationship and commitments in FMCG industry.Originality/valueThe present research is an original and innovative thought process of evaluating factors influencing the value-based distribution channel relationship for greater channel equity pertaining to FMCG industry by using the RIDIT approach.

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Ussania, Indah, and Nuri Aslami. "Saluran Distribusi Pemasaran Asuransi." Mimbar Kampus: Jurnal Pendidikan dan Agama Islam 21, no. 1 (January 5, 2022): 43–52. http://dx.doi.org/10.47467/mk.v21i1.874.

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Product distribution is one of the marketing process's activities. Many product manufacturers do not sell to end users directly. This is due to the fact that cost distribution is typically the primary reason corporations do not sell items to end customers. The marketing channel is in charge of getting the product from the manufacturer (the insurance company) to the consumer/customer. This can overcome the owner of a product or service's isolation from the people who require it in terms of time, location, and property. This marketing channel, in reality, necessitates product marketing channel management in compliance with OJK standards. In addition, any rivalry that emerges in the marketing channel while selling insurance goods. As a result, the goal of this article is to go into detail about the marketing channels for insurance products in public marketing. Keywords: Marketing Channels, Distribution, Insurance

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Law, Rob, Rosanna Leung, Ada Lo, Daniel Leung, and Lawrence Hoc Nang Fong. "Distribution channel in hospitality and tourism." International Journal of Contemporary Hospitality Management 27, no. 3 (April 13, 2015): 431–52. http://dx.doi.org/10.1108/ijchm-11-2013-0498.

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Purpose – The purpose of this paper is to reexamine several issues about disintermediation from the perspectives of tourism product/service suppliers (hotels) and traditional intermediaries (travel agencies), considering the move of the current distribution landscape toward disintermediation. Internet and mobile technologies offer various tools for consumers to search and purchase products/services from suppliers directly. Consequently, the necessity and role of traditional intermediaries in the industry become questionable. Design/methodology/approach – In all, six focus group interviews were conducted to collect primary data from ten managers of three traditional travel agencies and 11 managers from three business hotels in Hong Kong, which is a major travel destination in Asia with many world-class hotels and tourism facilities. Findings – Despite their different business backgrounds, the interviewees agreed on the increasing importance of Internet technology in the distribution of tourism products. The interviewees also posited that traditional travel agencies are still needed to serve certain customer groups, albeit their role may have little importance. Practical implications – Practitioners should adapt to technologically induced changes to remain competitive in the e-business era. Originality/value – This paper provides several original contributions. First, this paper supplements the extant literature by revealing how modern practitioners perceive disintermediation in the tourism and hospitality industry. Second, this paper is the first to investigate the disintermediation issue from the perspectives of tourism product/service suppliers and intermediaries. Finally, this paper provides a reference for industry practitioners to establish adequate strategies that take advantage of Internet technology.

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Connolly, Daniel j., Michael D. Olsen, and Richard G. Moore. "The Internet as a Distribution Channel." Cornell Hotel and Restaurant Administration Quarterly 39, no. 4 (August 1998): 42–54. http://dx.doi.org/10.1177/001088049803900408.

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Mhango, Mary W., and Linda S. Niehm. "The second‐hand clothing distribution channel." Journal of Fashion Marketing and Management: An International Journal 9, no. 3 (September 2005): 342–56. http://dx.doi.org/10.1108/13612020510610462.

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Shi, Hongyan, Yunchuan Liu, and Nicholas C. Petruzzi. "Informative advertising in a distribution channel." European Journal of Operational Research 274, no. 2 (April 2019): 773–87. http://dx.doi.org/10.1016/j.ejor.2018.10.042.

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Mukherjee, Jaydeep. "BBMCI: setting up a distribution channel in India." Emerald Emerging Markets Case Studies 1, no. 1 (January 1, 2011): 1–10. http://dx.doi.org/10.1108/20450621111123452.

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Subject area International marketing, distribution channel management, market entry, strategic management. Study level/applicability Masters level management students and executives specializing in distribution channel management. This case can also be applied to Masters level analysis of strategic marketing. Case overview The case examines BBMCI, a wholly owned subsidiary of a multinational making an entry in the Indian consumer appliances market. The focus of the case is the distribution aspect of the market entry strategy, its formulation and implementation. Expected learning outcomes The key learning objective is to evaluate distribution channel design and monitoring mechanisms. The case examines the linkage of distribution strategy formulation and the implementation challenges in a large and internationally extended sales organization. The key takeaway would be the need to change the distribution strategy as the organization's position in market evolves. Supplementary materials Teaching note.

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Beritelli, Pietro, and Roland Schegg. "Maximizing online bookings through a multi-channel-strategy." International Journal of Contemporary Hospitality Management 28, no. 1 (January 11, 2016): 68–88. http://dx.doi.org/10.1108/ijchm-07-2014-0326.

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Purpose Hotel managers are being challenged by the increasing multitude of distribution and sales channels. Online travel agencies (OTAs) in particular generate a great deal of uncertainty: Which are the best ones? Which ones offer the best conditions? How many channels are optimal for my hotel? How can I evaluate costs versus benefits? These and other questions concerning the optimal online distribution channel strategy have produced different reactions in practice. The aim of this paper is to challenge the need for an over-optimization of channel strategy by proposing that the consumer, at the end, deals with a network of information presented on one networked environment, including the Web. Hence, the network effect of the numerous online platforms is what drives consumer choice and, finally, bookings. Design/methodology/approach A series of multiple regressions with representative samples of hotels in Switzerland from the years 2009, 2010, 2011 and 2012 was performed to estimate the importance of the number of platforms against other independent variables. Additionally, further multiple regressions with samples from the years 2011 and 2012 using the most important platforms (first-tier channels) shows again that the number of platforms is more important. Findings The analyses show that the estimated number of online bookings by the respondents in the hotels is a result of the number of channels, not the type of channel. This is particularly true for non-categorized establishments and one- and two-star hotels. The analyses do not confirm the billboard effect, according to which particular platforms (first-tier channels) increase the probability of bookings. Thus, the survival strategy is to maximize share of shelf and to build on interdependencies and network effects. Research limitations/implications The study looks only at online bookings. Additional research into the connection between online and offline channels, particularly from the viewpoint of the consumer, will provide further insights. The study looks at the booking volume per channel, not the monetary sales volume or the profit. A study that quantifies not only the volume of bookings but also the total profit or the contribution to profit per channel could quantify the benefits of the multi-channel strategy. Originality/value The multiple online channel strategy seems to be the more effective approach to maximizing bookings online, regardless of the platforms chosen. Results of the study challenge the current opinion among practitioners that the multitude of distribution channels forces them to choose among single online channels and, therefore, drives the search for criteria to assess these channels or even to disregard them. The consistent results across 2009-2012 show that even in the turbulent phase of the advent of OTAs in the travel industry, hotels can adopt a winning strategy. Finally, the results suggest that the intermediation of online distribution of hotel beds has approached the condition of perfect competition, causing the OTA business model to be cannibalized.

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Lestari, Fitra, Rahmad Kurniawan, Kamariah Ismail, Mawardi Mawardi, Tengku Nurainun, and Ilham Hariadi. "Business unit utilization in supply chain of distribution channel." Journal of Industrial Engineering and Management 15, no. 2 (March 9, 2022): 143. http://dx.doi.org/10.3926/jiem.3546.

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Purpose: The Supply chain channel serves to strengthen positioning in competing to serve customers. This study examines the business unit in the supply chain channel in producing food products from Cowhide in Indonesia. There are many business units with high demand for rawhides from cattle for use as food products. Thus, this opportunity is utilized to increase the productivity of business units in Indonesia. This study aims to determine the business unit utilization in the supply chain channel by considering patterns of business processes, value-added products, and optimal supply chain strategies.Design/methodology/approach: The study interviews 18 business units of Cowhide in Indonesia, including two slaughterhouses, five cattle owners, three restaurants, two cowhide drying business units, one cowhide cracker business unit, three cowhide traders’ traditional markets, one cowhide boiler business unit, and one retail shop. The SCOR model, Hayami, and discrete event simulation are integrated to analyze business unit utilization in Cowhide's food products' supply chain channel.Findings: There are five supply chain channels from 7 business units in food products. Then, the highest value-added product ratio was the cowhide cracker business unit at 31%. Finally, Channel 1 is the highest utilization rate of 40%. Moreover, the policymaker can study non-food products to compare cowhide raw materials' business unit utilization because Indonesia has many of these raw materials and is easy to obtain.Research limitations/implications: Further study is suggested to measure each business unit's performance in the supply chain channel and then strengthen institutions to increase productivity.Originality/value: This study needs to measure each business unit's performance in strengthening its supply chain strategy to optimize the supply chain channel. This study's implication can contribute to business units in improving their business processes and stakeholders in the decision-making process, including associations, communities, cooperatives, and the Government, in increasing the potential for economic growth on SMEs in especially of Cowhide.

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Purohit, Devavrat, and Richard Staelin. "Rentals, Sales, and Buybacks: Managing Secondary Distribution Channels." Journal of Marketing Research 31, no. 3 (August 1994): 325–38. http://dx.doi.org/10.1177/002224379403100301.

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The authors analyze a problem facing a durable product manufacturer who has to manage two “noncompeting” channel systems.ln particular, they focus on the practices of U.S. automakers who distribute new cars through both dealers and rental agencies. In their stylized model, the dealer sells cars to customers and the renter satisfies customers’ short-term needs by renting cars. As a result, in the short run, the rental market does not compete with the dealer's market. However, if the renter eventually sells some of its used cars into the consumer market, then these sales can compete with the dealer's sales of new cars. Using a two-period model, the authors analyze three channel structures that exist in today's auto market. They discuss the implications of their work on the structure of distribution channels in the automobile industry and show how dealer profits and total manufacturer sales depend on the type of channel structure used.

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Menrad, Michael. "Systematic review of omni-channel banking and preview of upcoming developments in Germany." Innovative Marketing 16, no. 2 (June 22, 2020): 104–25. http://dx.doi.org/10.21511/im.16(2).2020.09.

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Banks have not come to rest since the 2008 banking crisis and have been struggling for their future ever since. In addition to serious market distortions, there are increasingly digital challenges and investments in the banks’ platforms to remain competitive and continue to meet customer requirements. Other industries are showing the banks how to do it and investing heavily in the networking of distribution channels to form an omni-channel system, as this is where all interfaces converge. The banking industry has also recognized this groundbreaking approach in the distribution channel. Academic literature is also increasingly examining omni-channel management, but studies in the banking industry are still sparse. This study uses multi-method research in the form of a systematic literature review and semi-structured qualitative bank expert interviews to examine omni-channel management in the banking industry. Thereby, the state of scientific research and the future objectives of the banks are analyzed. Bank experts in Germany explain what bank customers will expect, how far German banks have progressed in implementing an omni-channel system, and how the bank-customer relationship will change. Findings show that banks will completely transform their distribution by omni-channel management by breaking with existing structures and creating a new customer experience and higher customer value. The paper provides critical insight into what omni-channel integration means for the banking sector.

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Lebl, Aleksandar, Dragan Mitic, Zarko Markov, and Verica Vasiljevic. "About estimation of base station output power in GSM like systems under real conditions." Yugoslav Journal of Operations Research 30, no. 1 (2020): 109–19. http://dx.doi.org/10.2298/yjor190415017l.

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The output power of traffic channels in one cell of GSM like systems is estimated in this paper. We consider the real case: the number of users is much higher than the number of channels, the output power of one channel depends on the cube of the distance between a mobile user and the base station, and the distribution of users in the cell is uniform. We derive the expressions for cumulative distribution of output power of one channel and for the mean output power of the whole base station. Results of the calculation are confirmed by computer simulation.

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Dolasinski, Mary Jo, Chris Roberts, and Tianshu Zheng. "Measuring Hotel Channel Mix: A DEA-BSC Model." Journal of Hospitality & Tourism Research 43, no. 2 (September 3, 2018): 188–209. http://dx.doi.org/10.1177/1096348018789741.

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The hotel industry has experienced changes brought on by growth, customer expectations, and the proliferation in the use of e-commerce and online distribution channels. Future hotel success depends on how effectively hotel revenue managers are able to manage different booking channels to maximize hotel revenue. A Data Envelopment Analysis–Balanced Scorecard (DEA-BSC) model to measure efficiency of distribution channel mix using BSC results is presented. DEA-BSC was used because DEA-BSC incorporates multiple metrics simultaneously while traditional business models typically focus on one performance measure such as profit. Inputs for the model include the five distribution channels of C-Res/Voice, GDS, Brand.com , OTAs, and property/relationship sales. Output is the consolidated BSC average. The model was tested and results presented, demonstrating support for the usefulness of the model.

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Thøgersen, John. "Facilitating Recycling: Reverse—Distribution Channel Design for Participation and Support." Social Marketing Quarterly 4, no. 1 (March 1997): 42–55. http://dx.doi.org/10.1080/15245004.1997.9960986.

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While social change research designed to promote recycling has increased rapidly in recent years, empirical documentation of the importance and effectiveness of distribution channel management for enhancing public support and participation is lacking. In this paper, it is argued mat the design of reverse distribution channels for recyclables influences support and participation through at least three distinct mechanisms: • it influences attitudes and behavior by affecting the perceived costs of recycling; • it influences behavior by affecting the opportunities for acting on recycling intentions, and; • it has the potential for improving attitudes (through dissonance reduction, attribution, and adjusting faulty cost expectations) through inducing trial. The importance of channel design characteristics through these three mechanisms is illustrated by the results from a continuing research program aimed at boosting the recycling of household waste in Denmark.

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Mukherjee, Jaydeep. "Setting Up Distribution Channel for Elixir Health Drink." Vision: The Journal of Business Perspective 24, no. 4 (December 2020): 520–26. http://dx.doi.org/10.1177/0972262920953242.

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FRAZIER, GARY L. "PHYSICAL DISTRIBUTION AND CHANNEL MANAGEMENT: A KNOWLEDGE AND CAPABILITIES PERSPECTIVE." Journal of Supply Chain Management 45, no. 2 (April 2009): 23–36. http://dx.doi.org/10.1111/j.1745-493x.2009.03161.x.

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Goyal, Vikas, and Prashant Mishra. "A framework for performance evaluation of channel partners in distribution relationships." International Journal of Productivity and Performance Management 65, no. 4 (April 11, 2016): 503–31. http://dx.doi.org/10.1108/ijppm-10-2014-0168.

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Purpose – The purpose of this paper is to develop a conceptual framework for performance evaluation of channel partners in distribution relationships and develop a scale to measure the proposed dimensions of performance. Design/methodology/approach – The proposed framework is built on the theoretical foundations of salesforce control systems and organizational performance. The authors developed the measurement scale by the three-stage protocol and established the scale’s reliability, factor structure and validity through the data collected from 252 firm-channel partner dyads across automobile firms in India. Findings – The proposed framework highlights three distinct dimensions of channel partners’ performance, i.e. output performance, the financial/other objective results; activity performance, the activities, behavior and process-compliance levels; and capability performance, the resources and capabilities of channel partners. An 18-item measurement scale is developed to measure the three proposed dimensions of channel partners’ performance. Research limitations/implications – The proposed framework conceptualizes the three key dimensions of channel partners’ performance that can assist firms in exercising a focussed approach to performance management in distribution channel relationships and other inter-firm contexts. This study contributes to the legitimacy and further development of research in the area. Practical implications – The measurement scale provides valid and reliable items for a rigorous performance analyses of channel partners, both at the individual level as well as at the level of the distribution channel as a whole. These performance analyses have multiple applications, right from managing the day-to-day channel activities to steering the channel strategy. Originality/value – The paper presents a multidimensional conceptual framework for performance evaluation of channel partners and provides a suitable instrument for operationalizing future empirical research in the area.

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Dukes, Anthony, and Yunchuan Liu. "In-Store Media and Distribution Channel Coordination." Marketing Science 29, no. 1 (January 2010): 94–107. http://dx.doi.org/10.1287/mksc.1080.0483.

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Villas-Boas, J. Miguel. "Product Line Design for a Distribution Channel." Marketing Science 17, no. 2 (May 1998): 156–69. http://dx.doi.org/10.1287/mksc.17.2.156.

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Xie, Xiaoqing (Kristine), Chris K. Anderson, and Rohit Verma. "Customer Preferences and Opaque Intermediaries." Cornell Hospitality Quarterly 58, no. 4 (January 6, 2017): 342–53. http://dx.doi.org/10.1177/1938965516686108.

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Using two choice-based experiments, we evaluate consumer preferences hotel attributes for firms selling hotel rooms across three online distribution channel formats: full information, semi-opaque, and opaque online travel agents. A multinomial logit model is used to analyze the experimental data and measure consumer trade-offs between price and other product attributes. We then use these preferences to determine optimal channel selling strategies. Our optimal channel strategies illustrate under what conditions firms should add opaque distribution channels and the resulting incremental revenue obtained with the setting of optimal channel specific prices. We deploy two choice-based experiments, traditional and menu-based, in an effort to add flexibility to survey respondents in choice selection. As part of our analysis, we compare managerial insights from analysis based on traditional choice-based experiments to that using menu-based choice experiments. In general, we indicate that both forms of opaque selling increase firm demand and that with appropriate pricing can also increase firm revenue. In addition, opaque channels have elevated price sensitivity and increased impact of guest reviews versus traditional online travel agents.

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Frazier, Gary L., and Walfried M. Lassar. "Determinants of Distribution Intensity." Journal of Marketing 60, no. 4 (October 1996): 39–51. http://dx.doi.org/10.1177/002224299606000405.

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Within many categories of consumer products, manufacturers differ markedly in how intensively they distribute their brands among retailers. The authors enhance understanding of why such differences in distribution intensity occur. Literature in the marketing and economics disciplines on brand and channel management, agency theory, and credible commitments, combined with extensive field interviews, provides the foundation for a conceptual framework that centers on proposed moderator effects. Data collected from manufacturers in the consumer electronics industry are used to test the conceptual framework. Credible commitments by retailers in the form of contractual agreements and investments are shown to moderate the relationships of manufacturer brand strategy and channel practices with distribution intensity.

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Ben Uche, Dickson, Jane Nwakaego Anene, and Emezue Leonard Nnabugwu. "Effect of Distribution Channel Strategies on the Performance of Banks." Daengku: Journal of Humanities and Social Sciences Innovation 2, no. 2 (April 4, 2022): 104–16. http://dx.doi.org/10.35877/454ri.daengku732.

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Effective distribution channel strategy selection, application, and management does not only help to meet the shopping needs and habits of the target customers efficiently under the cost restraints of the seller; they must also lessen the drawbacks caused by distribution channel conflicts such as double downgrading. This study evaluated the effect of distribution channel strategies on the performance of commercial banks in Nigeria. The objective of the study specifically was to identify the distribution channel strategies adopted by commercial banks in Nigeria and to determine the effect of the distribution channel strategies adopted on the performance of the bank. The study adopted a descriptive survey research design. The population of the study was 43 management staff of five commercial banks operating in Nigeria. Questionnaire was used as the tool for data collection. The data was analyzed and presented using percentages, mean and standard deviation. The study found that the branch network, electronic banking and multiple distributions were used by the banks. Marketing strategies being employed by the banks were aggressive marketing, mass marketing and value marketing, the study further found that the adopted distribution channel strategies have a significant effect on the performance of the banks. It was recommended among other things that; commercial banks should adopt those marketing distribution strategies that ensure the performance of the bank is improved and do away with those which adds costs so that the banks can compete effectively with the others and that they should embrace the concept whole heartedly by adopting electronic banking as already the battle for the banks is technology usage which should be one which offers customers more features.

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Osungbadegun, Isaac Tayo. "An Appraisal of Trade Marketing as a Tool in Managing Distribution Channels in MTN Nigeria." Journal of Economics and Management Sciences 2, no. 1 (April 1, 2019): p33. http://dx.doi.org/10.30560/jems.v2n1p33.

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Production is not completed until goods and services get to the final consumer, in getting this goods and services across to the consumers, firms employ many channels of distribution. Hence, the traditional channel that involves the distributors and retailers require careful management by manufacturers and suppliers such that their goals and objectives will be aligned and this helps the manufacturer achieve their major objective of getting their goods across to the consumers through the channel. In the management of the channel – trade marketing is employed, that is why this study seeks to appraise the effectiveness of trade marketing in the management of distribution channel and how well this results into increased revenue generation using MTN Nigeria as a case study. The study uses primary data collected through the use of questionnaire which was analysed with simple percentage and ordinary least square with multiple variables. The study finds out that trade marketing activities contributes to increased revenue generation and also discovered that the use or non-use of retailers does not affect the survival of telecom firms due to the development and growth in information and communication technology which helps firm to reach out to their customers via other means different from retailers. The study concludes that telecom firms should balance budget allocation into trade marketing activities as well as other advertisement as a way of resonating their brand in consumer’s hearts.

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Gomi, Takashi, Adelaide C. Johnson, Robert L. Deal, Paul E. Hennon, Ewa H. Orlikowska, and Mark S. Wipfli. "Factors affecting distribution of wood, detritus, and sediment in headwater streams draining managed young-growth red alder conifer forests in southeast Alaska." Canadian Journal of Forest Research 36, no. 3 (March 1, 2006): 725–37. http://dx.doi.org/10.1139/x05-272.

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Factors (riparian stand condition, management regimes, and channel properties) affecting distributions of wood, detritus (leaves and branches), and sediment were examined in headwater streams draining young-growth red alder (Alnus rubra Bong.) conifer riparian forests (< 40 years old) in southeast Alaska. More riparian red alder were found along streams affected by both timber harvesting and mass movement than in streams affected by timber harvesting alone. Young-growth stands produced little large wood material (diameter ≥10 cm) and had little effect on altering the size distribution of functional large wood in channels, although more alder wood pieces were found in streams with greater numbers of riparian alder trees. Legacy wood pieces (>40 years old) remained in channels and provided sites for sediment and organic matter storage. Despite various alderconifer mixtures and past harvesting effects, the abundance of large wood, fine wood, and detritus accumulations significantly decreased with increasing channel bank-full width ( 0.53.5 m) along relatively short channel distances (up to 700 m). Changes in wood, detritus, and sediment accumulations together with changes in riparian stand characteristics create spatial and temporal variability of in-channel conditions in headwater systems. A component of alder within young-growth riparian forests may benefit both wood production and biological recovery in disturbed headwater stream channels.

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Ranchhod, Ashok, and Cãlin Gurãu. "Internet-Enabled Distribution Strategies." Journal of Information Technology 14, no. 4 (December 1999): 333–46. http://dx.doi.org/10.1177/026839629901400403.

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This paper investigates the effects of the Internet on the structure of the classical marketing channels. The advantages offered by the Internet have determined many companies to adopt different models of Internet-enabled distribution strategy. The choice and the implementation of these strategies will be influenced, as in the case of any other marketing channel, by the characteristics of the company, of its clients, and of the traded products. On the basis of an empirical study of 500 Internet commercial sites, the present paper identifies the models of Internet-enabled distribution strategy implemented by the Web-active companies, and then verifies four hypotheses related to the factors that influence the choice and implementation of a particular strategy.

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Journal articles on the topic 'Distribution channel management'

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