Channel Behavior And Management Decisions Essay

For this assignment, the writer commences by exploring “Resource Dependency Theory” as the understanding of this hypothesis is vital. Next, an overview will be undertaken in terms of the selected organisation -that is, Wal-Mart Stores, Inc. After, the paper will present a brief description of the relationship between Walmart and its suppliers. It then goes on to highlight the managerial bridging strategies that the company uses in dealing with the organisations it depends on for resources. These strategies are: negotiation, contracts, interlocking directorates, joint ventures, strategic alliances, and mergers and acquisitions.

Personally I worked for a video game company called FuncoLand which was purchased by a company called Babbages, which merged with Electronics Boutique. After the merger the name of the company was changed to GameStop which is now the largest video game retailer in the United States. The thing that makes this important to this paper is that when FuncoLand was purchased by Babbages the supply chain changed. The change in the supply chain meant that all orders must be relooked at to insure the same profit levels for products that GameStop enjoyed.

The Video Case Assignment: Chapter 5 talks about TREK, a company that makes bicycles that was founded in 1976. The mission statement of TREK is “We create products we love. We want everyone to love riding bikes. We foster environments of creativity and innovation where the industry’s greatest thinkers can grow ideas into world-changing products that make us proud—products we ourselves love to use. We build for good, among friends, with integrity. We take care of our customers. We want our relationships to last if our bikes, so you can count on us to take care of you and do what’s right. We stand behind our bikes, and the people who ride them.” (Trek Bikes, n.d) Three of the marketing concepts that TREK is using is the Organizational buying

The company’s resource strengths are advertising, celebrity appeal (2 contracts), competitive low pricing in several segments, rebate offer, and model availability. The company’s resources weaknesses are in SQ rating, free shipping, retailer support, and delivery time. The external market opportunities that will have the company growth and increase profitability; sustained low-cost strategy in the wholesale segment, compete in private label segment (no bids in Year 12) and expanding on manufacturing capacity. In Year 12, Company C was able to lower manufacturing cost by 10% and 7% in North America and Asia-Pacific respectively. External threats to Company C are companies like A, B, and E selling at a loss in the private-label segment. Company C will strive to compete with low-cost strategy but with a controlled loss (if any), unlike the current price wars in the private-label segment, which in Year 12 Company C did not compete. Company C is strong in the wholesale segment and in the industry as a whole. The company has some strong resources to continue its growth and probability. Company C’s

2. The weights for the five dimensions that the Heartland & Company focuses on should not be equal. As indicated in the beginning of the case document, the Supply Management Manager Walter A. Walsh and one of his buyers, Olivia Newcomb point out the company’s priorities which are cost reductions and long-term relationship. Also, the competitive advantage of cost reductions is usually based on excellent cost management, while the long-term relationships are supposed to build upon efficient and effective communication, which is an important part of wavelength. That is, the Heartland & Company is expected to put more weights on cost management and wavelength than those on other factors. Following that, improvements on technical support could also reduce costs, specifically assembly costs. Hence, it is reasonable to put more weights on technical support than those on the rest two elements, which are delivery and quality. According to the level of priority the Heartland & Company designates to each factor, I come up with the following weights: Cost management 30%, wavelength 30%, technical support 20%, delivery 10%, and quality 10%.

Potential channels included: Heavy supply houses and heavy equipment distributors - provided access to a wide market but also absorbed additional profit margins. More importantly, they were unlikely to hold the enthusiasm needed to actively promote CMI’s pads and educate the market. Manufacturer’s reps – were commission-based transaction-driven salespeople. Reps held strong industry connections and offered access to a wide market without increasing labor costs. On the other hand they held low brand loyalty and could be discouraged by complex time consuming transactions requiring market education. CMI was also considering In-house direct sales force – they would have offered strong brand loyalty, product knowledge and professionalism but also take longer to gain market coverage and demand large expenditure on labor and training. CMI eventually decided to sign manufacturing reps who sold their pads to various distributors and supply houses.

The company sells its products through two separate channels of distribution. Each is treated as a

Any retailers without loyalty buyers will quickly fail. Therefore, attracting more potential customers, acquiring more new customers, and maintain more loyal customers will help a company success in the high competing industry. Also, if retailers can get the suppliers with lower price or better quality product, the more likely a retailer could win in the industry. Since there are only limited number of suppliers in the industry and the merchant they supply account for a larger part of the retailer’s sales. All of the retailers are competing for the

Currently, the market environment of the athletic apparel industry has several key players, including brands such as Nike, Adidas, Under Armor, Dicks Sporting Goods, and others. Foot Locker carries many of these brands within is chain of stores. As a third-party retailer that carries many brand’s products, competition comes from other outside retailers as well as the brands that they carry, such as Nike, Under Armor, etc., who focus on their direct to consumer sales, (Diaz CNBC). “Many customers prefer to bypass third-party stores and rely on the brands’ own retail stores,” (Kenra Investors 2017). By Foot Locker’s suppliers also being member of the market and competing against the firm, this has given the suppliers more bargaining power.

Davidson decided to use a direct sales approach in which CCC will engage with its customers by directly marketing and selling to them. Using a direct approach rather than a business to customer approach is more realistic for CCC. With a business to customer approach, the company will retain all ownership of its products. CCC would be responsible for distributing, servicing, and collecting payments for the canoes that they sell. A business-to-customer approach would be too costly.

"Despite the odds, Toyota and Honda have managed to replicate in an alien Western culture the same kind of supplier webs they built in Japan. Consequently, they enjoy the best supplier relations in the U.S. automobile industry…." (page 3 of the Liker & Choi article). Briefly describe the authors' explanation for why Toyota and Honda succeeded where the "Big 3" failed in terms of effective supplier relationship management. Do you agree with Liker & Choi's assessment? Please explain why or why not. Are there any barriers to prevent Ford and GM from emulating Toyota and Honda's approach to supplier relationship management?

This essay describes how poorly written communication can lead to misunderstanding and a possible loss of business. Through this paper the author wants to persuade the employer to sponsor a workshop for all employees to improve their writing skills, to increase business communications and to avoid arguments through poor communication. This paper demonstrates the effectiveness of writing skills and why business communication is important in any kind of business. What can your business achieve with good writing skills and what it the impact of good writing skills on business.

The company sells its products through two separate channels of distribution. Each is treated as a

For example, Boeing and Airbus supply most commercial aircraft. The concentration within the suppliers segment of the industry makes it very difficult for competitors to exercise leverage over another supplier and obtain lower prices. The power of the supplier is one key in prohibiting the ability of competitors to earn higher profits.

Allison Scher and Penelope Ryan worked well together when they showed up at the office every day. The problem aroused after implementation of flexi time & off site working by the company. Both of them started working from home & meet each other only during client meetings.