Designing A New Manufacturing Company Of Motor Vehicles Entering The Motor Scooter Market

2) Explain the role of channel intermediaries in the product distribution process. Why is their role important?

This paper is intended to shine a light onto distribution channels, both direct and indirect, as well as, provide a better understanding of channel levels. It will also deal with the different channel organizations, including conventional, horizontal, vertical and multichannel marketing systems.

Lamb et al. (2008) suggests that non-traditional channel provide a manufacturer serving a niche market with a means of gaining market access and customer attention without having to establish channel intermediaries. Again non-traditional channels can also provide another avenue of sales for larger firms.

Another component of an effective marketing plan is a distribution channel analysis. The path a product or service takes to reach the end consumer is referred to as a distribution channel, which can include wholesalers, retailers, distributors and the internet (Distribution Channel, 2013). A distribution channel analysis aids in the creation of a distribution strategy which will convey the company’s plan regarding the distribution of its products, determining whether to use a push or a pull strategy, and how that strategy fits the product, the target market, and overall marketing

Casablanca Kids is confronted with the interesting opportunity of redesigning their distribution channels. Effective distribution channel restructuring will allow the company to overcome their issue of declining net sales and therefore lead to a sustainable business. By developing a solution in a timely manner, the company has real potential to thrive.

brd sponsorship: national (manufacturer) /private (reseller), licensing, co-branding. brd management ee – line extension en – brand extension ne – multibrands nn –new brands. brd communications experiences +touchpoints, brded entertainment.retail+wholesale upstream: raw material, downstream: marketing channels and customers. “sense-and-respond” view = demand chain. value delivery network: partners of suppliers,distributors,customers to improve system in delivering customer value. channel members value –information, promotion, contact, matching, negotiation fulfill ,physical distribution, financing, risk taking. channel lvls : direct v indirect flows: physical, ownership, payment, information, promotion. conventional dist’ channel: independents, profit-seeking vertical management system (prod, wholesale, retail as unified system) corporate: 1 owner contractual(franchise): independents joining together through contracts to obtain higher sales administered: coordinates through size of 1 power franchises: manu- or serv- spons retailer, manu-spons wholesaler horizontal ms: 2+ companies join together multichannel ds: firm sets 2+ m channels to reach 2+ cust seg disintermediation: removing intermediaries or displacement of resellers) m channel design: analyzing customer needs, setting channel obj, types+# of intermediaries (intensive, selective, exclusive), evaluating channel alt. (economic, control,

When you select the distributor They study consumer need and order service view the channel objectives and limitation and company also find the alternative distributor if they your selector distribute fail . you create the good relationship among distributor

Engage with Distributors :Go back to the 300 independent distributions and share the value by collaboration. Make them part of the family and use their high ownership and passion to set behavioral experiments for getting feedback on new product development, market research and what customer really want.

The marketing channel(s) that will be used to distribute that product and the reason why these channels were selected

There is also another strategy called distribution channel A group that associate organizations and individuals that delivering products or services to final customers. Distribution channels which link the goods, producers and customers to each other. In addition, Intermediaries form the components of the distribution channel. There are two different types of distributors; general distributors provide a variety of different goods and services to different geographic

Firms distribute their product through multiple distribution channels which include direct and indirect channels. The channel in which distribution function is grouped by a supplier and one or more of intermediaries, is known as an indirect channel. However, a direct channel distributes products from producers to the users directly without introducing any intermediaries. Many reasons can be presented for the firms to adopt multiple channel strategy because advances in information and manufacturing technology have encouraged multiple channels. However, multiple channels for distribution of the products in the market arise many challenges and one of them is the

It is difficult enough to motivate direct employees to provide the necessary sales and service support. Motivating the owners and employees of the independent organizations in a distribution chain requires even greater effort. There are many devices for achieving such motivation. Perhaps the most usual is `incentive ': the supplier offers a better margin, to tempt the owners in the channel to push the product rather than its competitors; or a compensation is offered to the distributors ' sales personnel, so that they are tempted to push the product. Julian Dent defines this incentive as a Channel Value Proposition or business case, with which the supplier sells the channel member on the commercial merits of doing business together. He describes this as selling business models not products.

Considering from the area and condition of the new market and also the behavior of the customer then distribution channel will be decided.

To design distribution channels that satisfy customers and outdo competition, an organized approach is required which includes a sequence of four decisions;

Management of the marketing channel involves the use of interorganizational management (managing more than one firm) rather than intraorganizational management (managing one firm). They are seen as sets of interdependent organizations which, by an exchange of outputs, are involved in the process of making a product or service available for consumption.