Marketing Channel Reflection

/in /by

Students will be required to write up a reflective essay on what they have learned from their marketing channels course

including guest speakers during the spring session.  (6 pages)

 

Subject description 

This subject develops advanced knowledge, theories and professional practice relating to the design and management of effective business-to-business (B2B) and business-to-consumer (B2C) channel relationships. The subject introduces students to analysis of multichannel organisations that are adopting and managing both traditional and/or direct online digital channels to achieve a sustainable competitive advantage. Technical channel research skills are developed to apply to conducting a channel audit, identifying channel gaps to improve channel organisational efficiency.

 

Subject learning objectives (SLOs) 

Upon successful completion of this subject students should be able to:

  1. implement practical solutions to complex channel problems by analysing relevant information
  2. apply business concepts, analytical perspectives, decision tools, and innovative problem solving to address managerial channel decisions
  3. work effectively in teams to develop interpersonal, leadership and communication skills
  4. present effectively in an informal and formal manner the findings of the group work components.

 

Contribution to the development of graduate attributes 

This unit focuses specifically on the acquiring the knowledge and practical competencies to design, develop, maintain and manage effective relationships among worldwide marketing channels, to achieve sustainable competitive advantage by using strategic and managerial frames of reference. Students will acquire an understanding the issues and challenges faced by organisations in designing and managing these channels, and their strategic importance to these organizations. This subject develops skills linked to the Faculty’s graduate attribute that looks at developing critical thinking, creativity and analytical skills. This is achieved through analysing a company’s channel ecosystem through completion of a major project, guest speakers and case problems.

Behavioural Processes in Marke2ng Channels

Lecture 4

Part 1 Marketing Channel Systems

 

 

 

©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

 

 

4

 

 

Adaptive Networks

 

 

Complex Adaptive Systems

 

 

 

 

Vendor IT Firm

RetailersWholesalers Corporate

Customer

Resellers

Alliance

Partners

Parent Firm

Gov’t & Industry

Competitors

Cultural Impact

Channel Marketing Relationships (CMRs) Interpersonal Commercial Relationships (ICRs)

Segment of 1st time consumers

Segment of Influencer consumers Segment of

Long-term consumers

Segment of Short-term consumers

Segment of Lost consumers

Segment of Innovator consumers

Individual consumers Individual

consumers

Individual consumers

Segment of Potential consumers

Figure 2.1:

Network approach and connections of an information technology company

Interface

of (B-to-C)

Relationships

 

 

©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

 

 

Interaction of channel constructs in Channel Marketing Relationships (CMRs)

Trust

Cooperation Commitment (+) or (-) Outcomes

(absence of Conflict)

Long-term relationship

Shared values

Personality Factors

Balanced Power

Communication

Inter-Dependence Adaptability

Importance

 

 

Conflict

Marke2ng Channels

 

 

©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

3

 

 

©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

5

 

 

 

 

 

 

 

 

A limited amount of channel conflict is healthy…..However, once the balance between coverage and conflict is lost, destruc2ve channel conflict can quickly undermine your channel strategy, market posi2on, and product line profitability.

21

 

 

 

 

 

 

Resolving Conflict

“Communica+on, communica+on, communica+on. I think that’s the biggest. The thing is that you have to have that communica+on discussion with mul+ple points within the vendor all of the +me because you can’t rely on one person to carry it through. What we realise is that when you have one point person on a vendor, like your vendor account manager, when major conflict s arise, they’re going to protect their buC, not yours”.

 

 

 

Conflict Resolu2on – The Water boy

 

 

26

 

 

Importance of effective Account Management

“I get a new vendor account manager who is so much beCer than the last account manager and this is great and they’re very effec+ve. So you come together and are close and this has a las+ng impact un+l that account manager leaves. Another one might create a sort of separa+on. You know when your account manager changes and you get an ineffec+ve one. It’s all about people rela+onships. If an account manager has lied and you learn that they lied to you and they will cause you to move apart.”

 

 

 

Power

Marke2ng Channels

 

 

©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

 

 

©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

7

 

 

 

 

Walmart Retailer Power

 

 

Roles

Marke2ng Channels

 

 

©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

 

 

 

 

Communica3on

Marke2ng Channels

 

 

 

©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

10

 

 

©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

 

 

 

Trust

Marke2ng Channels

 

 

 

 

 

 

Summary •  Channels are a behavioural system underpinned by rela2onship bonds.

•  Channels partners are co-dependent on each other. •  Managing and resolving conflict is a key channel management skill

•  Understanding the applica2on of power in channel rela2onships

•  Communica2on consistency over 2me results in trust and profits.

48

 
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