B12: Marketing og E-business
Lektion 9
Mads Vangkilde
Lektion 9 – 6. april
• Lauritz.com
• Bengt Sundstrøm, grundlægger og
bestyrelsesformand
• Kl. 9-10. Præsentation og mulighed for dialog
• Ingen case
– Kig på lauritz.com og overvej relevante
spørgsmål/problemstillinger
Prissætning og Internettet
Distributionskanaler og
kanalkonflikter
Distributionskanaler
Producent
Producent
Producent
Producent
Agent
Grossist
Grossist
Detaillist
Detaillist
Detaillist
Forbruger
Forbruger
Forbruger
Forbruger
Influenter på kanalstrukturen
• Nødvendige funktioner I kanalen
•
•
•
•
Uoverensstemmelse i kvantitet
Uoverensstemmelse i sortiment
Uoverensstemmelse i tid
Uoverensstemmelse i sted
• Omkostninger ved funktioner
• Specialisering / arbejdsdeling
• Efficiens af transaktioner
• Ledelsens ønske om kontrol
Bert Rosenbloom, 1995
Antallet af transaktioner
M
M
M
M
C
C
C
C
M
M
M
M
C
C
R
C
Bert Rosenbloom, 1995
C
Typer af flows i en kanal
•
•
•
•
•
•
Title flow
Negotiation flow
Product flow
Finance flow
Information flow
Promotion flow
Bert Rosenbloom, 1995
Tendenser
•
•
•
•
•
Strategisk betydning af distribution
Alliancer og strategiske samarbejder
Vækst i vertikale marketing systemer
Øget magt til detailleddet
Øget betydning af teknologi
Bert Rosenbloom, 1995
Resource Dependence som
årsagsafdækning af
konkurrencefordele
Dependence of A on B
Relative
Power
Position
Dependence of B on A
Gelderman, 2000
Elementer i RDT
Importance of
resources
Scarcity of resources
Discretion over
resources allocation
and use
Measured on:
Measured on:
Measured on:
Relative magnitude of
resource
Concentration of
resources
Ownership
Access
Criticality of the
resource
Relative number of
alternatives
External use
Pfeffer & Salancik, 1978
Fordeles vedvarenhed?
• Resource-Based View
of the firm (RBV)
– Firm internal resources
used to create
competitive advantages
• Resource heterogeneity
• Ex ante limits to
competition
• Ex post limits to
competition
• Imperfect mobility
Source: Peteraf 1993
• Resource
Dependency Theory
(RDT)
– Success dependent
on dependency
between entities
– Measured on
perceived value
offered
Sources: Gelderman 2000
& Weber 2002
Anvendelsen af RBV og RDT
• RBV: VRIO model
–
–
–
–
Valuable?
Rare?
costly to Imitate?
Organised to be
exploited?
Source: Barney 1997
• RDT:
– Importance?
– Scarcity?
– Discretion over
resource allocation
and use?
Sources: Emerson 1962
and Pfeffer & Salancik
1978
Kraljich – på hoved
Poweraxis
Importance
-axis
Important, buyer
dominated
Important,
supplier
dominated
Not important,
buyer dominated
Not important,
supplier
dominated
Gelderman, 2000
Krajlich gentænkt
Supplier’s
dependence
Leverage
Non-critical
Gelderman, 2000
Strategic
Bottleneck
Buyer’s
dependence
Extending the supply chain
Order Fulfilment
Store-Based
Indirect
Distribution Centre
Direct
Low
Delivery
Cost
Customer
Convenience
High
High
Decoupled
Delivery
Semi-Extended
Low
Centralized
Extended
Fully Extended
Low
Picking
Efficiency
High
Low
Capital
Investment
High
Boyer et al, 2005
Advantages
Disadvantages
Examples
SemiExten
ded
•Low, fixed investment cost
•Increased foot traffic in store and continued
opportunities for impulse buys
•Dual channel marketing
•Low delivery cost
•High picking cost
•Inventory tracking is difficult
•High risk of stock-outs/substitution
•Low customer convenience
Best Buy
Circuit City
Lowes Foods
REI
Sears Canada
Rite Aid
Walgreens
Fully
Exten
ded
•Low fixed investment cost
•Halo effect
•Dual channel marketing
•High customer convenience
•High picking cost
•Inventory tracking is difficult
•High risk of stock-outs/substitution
•High delivery cost
Tesco
Grainger
Sainsbury
Albertsons
America Fresh
•Aggregated inventory
•Low picking costs
•Specialized and dedicated fulfilment
•Fresher product & faster inventory turns
•Ability to manufacture or assemble order
•Low risk of stock-out/substitution
•Low delivery cost
•Low customer visibility
•Low brand awareness
•High fixed investment cost
•Long lead time
Amazon
Dell
FreshDirect
Netplix
Lands’ End
LL Bean
Drugstore.com
Caremark
Omaha Steak
•Aggregated inventory
•Low picking costs
•Specialized and dedicated fulfilment
•Fresher product & faster inventory turns
•Ability to manufacture or assemble order
•Low risk of stock-out/substitution
•High delivery cost
•Low customer visibility
•Low brand awareness
•High fixed investment cost
•Long lead time
Office Depot
Ocado
Grocery Gateway
Simon Delivers
Office Max
RoomstoGo
Schwan’s Dairy
Decoupl
ed
Centr
alised
Exten
ded
Påvirkninger på alliancer
Market
Turbulence
Satisfaction
with partner
performance
Alliance Type –
Product access
Market access
Channel access
Relative
Dependency
Retail format:
Hybrid / Pure Play
Intention to
continue
alliance
Satisfaction
with own gains
Involvement in
other alliances
Technological
Turbulence
Patrali Chatterjee, 2002
Anbefalet læsning
• Boyer et al 2005
• Pfeffer & Salancik 1978
• Weber 2002
• Gelderman 2000
Weber og Gelderman
giver operationelle
indsigter.
Kort om evalueringen
• Pensum/litteratur
• Tilgængelighed
• Sværhedsgrad
• Omfang
• Undervisning
• Præsentation, læsning, case
• Case (øvetimer) og virksomhedsbesøg
• ”e” aspektet, gæsteforelæsere, eksempler
• Vejledning
• Eksamensform
• 2 vejledere
Lektion 10 – Case – 13/04
• Distributionskanaler/kanalkonflikter
• Sitescape + handout
• Lektion 10 – Channel Conflicts Crumble
• Stine, Camilla, Hjörtur, Jeanette & Morten RJ
Channel Conflicts Crumble – Gruppe 6
• Færre kanalkonflikter – hvorfor og hvordan, set i
lyset af RDT?
• Hvem er det til fordel for – og hvad vil den
stærke part gøre ved det?
• Er fremtidens billede mere nuanceret – vil det
variere fra industri til industri?
Case til Lektion 10