MBA市场管理案例分析.pptx

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1、How to control and expand distribution without compromising the brand image?第1页/共13页Distribution StructureDistribution and the Brand ImageChallenges Next Step 第2页/共13页Why Controlling Distribution?lControl Brand Image lProblem of heterogeneity in retailer strategies over product displaylDiversity in

2、distribution channelslRecovering from price and brand confusion of past ten years lIncrease turnover 第3页/共13页Distribution StructurelUse distribution asA channel of distributionDiversified channels:retail outlets,museum stores,gift shops,A place to increase brand equityLuxury retail shops in ItalylOf

3、fering:between shopping and specialtyDesign-oriented table and kitchen productsShopping goods(not convenience goods!):about 50%purchases as gifts,wedding presents,Christmas:overall 25-30%of annual sales.Specialty goods:best sellers like M.Suicide,Magic Bunny,etc lConsumer side distribution structure

4、 1983:Change into streamlined distribution system第4页/共13页Distribution StructureManufacturerIndependent DistributorsRetailersManufacturerRetailersorders-deliveriesorders-deliveriesordersSingle Country Independent agentsor subsidiariesordersdeliveries1983:streamlined distribution systemlHybrid channel

5、 administrationIndirect for orders and direct for deliveriesAgents:independent or company-owned subsidiaries lBenefits:increase of control in distribution,reduction of functional discrepancies,reduction of delivery costs,economies of scale in order management,better mapping in assortment of goods an

6、d better services by company-owned subsidiaries第5页/共13页Distribution StructureManufacturerRetailersordersSingle Country Agentordersdeliveriesl PUSH strategyInduce cooperation with retailers,keep inventory low,display products,and visibility on shelf spaces to win voluntary co-operation.streamlined di

7、stribution systemlShift in market coverage strategylFrom intensive distribution to selective distribution:lAgents as independent entities in exclusive geographical areaslFrom 9000 retailers in 1989 to 5000 in 2000.第6页/共13页Management of Power in Distribution ChannelslAvoidance Strategy Differentiatio

8、n:design oriented and product naming Focus:Table and kitchen,high-quality Reduction in costs:Reduction in delivery costs by streamlined distribution system.lLately:Resistance and confrontation strategyDiversification of channels:selected retailers,own stores,licensingControlled distribution system第7

9、页/共13页Management of Power in Distribution ChannelslPower Management increased by streamlined distribution systemBetter control over products and shorter delivery channels thus reduction of costs of opportunity.Threat of revocationRetailer churn=5%in 03TrainingsMerchandising Reference valueIdentifica

10、tionCoercive sourcesNon-coercive sourcesPowerbasicofferingServices:support in merchandising,inventory risk,trainingservice offering第8页/共13页Distribution and the Brand第9页/共13页Distribution on Brand ImagelConsistent retail experience to strengthen the brandBenefits:Customer Loyalty,more inelastic consum

11、er response,greater trace cooperation and support,possible licensing opportunity Shop-in-shop for control over product display,demanding retailer commitment:ask for minimal surfacesMono-brand stores:show rooms and flagship storesl03:3 moves to expand distribution while increasing customer-based bran

12、d equity value:Consistent retail experienceIncreasing retail penetration in key markets Licensing the Brand for newer types of products like watches and cars第10页/共13页Distribution Challenges on Brand Imagel80s:Too intensive distribution system Price discrepancy between luxury retailers and others con

13、fusing brand image lConstant control challenge over product display,merchandising and pricing Though selective approach,Licensing still putting at risk the brand image by partners controlling manufacturing and distribution.LuxuryOther retailers第11页/共13页Next Step:Multiple Trademarks第12页/共13页感谢您的观看！第13页/共13页