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 R C C C C Bert Rosenbloom, 1995

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 Relative Power Position Dependence of A on B Dependence of B on A Gelderman, 2000

Importance of resources Discretion over resources allocation and use Elementer i RDT Importance of resources Scarcity of resources Discretion over resources allocation and use Measured on:   Relative magnitude of resource Criticality of the resource Concentration of resources Relative number of alternatives Ownership Access External use Pfeffer & Salancik, 1978

Sources: Gelderman 2000 & Weber 2002 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 Resource Dependency Theory (RDT) Success dependent on dependency between entities Measured on perceived value offered RBV og RDT giver svar på netop holdbarheden. Hvad ligger til grund for de fordele vi oplever og hvor hurtigt kan konkurrenter indhente. RBV: Forklarer fordele og deres holdbarhed. Intern analyse for “processerne” der ligger bag en “offering” RDT: Succes skyldes andres opfattelse af en værdi firmaet tilbyder. Altså OPFATTET værdi af en “offering” og ikke “processerne” Source: Peteraf 1993 Sources: Gelderman 2000 & Weber 2002

Anvendelsen af RBV og RDT RBV: VRIO model Valuable? Rare? costly to Imitate? Organised to be exploited? RDT: Importance? Scarcity? Discretion over resource allocation and use? Værktøjer til at nedbryde analyse: VRIO ISD Sources: Emerson 1962 and Pfeffer & Salancik 1978 Source: Barney 1997

Kraljich – på hoved Gelderman, 2000 Power-axis Importance-axis Important, buyer dominated Important, supplier dominated Not important, buyer dominated Not important, supplier dominated Gelderman, 2000

Krajlich gentænkt Supplier’s dependence Leverage Strategic Non-critical Bottleneck Buyer’s dependence Gelderman, 2000

Extending the supply chain Order Fulfilment Store-Based Distribution Centre Low Low Indirect Semi-Extended Decoupled Delivery Delivery Cost Customer Convenience Centralized Extended Direct Fully Extended High High Picking Efficiency Low High Capital Investment Low High Boyer et al, 2005

Advantages Disadvantages Examples Semi-Extended FullyExtended 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 Low fixed investment cost Halo effect High customer convenience 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 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 Office Depot Ocado Grocery Gateway Simon Delivers Office Max RoomstoGo Schwan’s Dairy Semi-Extended FullyExtended De-coupled CentralisedExtended

Påvirkninger på alliancer Market Turbulence Satisfaction with partner performance Alliance Type – Product access Market access Channel access Relative Dependency Intention to continue alliance Satisfaction with own gains Retail format: Hybrid / Pure Play 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 Undervisning Vejledning 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