...Table of Contents: 1.0. Company Overview: ........................................................................................................ 3 2.0. Industry Overview: .......................................................................................................... 3 3.0. Gap’s current channels strategy’ analysis: ....................................................................... 4 3.1. Gap’s market segmentation: ........................................................................................ 5 3.2. Gap’s Current Channel Chains:................................................................................... 6 3.3. Gap’s Directional Policy Matrix: ................................................................................ 7 4.0. Gap’s future channel chain: ............................................................................................ 9 5.0. Recommendations: .......................................................................................................... 9 6.0. Limitations: ................................................................................................................... 11 7.0. References: .................................................................................................................... 12 8.0. Appendix:...................................................................................................................... 14 ...
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...Research Paper: Direct Sales to Multichannel Supply Chain Activity 7.4 By Brian K. Tramontina Submitted to Dr. Xavier Bruce In Partial Fulfillment of the Course Requirements for LGMT 682 Integrated Logistics Embry-Riddle Aeronautical University College of Business - Worldwide May Term 2015 July 17th, 2015 Table of Contents I. Introduction…………………………… Page 3 II. Early Beginnings……………………….. Page 3 III. Common Ground………………………. Page 4 IV. Rabbit Ears to Multi-Channels………… Page 5 V. Benefits………………………………… Page 5 VI. Drawbacks…..…………………………. Page 6 VII. Effects on the Supply Chain…………… Page 7 a. Distribution Centers……………. Page 7 b. Inventory………………………. Page 8 c. Demand Forecasting…………… Page 9 VIII. Customer Interaction…………………… Page 10 IX. Conclusion…………………………………. Page 11 X. References………………………………… Page 12 Introduction Many of the larger current retail stores in the outdoor goods industry got their start by practicing direct sales – that is they sold door-to-door and person-to-person. Sometimes they placed advertisements in newspapers and when they got a response or an “order”, they would pack it up and mail it out from their own house. Logistics probably was not a very important topic in the minds of those entrepreneurs back then and the supply chain was simply whatever they had that they could sell. The more they sold, the more successful they became and the more they...
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...Markt in Zukunft in den Bereich E-Commerce verlagert und inwiefern dies den Einzelhandel beeinflussen wird stellen das zentrale Thema dieses Aufsatzes dar. Die Gliederung des Aufsatzes gestaltet sich wie folgt: Als Einführung wird eine Chronologie der Entstehung des Onlinemarktes für Lebensmittel gegeben, um diesem Bereich eine Bedeutung für den jetzigen und zukünftigen Lebensmittelhandel beimessen zu können. Dabei wird kurz auf das Beispiel Großbritannien eingegangen. Des Weiteren sollen die Einsteiger in diesen Markt und die Reaktion der „großen“ deutschen Lebensmitteleinzelhändler und Discounter aufgezeigt werden. Anschließend sollen Vor- und Nachteile des Online Handels gegenüber dem Einzelhandel dargestellt, der Begriff „Multichannel“ erläutert und die daraus resultierenden drei Kundensegmente präsentiert werden. Abschließend wird ein Ausblick auf die Zukunft und die Chancen des Online Lebensmittelhandels gegeben. Der E-Commerce-Bereich befindet sich in den letzten 15 Jahren in einem rasanten Wachstum. Jahr für Jahr bestätigt sich im Online Handel ein neues Rekordwachstum. Laut des Bundesverbandes des Deutschen Versandhandels wurden Online 39,1 Milliarden Euro umgesetzt. Der Trend nach „Click‘and‘Buy“ Bestellungen soll auch in den nächsten Jahren immer weiter an Bedeutung gewinnen und den Einzelhandel gefährden. Während die Vorreiter im E-Commerce noch der Verkauf von Bekleidung ist, beginnen nach und nach andere Branchen im Online Handel zu wachsen. Bereits...
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...The role of self-service technology within service retailing Since the beginning of time, commerce and trading has been at the center of society. As a vital part in the societal mechanism, commerce has evolved along with it. If in the beginning commerce involved an exchange between two people acting as the two parties, nowadays, in the era of technology, goods and services can be bought (or exchanged) without the physical existence of the seller. This is how e-commerce has begun, through the aid of self-service technology. According to Gable (1985), technology nowadays is changing rapidly. Retailing today is part of an era where top of the line technology is available for all and is developing fast, where companies make billions of dollars annually. The challenges in the retail section have never been greater. Consumption is increasing, despite the current situation of the economy worldwide. Expectations are rising and new market channels bring around new opportunities for retailers. However, with new opportunities comes a higher completion as well. A self-service technology is an object which allows every customer to interact with a self service software that puts the control into the hands of the customer. And there is no better example for this than the e-commerce mentioned above. The freedom to choose when, where, what, at what price to buy goods or services (think about planning your vacation and using the internet to make airplane, hotel or certain monument reservation)...
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...producer and the ultimate consumers deal directly with each other. With a direct channel there is no intermediaries, the producer handles all channel functioning. A good example of a direct channel is an insurance company. The second distribution level is the indirect level. Unlike direct distribution the indirect distribution level has one or more intermediaries between the producers and the consumers who perform different functions (Kerin, Hatley & Rudelius, 2013). A good example of an indirect level of distribution is a company who uses industrial distributers or agents to reach users. In addition to channel levels in marketing there are also several channel organizations which include; conventional, vertical, horizontal, and multichannel marketing systems. In...
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...could get access to both channels, and later the sports channel Sky Sports also became encrypted. In September 1993, BSkyB launched Sky Multichannels which was the present digital platform's analogue predecessor. Sky Multichannels was a subscription package that gave access not only to Sky's own channels but also those of third party broadcasters. 1998 launch[edit] Sky's digital service was officially launched on 1 October 1998 under the name Sky Digital, although small-scale tests were carried out before then. At this time the use of the Sky Digital brand made an important distinction between the new service and Sky's analogue services. Key selling points were the improvement in picture and sound quality, increased number of channels and an interactive service branded Open.... now called Sky Active, Sky competed with the ONdigital (later ITV Digital) terrestrial offering and cable services. The new service used the Astra 2A satellite which was located at the 28.5°E orbital position, unlike the analogue service which was broadcast which was broadcast from 19.2°E. The old position was shared with broadcasters from several European countries, while the new position at 28.5°E came to be used almost exclusively for channels that broadcast to the United Kingdom and Ireland. In addition to most channels from the Sky Multichannels package, Sky Digital launched with several new...
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...Executive Summary Colgate Palmolive is a well-reputed company with a large series of its well-known products having different varieties in terms of flavour. Colgate Palmolive is the world leader in oral care industry. They cater the need of different segments by offering innovative products. The main objectives of this study is to analyse the existing channel strategies, physical distribution, sales force design and marketing strategies of Colgate Palmolive in India and recommend the improvement if any on these areas. Furthermore the communication strategies are discussed in detail. The communication strategy includes the study of the message strategy, creative strategy, the positioning of various brands of Colgate as well as the use of the various communication channels. Colgate Palmolive India Headquarter in Mumbai with an annual Turnover around 1100 crs Market leaders in Oral care Colgate consistently won India¶s no 1 brand of the year award from last three years Colgate Ranked among Best Employer in India In the oral care product segment following Colgate Palmolive are the toothpaste available in Indian market: 1. Colgate Dental Cream 2. Colgate Total 12 3. Colgate Sensitive 4. Colgate Sensitive-Pro-Relief 5. Colgate Max Fresh 6. Colgate Kids Tooth Paste 7. Colgate Fresh Energy Gel 8. Colgate Herbal 9. Colgate Cibaca Family Protection 10. Colgate Active Salt 11. Colgate Maxwhite Marketing Channel...
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...Baseline current go-to-market activities Posted on November 6, 2009 by Kamran How do you capture your revenue today? We asked thousands of business owners, CEOs, and VPs of sales and marketing this question. Guess what? Most of them stumbled. Do you know the answer? If your answer is yes, congratulations! You are ready for the next question:Do you know how profitable each channel is? The purpose of the baseline step is to answer these two questions with hard facts and document the underlying assumptions, beliefs and opportunities in existing go-to-market activities. The problem is that many organizations don’t know what they already know. Even in the age of the Internet, business units and departments are still working in silo, perfecting, rejecting, and innovating sales and marketing tactics without sharing with others. So the idea of the baseline activity is to bring everyone on board and create a fact base of current activities so you don’t have to reinvent the wheel. The question is, what information should be collected and from where? Advances in analytics and business intelligence have allowed organizations to collect tons of data that can be sliced and diced a thousand different ways. If you are not collecting this data, don’t worry. To make reasonably accurate decisions, you really don’t need to know if Edward Jones wears a yellow shirt when he buys orange flowers for his girlfriend Jill. There is a place for such detailed data; however, for our purposes we can live...
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...Global E-Commerce Advanced Multichannel Expectations in Highly Developed Markets Joanne Bethlahmy, Paul Schottmiller Cisco Internet Business Solutions Group December 2011 Cisco IBSG © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Public Internet Business Solutions Group 1 Executive Summary Many retailers are ―going global‖ to capture a larger share of the $1.4 trillion e-commerce market Leading-edge multichannel experiences are becoming the norm in highly developed markets around the globe To compete, retailers will need to understand customers’ needs and expectations in each market, and deliver highly advanced multichannel experiences Source: Cisco IBSG, 2011 Cisco IBSG © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Public Internet Business Solutions Group 2 1 Global E-Commerce Background and Challenges Cisco IBSG © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Public Internet Business Solutions Group 3 E-Commerce 2015: $1.4T, Still High Percentage in Developed, Non-U.S. Markets E-Commerce Spending (US$B) $1,600 Global e-commerce, including travel, will reach $1.36T by 2015—13.5% CAGR over six years This study focuses primarily on highly developed e-commerce and technology markets in Europe and Asia – Generally, high penetration of broadband and mobile, sophisticated delivery infrastructure – Example: U.K., Japan, France, and S. Korea will still represent almost...
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...Worksheet (DW#8): Delivering the Value for Distribution Channel Strategy 1. Value Creation: The performance of actions that increase the worth of goods, services or even a business. Many business operators now focus on value creation both in the context of creating better value for customers purchasing its products and services, as well as for shareholders in the business who want to see their stake appreciate in value. Value Delivery Network: Consists of the value chain, its suppliers, distributors and ultimately customers, all of which work together to add value to the customer. Increasingly companies are partnering with members of their supply chain to enhance the performance of the customer value delivery network. A value chain is a set of activities that a firm operating in a specific industry performs in order to deliver a valuable product or service for the market. To add value, the organization must be doing more for its customers than simply carrying out the ‘face value’ of the activities, otherwise customers would presumably carry out the activities themselves. Customers either cannot carry out the activities at all, or cannot match costs, or don’t want to carry on the activities and so are willing to pay others to carry them out instead. * knowhow – suppliers often use knowhow that customers simply don’t have * economies of scale – suppliers often produce efficiently in huge volumes with each customer buying only a small proportion. Suppliers’ economies...
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...consumers around the world was a key focus at the 2010 World Retail Congress in Berlin, where numerous international speakers were on hand to provide insights into their markets. “First and foremost you have to understand in detail who your customer is. Only then can you leverage a change of marketplace,” said Ian Scholey, managing director of consultancy company 5One in the UK, when discussing strategy for embarking on global expansion. Here we report on some of the consumer thoughts shared from Brazil, China, India and Japan. WGSN FACT FILE Brazil's neoconsumer has a global outlook, is multichannel and digitally connected. China's middle class is focused on the future, driven by ambition and pressured to succeed. In India a new sense of "price plus" value exists, based not just on price but factors such as quality, fashion and service. In Japan three key trends exist: multichannel, convenience and sustainability. BRAZIL A new consumer has been built by Brazil’s changing market, said Marcos Gouvea de Souza, director general at Brazilian consulting firm GS&MD. Despite turbulent times on a global scale during 2008/09, Brazil saw a growth of 10.7% in retail performance in 2010, the third highest increasing rate worldwide. This is the result of unemployment being at its lowest level in 20 years and wages seeing consistent increases over the past five years, explained Gouvea de Souza. At 43% of GDP, credit is now at the highest it has ever been in the country as well...
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...DELIVERING VALUE expanded the brand to whole “we and accessories, but weinclude alearned line of apparel quickly that it was not good to have one channel of distribution… Kathy Ireland Chief Designer of RFA, Founder of KIWW, Author, Model Classified - Highly Confidential 1 “ CONTENT • DESIGNING & MANAGING INTEGRATED MARKETING CHANNELS – Marketing Channels and Value Networks – The Role of Marketing Channel – Channel Design Decision – Channel Management Decision – Channel Integration & Systems – Conflict, Cooperation & Competition – E-Commerce Marketing Practices • MANAGING RETAILING, WHOLESALING & LOGISTICS – Retailing – Wholesaling – Market Logistics Classified - Highly Confidential 2 DESIGNING & MANAGING INTEGRATED MARKETING CHANNELS Classified - Highly Confidential 3 MARKETING CHANNELS AND VALUE NETWORKS Marketing Channel “the set of firms and individuals that take title, or assist in transferring title, to a good or service as it moves from the producer to the final consumer or industrial user” Kotler, P., and Armstrong (1989) Principles of Marketing. Prentice-Hall Classified - Highly Confidential 4 MARKETING CHANNELS AND VALUE NETWORKS Why It’s Important • Affect not only marketing decisions but also non-marketing’s • Convert potential buyers to profitable customers • Not only serve market but also make market Classified - Highly Confidential 5 MARKETING CHANNELS AND VALUE NETWORKS Marketing Channel Strategy Push Strategy Producer inducing Intermediaries...
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...m BUSINESS PROCESS AUTOMATION IN RETAIL The retail industry is facing sweeping and unprecedented change. Customers’ expectations grow higher, economic pressures require them to do more with less, and each day new competitors appear. Responding to that rapid pace of change, retailers tell us, is both their biggest challenge and their biggest opportunity. Retailers who can adapt to change can make intelligent, fast decisions; find new markets to exploit; and constantly improve their products, services, and operations. But retailers don’t have a switch to flip that turns them into supersmart, super-adaptable businesses. Hoping to find that switch, they often turn to technology, looking for some magic to help them navigate a changing business environment. However, technology by itself is not the solution. Any discussion about generating a positive impact for the business should first center on how to empower people with effective solutions that deliver results. A “connected retailer” not only leverages a flexible, economical technology platform that drives results, but also focuses primarily on its greatest asset: people empowered by the right solutions to act on the right information at the right time. To enable your organization’s people assets to extend their potential through the use of software, Microsoft delivers agile and adaptive solutions for business process automation (BPA). BPA solutions provide the tools, technologies, and infrastructure to automate complex business processes...
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...Winning the Shopper Winning the Shopper How do consumers shop today ? ‘We now live in the age of new retailing in a multichannel world……Their high street, their computer, their smartphone – all these offer different ways of shopping (for consumers) and all are converging’ Philip Clarke, Tesco Group CEO. 8 June 2011 Winning the Shopper How do consumers shop today ? • The internet is the primary source for consumer electronics shoppers • Online research drives both online and in-store purchases • Online and in-store electronics shoppers purchase from different types of retailers Winning the Shopper A Multichannel Retail Vision In-store Online On Mobile Required to deliver a seamless experience across channels and to maintain and drive competitive differentiation Connecte d Shopper Winning the Shopper A Seamless Cross-Channel Customer Experience The same level of personalization, customization, access to information and good service needs to be delivered both online and offline Winning the Shopper Reacting at the street retail point MULTIPHONE Android Smartphones Winning the shopper Changes in Consumer Behavior The rise of the connected shopper has changed the shopping experience. Online shopping transformed consumer purchasing behavior, giving rise to crosschannel shopping and far higher shopping expectations, yet the in-store experience is changing very slowly since the earlier days of the shopkeeper. Winning the shopper Reinventing...
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...Titel der Arbeit „Augmented Reality als Multichannel-Ansatz im Fashion Retail – Chancen und Risiken für Modeanbieter“ Management Summary: Kurzfassung der Arbeit Die vorliegende Arbeit behandelt das Thema Augmented Reality (i.w.S. "erweiterte Realität") im Modehandel mit dem Ziel, das Potential derartiger Installationen im Rahmen eines vernetzten Vertriebs über mehrere Handelswege zu beurteilen. Die Arbeit kann als Entscheidungsgrundlage in Bezug auf die Einführung von einem zusätzlichen virtuellen Vertriebskanal (sofern eine Kaufoption vorhanden ist) verstanden werden. Die Unterscheidung liegt hier in den kurzfristigen Unternehmenszielen, die mit einer solchen Installation erreicht werden sollen. Derzeit beschäftigen sich viele Handelsunternehmen mit der Frage, wie und auf welchen Kanälen ihre Kunden am nachhaltigsten angesprochen werden können. Wichtige Elemente sind aus Kundensicht beispielsweise die Schaffung eines Einkaufserlebnisses, das dem eines stationären Einkaufs sehr nahe kommt oder gegenüber dem Point of Sale sogar einen Mehrwert bieten kann. Augmented Reality- Anwendungen können hier - beispielsweise durch virtuelle Anprobemöglichkeiten – wettbewerbliche Unterscheidungsmerkmale zwischen den einzelnen Fashion Retailern begründen. Viele Retailer stehen zur Zeit vor der Herausforderung, ob und in welchem Ausmaß sie Multi-, Cross- oder Omnichannel-Vertrieb als distributionspolitische, strategische Maßnahme wählen. Um...
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