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Contents

Channel Design, Back Then Unfettered Customers Rethinking Channel Design Building New Channel Strategies Go-to-Market Systems Assessing Your Capabilities Devising Your Channel Strategy Implementing Your Strategy Closing Remarks

Channel Design, Back Then


Based on market segmentation
Demographics Income level and shopping behavior

Main assumption
People with common demographic traits will shop & buy in same way

Customer type
Mainly loyal Made purchases from retailers, which served them with information and advice Stuck to the retail channels from beginning to purchase

Unfettered Customers
Traditional channel design is defunct for such customers
They can use any channel they want, w/o commitment to a single channel
Use of high-touch channels (i.e. retailers with higher prices and additional services) for information and product advices Buying the advised product/service from a cheaper channel

Causing an increase in companies stranded assets


Physical and organizational capabilities Highly trained salesforce Abundant, empty retail floor space

Research suggests that many customers may use multiple channels, both for B2B and B2C sectors.

Loyal and Unfettered Customer


Traditional Channel Purchase Purchase Channel A Channel B

Gathering Product Information Promotions

Benefit and Cost Comparison

Gathering Information

Conventional channel Loyal customers Mainly brick-and-mortar

Todays channels (retailers, e-businesses) Unfettered customers (channel surfers) Use of high-touch channels for information

Rethinking Channel Design


Demographics can tell you what people shop for
But not how they shop heterogeneity of shopping behaviours

Customer segmentation needs to be rethought with regard to 4 classifications:


Habitual Shoppers tendency to shop from same places, in same ways High-value deal seekers frequent channel surfers, bargain hunters Variety-loving shoppers informed by high-touch services, buy from favorite channel High-involvement shoppers informed by all channels, buy from cheapest channel

Rethinking Channel Design


Buyer Types & Purchasing Stages

Building New Channel Strategies


Discover how people shop
Conduct market research

Base your strategy on research results


Define pathways:
Reflecting customer behaviours Serving their needs Influencing their choices Returning highest value to your company

Go-to-Market Systems
Open System
Fragmenting/unbundling your offerings and delivering the ones your company is expected to be paid for

Captive System
Keeping your offerings bundled Binding activities together in the buying process Examples:
Staples if a product is not available in the store, customers can order it from in-store kiosks and arrange delivery Staples stores also have print catalogues customers can choose items from catalogue and order from home

Letting the customers choose from your offerings e.g. service, convenience, customization
Examples:
Toyotas website featuring a link to Edmunds, an impartial car rating service, in order to help customers compare cars Toyotas Boston dealership, adopting a transparency policy that informs customers about cars retail prices and dealers cost

Assessing Your Capabilities


Level of Product and Service Integration
If there is a high level of customization and servicing requirement, captive systems are more suitable

Assortment Requirements
One-stop shopping If customer needs/desires a wide range of products/services, relatively open systems are more essential

Product Availability
Open systems are more desirable if your customers:
cannot predict the amount/quantity of your product/service they require, or opt for purchasing your product locally, or need immediate replacements or spare parts

Product Quality Assurance


If product quality assurance is essential, captivity can offer direct access to suppliers

Devising Your Channel Strategy


Specializing in One Phase of Distribution
Concentrating capabilities and resources to a single function Building links to other function providers for complementary functions

Coordinating the Information Flows of Specialists


Works well when many undifferentiated competitors are present, thus the channel may require variety Having a competitive advantage in customer relationships is important Examples: yemeksepeti.com, Re/Max

Combining Several Channel Roles


A captive channel is more suitable, and having an advantageous position in product or process competence is important Improvement/development in multiple channels investing in a channel can also help improve other channels

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Devising Your Channel Strategy


Exploiting Customer Relationships
A captive channel is more suitable A competitive advantage in customer relationships is important Process efficiency is not a requisite Focusing on single activities that have tight control over important relationships Lock-in on loyal customer base and ensuring repeated transactions

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Implementing Your Strategy


Noah Principle: It doesnt suffice to predict rain, it is much more important to get everybody on the ship Companies should have these goals:
Shared Understanding
Harmony each go-to-market channel should complement and support other channels Between-channel competition may harm companies relationships with unfettered customers

Cross-Channel Performance Metrics


Restructuring the companys measurement criteria with regard to its prior customer profile Most companies track total cost to serve customers, in case of channel shifts

New Management Information


Timely info is essential in keeping track of customer behaviour and total cost to serve them Change in customer behavior is also traceable by data mining

Targeted Education and Learning


Implementation of comprehensive personal and organizational development initiatives Trainings are also instrumental in overcoming resistance to change

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Closing Remarks
Granting autonomy for the customers dont interfere directly with customers preferred purchasing methods Conventional channels try to force customers to follow predesigned paths Try to retain the adaptability of your channels to changes do not rule out a channel altogether if there is a decline of demand in that channel Regroup your customers with respect to strategies they employ, when they buy your products/services

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THANK YOU

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