B12: Marketing og E-businessLektion 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

Forbruger Forbruger Forbruger Forbruger

Detaillist

Grossist

Agent

Detaillist Detaillist

Grossist

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 C C

R

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

Dependence of A on B Dependence of B on ARelative Power Position

Gelderman, 2000

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

Measured on: 

Concentration of resources Relative number of alternatives

Measured on: 

Ownership Access 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

• Resource Dependency Theory (RDT)– Success dependent

on dependency between entities

– Measured on perceived value offered

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?

Source: Barney 1997 Sources: Emerson 1962 and Pfeffer & Salancik

1978

Kraljich – på hoved

Important, buyer dominated

Important, supplier dominated

Not important, buyer dominated

Not important, supplier dominated

Power-axis

Importance-axis

Gelderman, 2000

Krajlich gentænkt

Leverage Strategic

Non-critical Bottleneck

Supplier’s dependence

Buyer’s dependenceGelderman, 2000

Extending the supply chain

Semi-Extended Decoupled

Fully Extended Centralized Extended

Delivery Cost

Customer Convenienc

e

Low Low

High High

High

High

Low

Low

Picking Efficiency

Capital Investment

Order Fulfilment

Store-Based Distribution Centre

Del

iver

y

Indirect

Direct

Boyer et al, 2005

•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 BuyCircuit CityLowes FoodsREISears CanadaRite AidWalgreens

•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

TescoGraingerSainsburyAlbertsonsAmerica 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

AmazonDellFreshDirectNetplixLands’ EndLL BeanDrugstore.comCaremarkOmaha 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 DepotOcadoGrocery GatewaySimon DeliversOffice MaxRoomstoGoSchwan’s Dairy

Advantages Disadvantages Examples

Semi-Extended

CentralisedExtended

De-coupled

FullyExtended

Påvirkninger på alliancer

Alliance Type – Product access Market access Channel access

Relative Dependency

Retail format: Hybrid / Pure Play

Technological Turbulence

Involvement in other alliances

Satisfaction with own gains

Market Turbulence

Satisfaction with partner performance

Intention to continue alliance

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