Strategic Alliances in Distribution Cininta Meirinda Clara Sarah Patricia Adam Their nature and their motives for creating strategic alliances Building commitment by creating mutual vulnerability Building commitment by the management of daily interactions Decision structures that enhance trust Moving a transaction through stages of development to reach alliances status What does it takes and when does it pays to create a marketing channel alliance? STRATEGIC ALLIANCES
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distribution channels management of an international joint venture company in China’s transitional economy‚ using Philips domestic appliances and personal care products as examples. The case devoted considerable coverage of key channel management issues‚ distributor selection‚ contract and incentive designs‚ monitoring and socialization between the boundary personnel of the up-stream and down-stream. In addition‚ the case also shows the general management problems in the state-run distribution companies‚
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Independent‚ unsalaried salespeople of multi-level marketing‚ referred to as distributors (or associates‚ independent business owners‚ dealers‚ franchise owners‚ sales consultants‚ consultants‚ independent agents‚ etc.)‚ represent the parent company and are awarded a commission based upon the volume of product sold through each of their independent businesses (organizations). Independent distributors develop their organizations by either building an active customer base‚ who buy direct
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to its introduction‚ Magialli must look to top management to hop on board and facilitate its acceptance among all partners in the supply chain. Using internal distributors as experiments will allow Barilla to showcase better stock out and inventory results. By doing so‚ Barilla can gain the acceptance and approval of other distributors. With everyone participating in the JITD‚ Barilla will be better able to forecast demand and not over react to movements at the consumer level. Issues Identification
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1. The legal framework: Sale contracts & excuses for nonperformance 2. Litigant : the distributor Defendant: the importer 3. Contractual analysis: An American importer purchased sewing machines from a Swiss manufacturer with the contract that payment was made in Swiss France‚ and then the importer sold them to distributors in USA. The contract between the importer and a distributor in U.S contained an “open-price term”. When the Swiss franc rose in value against the dollar‚ the
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Thayer School of Engineering 11/4/2010 ... But it doesn‘t sell! 5 Lack of need recognition for biocides Lack of brand awareness among end consumers Lack of MWX awareness Lack of awareness of the benefits of MWX Lack of incentives for distributors to sell MWX Thayer School of Engineering 11/4/2010 End-User EVC of Kathon MWX 6 Compare costs incurred by end-user who does and does not use Kathon MWX Not Using MWX Fluid Concentrate Purchase Fluid Disposal Risk of Fluid Disposal $ $
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that would radically change the way in which logistics organization managed product delivery by introduction of Just In Time Distribution (JITD) system. The JITD system is designed to mitigate Barilla’s high stock rates‚ fluctuating demands by distributors and stock outs. As the incumbent logistics director‚ -Giorgio Maggiali‚ I have the intention of implementing the JITD system in Barilla’s Supply chain. Albeit‚ I need to contend with both internal and external stakeholders’ resistance to the
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Multi-level marketing. (MLM) MLM is also known as network marketing and associated with direct sales in the sense that it uses various levels of independent distributors to sell directly to consumers. The compensation structure of a MLM company incentivizes current distributors also referred to as the ‘upline’ to recruit new distributors known as the ‘downline’‚ due to the fact that a percentage of the sales made by the downline is transferred to the upline through discounts‚ commissions‚ and bonuses
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regional distribution centers: 6 domestic and 4 international (outside the United States). There are 10 in total. • Each of these regional distribution centers then forward product to an average of twelve (12) local distributors : (10x12 = 120 local distributors) • Each local distributor forwards finished goods to an average of thirty five (35) retailers: (120 x 35= 4200). 2. What advantages can DIMCO gain in implementing supply chain management? • Operational Efficiency: Better understanding
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Marketing Strategy BUS 37000 Saturday Section Bond-A-Matic Product Marketing Plan Partha Srinivasan “I pledge my honor that I have not violated the Chicago GSB Honor Code during the Preparation of this assignment.” Bond-A-Matic Marketing Plan Executive Summary With the introduction of a unique low-cost adhesive dispensing product named as Bond-A-Matic (BAM)‚ Loctite Inc is seeking to resolve dispensing issues such as clogging in smaller adhesive bottles. As a leader in development of high-performance
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