insight has not only undermined the traditional view of vertical restraints‚ but also posed a challenge to economic theory. Why would manufacturers impose competition-reducing constraints (such as exclusive dealing‚ territorial exclusivity‚ selective distribution‚ etc.) on retailers if these increase the profits of retailers at the expense of manufacturers? The economic literature has studied this question extensively‚ and identified several efficiency reasons why manufacturers may want to guarantee downstream
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Tata Vehicles — Sales and Distribution: Our sales and distribution network in India as of March 2009 comprised over 1‚500 sales outlets for our passenger and commercial vehicle business. In line with our growth strategy‚ we formed a 100% subsidiary‚ TML Distribution Company Limited‚ or TDCL‚ in March 2008 to act as a dedicated logistics management company to support the sales and distribution operations of our vehicles in India. We believe this will improve the efficiency of our selling and
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08-10 Sales and Distribution Management [pic] Course Facilitator: Prof Sanjeev Tripathi Assignment 4: Distribution Network Submitted By: Priya Sharma (08FT051) Navdeep Gupta (08IT024) Gopal Krishna Garg (08FN043) Ananya Nandi (08HR031) Kapil Tuteja (08IT018) N. Suryaprakash (08FT039) Executive Summary Distribution channels make
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Simulation game (Beer Distribution Game) to understand the actions of simple and widely use of this system in the Supply Chain Management (SCM). The Beer Game was developed in the 1960s at the Massachusetts Institute of Technology’s (MIT) Sloan School of Management (Sterman‚1989; Senge‚1992)‚ it has been successful to attract the attention of SCM practitioners and academics. The layout of the Beer Distribution Game (BDG) is illustrated in figure 1 below. Figure 1 Beer Distribution Game Layout
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appraisal based on a forced distribution system: its drawbacks and remedies Rachana Chattopadhayay International Management Institute‚ Kolkata‚ India‚ and Anil Kumar Ghosh Theoretical Statistics and Mathematics Unit‚ Indian Statistical Institute‚ Kolkata‚ India Performance appraisal based on a FDS 881 Received 8 August 2011 Revised 29 January 2012 1 May 2012 Accepted 24 June 2012 Abstract Purpose – Performance appraisal based on a forced distribution system (FDS) is widely used
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REPORT ON CSR ACTIVITIES UNDERTAKEN BY TATA Submitted to: - Submitted by: - Lect. Miss. Kiran Verma GROUP NO- 3 LIECA Section: - A3002 MCA (Hons.)
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Tata Group The Tata group comprises over 90 operating companies in seven business sectors: communications and information technology‚ engineering‚ materials‚ services‚ energy‚ consumer products and chemicals. The group has operations in more than 80 countries across six continents‚ and its companies export products and services to 85 countries. The total revenue of Tata companies‚ taken together‚ was $67.4 billion (around Rs319‚534 crore) in 2009-10‚ with 57 per cent of this coming
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The Digital Music Distribution Revolution What industry conditions lead to the revolution in audio distribution? Which stakeholders stand to benefit most (or least) from this revolution? The MP3 technology gave its users several advantages such as the chance to transfer music to the new digitally recorded format‚ while also providing a way to download and play music digitally on personal computers. For example‚ software programs gave listeners the ability to convert CDs to the new digital format
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Chapter 6 Channels of distribution and logistics LEARNING OBJECTIVES By the end of this chapter you will: n n n n comprehend key elements and decisions in distribution channel design be able to evaluate different configurations of channel structure be familiar with recent trends and developments in channels of distribution appreciate the importance of managing the physical flows of products‚ services and information into‚ through‚ and out of the organization to its customers n grasp the
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Distribution Channels of Philips Domestic Appliances and Personal Care Products in Chinese Economic Transition -- A Case Study Don Y. Leea ‚ Gangling Chaob and Weiling Yec aHong Kong Polytechnic University‚ Hong Kong b‚cShanghai University of Finance and Economic‚ China Address for Correspondence: Don Y. Lee PhD Associate Professor of Marketing Department of Business Studie Hong Kong Polytechnic University Hung Hom‚ Kowloon Hong Kong Special Administrative Region China Telephone: 852-2766-7119 Facsimile:
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