100% satisfaction guarantee Immediately available after payment Both online and in PDF No strings attached
logo-home
Previously searched by you
Previously searched by you
logo
Summary papers Marketing Channel Management 2021 $5.40
Add to cart
Quickly navigate to
Preview
  2.  
  3. Tilburg University (UVT)
  4.  
  5. Marketing Channel Management (328244M6)

Summary

Summary papers Marketing Channel Management 2021
 42 purchases
  • Course
  • Marketing Channel Management (328244M6)
  • Institution
  • Tilburg University (UVT)

A clear summary of ALL the papers for the course Marketing Channel Management for the MSc Marketing Management/Analytics. I have tried to making everything as structured as possible in the form of bullet lists, so you will have a clear overview of the ideas of the writers. It's 24 pages in total, s...

[Show more]

Preview 3 out of 25  pages

Document information

  • October 9, 2021
  • 25
  • 2021/2022
  • Summary

Subjects

  • papers
  • articles
  • journals
  • marketing management
  • marketing analytics
  • 2021
  • 2022
  • tiu
  • 328244 m 6
  • channel management
  • clear
  • paper
  • article
  • journal
  • marketing channel management
  • tilburg university
  • uvt
  • summary

Written for

  • Tilburg University (UVT)
  • Marketing Management
  • Marketing Channel Management (328244M6)
All documents for this subject (27)

Seller

avatar-seller
UvTstudent98

Reviews received

Content preview

Contents
Module 1 Setting the scene ............................................................................................................................ 2
1 Retailer power in the grocery industry – Geyskens ................................................................................. 2
Module 2 Channel design ................................................................................................................................ 4
2 How to Win in an Omnichannel World – David Bell ................................................................................ 4
3 Do you really want to be on eBay? – Andrei Hagiu.................................................................................. 5
Module 4 Partnerships .................................................................................................................................... 6
4 The power of trust in manufacturer-retailer relationship – Nirmalya Kumar ......................................... 6
5 The dark side of close relationships – Erin Anderson .............................................................................. 8
Module 6 Assortment.................................................................................................................................... 10
6 When More Is Less And Less Is More: The Psychology Of Managing Product Assortments – Alexander
Chernev ..................................................................................................................................................... 10
7 Should you invest in the long tail? – Anita Elberse ................................................................................ 11
8 Category Captainship: Who Wins, Who Loses? – Mümin Kurtulus ....................................................... 13
Module 7 Private labels ................................................................................................................................. 15
9 Manufacturer and retailer strategies to impact store brand share: Global integration, local adaption
and worldwide learning – Jan-Benedict Steenkamp ................................................................................. 15
Module 9 Price and promotions.................................................................................................................... 19
10 Sales Promotion – Karen Gedenk ......................................................................................................... 19
11 Changing the Channel: a better way to do trade promotions – David Bell ......................................... 22
Module 11 Value retailers ............................................................................................................................. 24
12 Don’t be Undersold! – Jan-Benedict Steenkamp ................................................................................. 24




1

,Module 1 Setting the scene
1 Retailer power in the grocery industry – Geyskens
Consequences of more powerful retailers:
• Lower pricing
• Accelerated delivery times
• Tailored promotional programs
• More sustainable products and processes
• Temporarily stop selling certain products if a manufacturer doesn’t comply with their demands
Two sources of retailer power:
1) Growing retailer scale: Reasons:
a. International operations:
i. This mainly happened in the late 1980s. European and American retailers went
to Western and some transition economies in Eastern Europe to reduce their
reliance on the stagnant markets in North America and Western Europe. They
used a store format that was new to the market, in terms of long-term sales
performance and sales per square meter. This was financed using greenfield
investment (the parent creates a subsidiary, building its operations from the
ground up).
ii. The last couple of years, numerous retailers have pruned the number of
markets, since it’s hard to be a leading player everywhere in the world.
iii. Being early in a market is critical
b. M&As:
i. After a store changes ownership, consumers still exhibit outlet loyalty.
ii. Acquisitions increase retailer power more than organic growth does, since the
traffic levels are higher when the store is acquired than when a new outlet is
opened.
iii. Larger retailers (e.g. via M&A) are better able to withstand increased
competition of another large retailers and hence, one acquisition often sparks
others in a chain reaction.
c. Entering buying groups: They are horizontal, typically cross-border collaborations
through which retailers purchase from suppliers.
i. By pooling volume and using their clout, larger buying groups can extract better
buy-in prices than might be achieved through individual negotiation. On
average, the group members’ productivity increases and COGS decreases.
ii. Retailers benefit less from buying group scale when the group is more
heterogeneous in terms of member size or when they are a relatively small
member
iii. Particularly medium-sized retailers are increasingly seeking to partner with a
buying group for sourcing PLs
iv. A wide geographic scope is better, since advantages of group participants are
also available to one’s direct competitor, and allows insights in price differentials
across many countries, which can be used to exchange information about price
differences between the members and to negotiate lower buy-in prices.
Therefore, a geographic overlap should be avoided.
v. A wide product-market scope (i.e. the number of different store formats
represented in the buying group) does not increase retailers’ power, since that


2

, increases the complexity of meeting the often divergent requirements of the
various members
vi. The influence of buying groups has risen sharply over the last couple of years.
Buying group executives are frequently switching between groups, leveraging
insider knowledge of each other’s terms, and making buying groups even more
powerful
2) Growing retailer sophistication: Retailers have better access to customer data than
manufacturer and they have seized that opportunity to diversify into different channels, targeting
different consumers, and to develop their own private labels to increasing loyalty to their chains
a. Format diversification:
i. This allows retailers to target different consumers and cater to different
shopping occasions, increasing their power position
ii. Retailers are prioritizing growth channels, namely, the discount, convenience
and online channels
iii. Online channels carry less risk and provide greater flexibility for gaining
international presence than greenfield expansions or M&As. This is also less
costly than setting up a physical store
iv. Internet channels with home delivery is unprofitable, because consumers want
fast delivery but are reluctant to pay delivery fees. So retailers are now
launching a now format: click and collect (consumers have to pick up the goods
themselves
b. Private labels:
i. It has a market share of 20% to 30% percent in the CPG industry
ii. This increases bargaining power, since they can threaten to not buy the
manufacturer’s products at all and sell the private labels as alternatives
iii. Having a ‘true’ private label brand has two key elements
1. Three-tiered private label programs: They follow a good, better, best
approach: Including an economy and premium option to the stand
private label
2. Having their own brand name, so consumers can differentiate among
different PLs. This can be done by having a stand-alone brand, or having
the retailer’s name in the brand name. This provides a signal of
credibility, since false claims will be a loss of reputation of the brand
iv. Standard private labels imitate mainstream-quality manufacturer brands and are
positioned as mid-quality alternatives. Domestic standard PLs are sometimes
sold as premium PLs in other countries (e.g. premium French import)
v. Premium typically sell for a slightly lower price than premium-quality national
brands
vi. Private labels may get strong due to distribution partnerships or alliances with
retailers around the world, selling each other’s PLs. By gaining economies of
scale for sourcing private labels, retailers may further enhance their power
position
Other markets: The concentration of power (few players holding more and more of the stakes) is also
happening in other retailing areas, so the trends within the grocery retailing industry may forestall what is
in place for other industries




3

The benefits of buying summaries with Stuvia:

Guaranteed quality through customer reviews

Guaranteed quality through customer reviews

Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.

Quick and easy check-out

Quick and easy check-out

You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.

Focus on what matters

Focus on what matters

Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!

Frequently asked questions

What do I get when I buy this document?

You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.

Satisfaction guarantee: how does it work?

Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.

Who am I buying these notes from?

Stuvia is a marketplace, so you are not buying this document from us, but from seller UvTstudent98. Stuvia facilitates payment to the seller.

Will I be stuck with a subscription?

No, you only buy these notes for $5.40. You're not tied to anything after your purchase.

Can Stuvia be trusted?

4.6 stars on Google & Trustpilot (+1000 reviews)

68175 documents were sold in the last 30 days

Founded in 2010, the go-to place to buy study notes for 15 years now

Start selling

Recently viewed by you

Package deal ·

(0)

Consument & Marketing SV (Gehele vak)

$5.40  42x  sold
  • (0)
Add to cart
Added