Chapter 12 全球行銷的實體配銷通路 Global Marketing Warren J. Keegan Mark C. Green

通路目標 行銷通路存在的目的是為顧客創造效用 地點效用：能提供產品或服務，以方便客戶 時間效用：客戶有需求時，能即時提供產品或服務 形式效用：產品的加工備料與備用均處於適當的狀態 資訊效用：對產品特性與效益，提供相關問題的解答與溝通

配銷通路：術語與架構 實體配銷就是產品透過通路的實體流通 通路包含由個人或公司所組成的群體，功能在於增加產品與服務的效益 Although channels for consumer products and industrial products are similar, there are also some distinct differences. In business-to-consumer marketing (b-to-c or B2C), consumer channels are designed to put products in the hands of people for their own use; as participants in a process known as business to- business marketing (b-to-b or B2B), industrial channels deliver products to manufacturers or other types of organizations that use them as inputs in the production process or in day-to-day operations.

配銷通路：術語與架構（續） 配銷商：特定某些產品線或品牌的批發商 代理商：協調雙方或更多團體間的交易，但不負責產品的買賣

消費性產品 This figure summarizes six channel structure alternatives for consumer products. The characteristics of both buyers and products have an important influence on channel design. The first alternative is to market directly to buyers via the Internet, mail order, various types of door-to-door selling, or manufacturer owned retail outlets. The other options utilize retailers and various combinations of sales forces, agents/brokers, and wholesalers. The number of individual buyers and their geographic distribution, income, shopping habits, and reaction to different selling methods frequently vary from country to country and may require different channel approaches. Product characteristics such as degree of standardization, perish-ability, bulk, service requirements, and unit price have an impact as well. Generally speaking, channels tend to be longer (require more intermediaries) as the number of customers to be served increases and the price per unit decreases. Bulky products usually require channel arrangements that minimize the shipping distances and the number of times products change hands before they reach the ultimate customer.

消費性產品（續） 搭售行銷 逐漸受歡迎的通路創新 一家製造商可以使用別家公司的配銷通路來配銷產品 成功的搭售行銷在於產品線能相互補足；產品必須吸引相同顧客

工業性產品 This figure summarizes marketing channel alternatives for the industrial- or business-products company. As is true with consumer channels, product and customer characteristics have an impact on channel structure. Three basic elements are involved: the manufacturer’s sales force, distributors or agents, and wholesalers. A manufacturer can reach customers with its own sales force, a sales force that calls on wholesalers who sell to customers, or a combination of these two arrangements. A manufacturer can sell directly to wholesalers without using a sales force, and wholesalers, in turn, can supply customers. Finally, a distributor or agent can call on wholesalers or customers for the manufacturer.

建立通路 直接參與：公司建立自己的銷售團隊或是經營自己的零售商店 間接參與：需要使用獨立的中間商、配銷商或批發商 全球市場的通路策略必須符合公司的競爭情況，以滿足每個國家的市場目標 A global company expanding across national boundaries must utilize existing distribution channels or build its own. Channel obstacles are often encountered when a company enters a competitive market where brands and supply relationships are already established. Direct involvement in distribution in a new market can entail considerable expense. Sales representatives and sales management must be hired and trained. The sales organization will inevitably be a heavy loser in its early stage of operation in a new market because it will not have sufficient volume to cover its overhead costs. Therefore, any company contemplating establishing its own sales force should be prepared to underwrite losses for this sales force for a reasonable period of time.

與通路中間商合作 選擇配銷商，別讓他們選擇你 找有能力開發市場的配銷商，而不是已經有顧客人脈的配銷商 把當地的配銷商當作長期夥伴，而不是進入市場的臨時工具 Channel decisions are important because of the number and nature of relationships that must be managed. Channel decisions typically involve long-term legal commitments and obligations to various intermediaries. Such commitments are often extremely expensive to terminate or change, so it is imperative for companies to document the nature of the relationship with the foreign partner. As the saying goes, “The shortest pencil is better than the longest memory.” At a minimum, the written agreement should include a definition of what constitutes “good cause” for termination. Harvard professor David Arnold offers seven specific guidelines to help prevent such problems from arising these are highlighted above and on the next slide.

與通路中間商合作（續） 以資金、經理人和已經驗證的構想來支持新市場的進入 從一開始就保持行銷策略的控制權 確認配銷商提供詳細的市場及財務績效的數據資料給你 在早期的機會中，建立全國性配銷商的連結

全球零售業 百貨公司 專賣店 超級市場 便利商店 折扣商店 量販店 購物中心 類別殺手 Global retailing is any retailing activity that crosses national boundaries. Since the mid-1970s, there has been growing interest among successful retailers in expanding globally. However, this not a new phenomenon. For centuries, entrepreneurial merchants have ventured abroad both to obtain merchandise and ideas and to establish retail operations. During the nineteenth and early twentieth centuries, British, French, Dutch, Belgian, and German trading companies established retailing organizations in Africa and Asia. International trading and retail store operation were two of the economic pillars of the colonial system of that era. In the twentieth century, Dutch retailer C&A expanded across Europe, and Woolworth crossed the Atlantic from the United States to the United Kingdom. Today’s global retailing scene is characterized by great variety. This slide offers a survey of some of the different forms retailing can take. Retail stores can be divided into categories according to the amount of square feet of floor space, the level of service offered, width and depth of product offerings, or other criteria.

全球零售業（續） 要成為全球零售商，一定要自問： 相對於當地的競爭者，我們有什麼優勢？ A number of factors have prompted retailers to look overseas for new store development. Companies must ask themselves the critical question on the slide. If the answer to the question is, “Nothing,” when competition, local laws governing retailing practice, distribution patterns, or other factors are taken into account. However, a company may possess competencies that can be the basis for competitive advantage in a particular retail market. A retailer has several things to offer consumers. Some are readily perceived by customers, such as selection, price, and the overall manner in which the goods are offered in the store setting. The last includes such things as store location, parking facilities, in-store atmosphere, and customer service. Competencies can also be found in less visible value chain activities such as distribution, logistics, and information technology.

全球零售種類 The matrix above is one way to classify global retailers One axis represents private or own-label focus versus a manufacturer brands focus. The other axis differentiates between retailers specializing in relatively few product categories and retailers that offer a wide product assortment. Quadrant A has the retailer IKEA, which is a good example of a global retailer with a niche focus (assemble-yourself furniture for the home) as well as an own-label focus (IKEA sells its own brand). IKEA and other retailers in quadrant A typically use extensive advertising and product innovation to build a strong brand image. In quadrant B, the private-label focus is retained, but many more product categories are offered. This is the strategy of Marks & Spencer (M&S), the British-based department store company whose St. Michael private label is found on a broad range of clothing, food, home furnishings, jewelry, and other items. Private label retailers that attempt to expand internationally face a double-edged challenge: They must attract customers to both the store and the branded merchandise. Retailers in the upper right quadrant offer many well-known brands in a relatively tightly defined merchandise range. Here, for example, we find Toys ‘R’ Us, which specializes in toys and includes branded products from Mattel, Nintendo, and other marketers. Additional examples include such category killers as Blockbuster Video and Virgin Stores. Carrefour, Promodès, Wal-Mart, and other retailers in the fourth quadrant offer the same type of merchandise available from established local retailers. What the newcomers bring to a market, however, is competence in distribution or some other value chain element.

全球零售策略 有機成長 加盟 公司使用自己的資源，或取得其他現有的零售通路來開店 在進入障礙低但文化疏離（消費者行為或零售結構與母國市場不同）時，是很合適的進入模式

全球零售策略（續） 併購 合資 發展全球零售的一種市場進入策略；公司有必要買下一個在其他國家已有數個通路的公司 當外國零售業者與當地文化差異甚大時，要進入目標市場很困難，則適用這個策略

全球零售策略（續） This slide provides students with the visual representation of the market entrance strategies.

全球零售配銷通路的新策略 創新只發生在高度發展的系統中 系統能否成功適應創新，與該國的經濟發展水平直接相關 即使當經濟環境有利於改變，創新流程仍會受到當地人口、地理、社會習俗、政府行動和競爭壓力等因素的阻礙 積極的個體公司可加速自我調整的步調 Distribution channels around the world are highly differentiated. On the surface, it appears this differentiation can be explained only in terms of culture and the income level that exists in the market. However, the incidence and rate of retail innovation can be explained in terms of the four observations highlighted on this slide.

供應鏈定義 供應鏈 物流 包括所有支援與執行生產活動的公司，像是生產原物料或是製造零組件 整合公司活動的管理程序，以確保供應鏈的貨物流程順暢又有效率 In Chapter 1, marketing was described as one of the activities in a firm’s value chain. The distribution “P” of the marketing mix plays a central role in a given firm’s value chain; because global companies create value by making sure their products are available where and when customers want to buy them. Physical distribution consists of activities involved in moving finished goods from manufacturers to customers. However, the value chain concept is much broader, for two basic reasons. First, the value chain is a useful tool for assessing an organization’s competence as it performs value-creating activities with a broader supply chain. Second, the particular industry in which a firm competes (for example, automobiles, pharmaceuticals, or consumer electronics) is characterized by a value chain. The specific activities an individual firm performs help define its position in the value chain.

實體配銷、供應鏈和物流管理 訂單處理 包含：(1)訂單接收，將實際的訂單輸入資訊系統；(2)訂單處理，包含決定地點、組裝及把貨品送到配銷點；(3)貨品運送 倉儲 倉庫是用來儲存貨物直到被賣出為止的地方 配銷中心是用於接收來自供應商的貨物及運送來自個體商或客戶的訂單

實體配銷、供應鏈和物流管理（續） 存貨管理 運輸 確保公司不會有原料或成品缺貨之虞，也無須承擔某些品項庫存過剩的風險 當公司需要運送產品到國內或國外時所使用的方法或模式；最常使用的運輸模式是鐵路、卡車、空運、水運

運輸 通路策略：貨物運輸策略包含每一種運輸模式的分析，以決定哪一種或複合式的運輸最符合效率與效益 This slide allows the professor to walk the students through discussion of channel strategy. They are encouraged to create a situation that will allow the class to utilize the table and determine the best channel strategy. 通路策略：貨物運輸策略包含每一種運輸模式的分析，以決定哪一種或複合式的運輸最符合效率與效益