Getting multi-channel distribution right / Kusum L. Ailawadi, Paul W. Farris.

By:

Ailawadi, Kusum L [author.]

Contributor(s):

Farris, Paul W [author.]

Material type: Text

TextLanguage: English Publisher: Hoboken, New Jersey : John Wiley & Sons, 2020Edition: Second editionISBN:

9781119632894
9781119632887

Subject(s):

Marketing channels

LOC classification:

HF5415.129 .A45 2020

Contents:

Chapter 1 — Distribution Channels Today — Introduction — What is New: Radical Changes in the Navigation of Distribution Channels — Changing Business Models — Omni-Channel Retailing — Data — Regulation — The Road Ahead Part I — The Bedrock of Channel Functions, Power, and Conflict Chapter 2 — Push, Pull, and Total Channel Performance — Introduction — An Organising Framework Illustrated with Natura’s Distribution Channel — Push — Pull — Supplier Inputs, Downstream Effects, and Channel Performance — Push-Pull Inputs and Downstream Effects in PepsiCo’s Channel — Push and Pull for Services and Digital Channels — Beneficial and Harmful Feedback Loops in the Push-Pull System — Conclusion Chapter 3 — Root Causes of Channel Conflict — Introduction — Examples of Channel Conflict — Myopia and Four Root Causes of Conflict that Strain the Partnership — Uncoordinated Pricing and Selling Effort — Double, Triple, and Quadruple Marginalisation — Loss Leaders Have Their Own Problems — Over- and Under-Distribution — Under-Distribution — Over-Distribution — Competing with Your Customers — Unauthorized Distribution — Division of Work and Pay: Who Sold That? — The Case of Leather Italia: Functions Performed and Margin Earned — Free Riding on Showrooms, Webrooms, and Billboards — Adapting to Change: Where Does the Future Lie? — Conclusion Chapter 4 — Middlemen in Today’s Channel Ecosystem and Their Functions — Introduction — Brick-and-Mortar Intermediaries — New Digital Intermediaries — Support Service Providers — What’s Different about Today’s Channel Functions — The Critical Nature of Delivery and Returns — Increasingly Targeted Selling and Peer Persuasion — Location Means More, Not Less — Agglomeration is Alive and Well — Conclusion Chapter 5 — The Sources and Indicators of Power in the Channel — Introduction — Power in the Channel and Its Sources — How Social Psychologists and Economists Think about Power — Sources of Power in the Distribution Channel — Consumer Search Loyalty: The Ultimate Source of Power — Loyalty to the Brand or to the Channel? — Search Loyalty: Hard to Get, Harder to Measure in the Physical World — Fake It Till You Make It? — Is Loyalty a Dinosaur in the Digital World? — Economic Indicators of Power — Monopoly Power: The Lerner Index and Price Elasticity — Manufacturer versus Retailer Price Elasticity and How It Can Distort Power Assessment — Profitability as a Sign of Power — Conclusion Chapter 6 — Using Power Without Using It Up — Introduction — Applying Power in Channel Relationships — Investments and Safeguards: Efficient Partnership or Power Struggle? — Make Partner-Specific Investments with Open Eyes — Safeguards Protect Each Party’s Interests — Safeguards Can Outlive Their Usefulness — How Automobile Dealer Safeguards Came to Be — The Challenge of Preserving Power — Using Up Power: The “Objectification” of Leather Italia USA — Pushing Power Too Far or Giving It Up: Retailers and Their Private Labels — Should National Brand Manufacturers Produce Private Labels? — Vertical Restraints: Welfare Enhancing or Anticompetitive? — Conclusion Part II — Metrics, Tools, and Frameworks for Getting the Right Distribution Chapter 7 — Metrics for Intensity and Depth of Distribution Coverage — Introduction — A Framework for Measuring Distribution and Matching It to Demand — Measuring Stocking Outlet Findability: Metrics for Intensity of Distribution Coverage — Importance of Outlets Can Be Measured by Their ACV, PCV, and GMV — Traffic and Search are Important, Perhaps Even More Than Sales Volume — Online or Offline, Stocking Outlets Have to Be Findable — The Double-Edged Sword of Increasing Importance of a Channel Member — Integrate Metrics Across Offline and Online Channels — Metrics for Distribution Depth — Total Distribution Provides More Information Than Brand Distribution — Aggregate Other Depth Metrics Only Across Stocking Outlets — Getting the Data to Monitor These Metrics — Conclusion — Appendix: An Example to Calculate Basic Distribution Metrics Chapter 8 — What are You Managing Towards? — Introduction — A Hierarchy of Performance Metrics — Compliance Metrics Can Catch Problems Early — Cross- and Omni-Channel Metrics are Increasing in Importance — Both Parties Care about Sales, Share, and Sales Velocity but in Slightly Different Forms — Gross and Net Margins, Category, and Customer Profitability — Conclusion Chapter 9 — The Challenge of Optimising Distribution Breadth — Introduction — Classic Categorizations of Products and Distribution Coverage — Consumer Search Loyalty and Distribution Elasticity — How Consumer Search Loyalty Reduces Distribution Elasticity — Empirical Evidence of Distribution — Feedback Effects and Longer-Term Distribution Elasticity — The Difficulties of Optimising Distribution Coverage — The Complexity of Distribution Costs — Discontinuities Arising from Retail Structure — Distribution is Not under the Complete Control of the Supplier — Conclusion Chapter 10 — Using Velocity Graphs to Guide Sustainable Distribution Coverage — Introduction — The Concept of a Velocity Graph — Sustainable Positions Likely Lie Close to the Velocity Graph — Special Logistics Can Allow a Brand to Persist “Off” the Graph — Three Main Variants of Velocity Graphs — Insights from Velocity Graphs: An Illustration with Laundry Detergents — Brand Distribution Velocity Graphs — Total Distribution Velocity Graphs — Velocity Graphs, State Franchise Laws, and Overdistribution of U.S. Auto Makers Chapter 11 — Augmenting the Distribution Mix: Digital Channels and Own Bricks and Clicks — Introduction — A Variety of Own-Stores to Augment Distribution by Independent Resellers — Store-Within-a-Store to Improve Distribution Depth — Flagship Stores and Outlet Stores are at Two Extremes of the Branding Spectrum — Look Before You Leap with Regular Physical and Web Stores — Showrooms are a Little Like Flagship Stores — The Inevitability and Challenge of Online Distribution — Whether to Be Online is No Longer Debatable — Coverage Versus Control is a Steeper Trade-off Online — How Viable is the Online Channel’s Revenue and Profit Model? — Be Clear about “Why” to Decide “How” to Distribute Online — Which Segments are You Trying to Reach and Why Do They Go Online? — Own Website is Usually Not Enough and Omni-Channel Retailers Will Expect to Sell Online — Think Hard About the Functions That Pure Play Web Intermediaries Perform — Whether and How to Do Business with Tech Behemoths is a Strategic Question All Its Own Chapter 12 — Three Cases on Online Distribution — Introduction — The Saga of Brooks Running and Amazon.com — What Do Segments of Runners Search for Online and Where? — Coverage without Sacrificing Control — Aggregation: Work Worth the Pay in the Online Travel Channel? — Why Online Travel Intermediaries Thrive — Power from Consolidation and Pull Marketing — Limits to Power from Regulation and Competition — What is Sustainable? — Building a Viable Revenue Model Online: News, Music, and TV — Online Erosion of a Two-Sided Platform’s Business Model — Music and Pay-TV Tread More Carefully — Conclusion Part III — Aligning the Marketing Mix to Manage Distribution Chapter 13 — Using the Product Line to Manage Multiple Channels — Introduction — Channel-Motivated Expansion of SKUs, Brands, and Categories — Portfolios of SKUs for a Portfolio of Channels — Product Line Length is Tied to Marketing and Distribution Structure — Product Line Guidance from Total Distribution and SKU Distribution Velocity Graphs — Use the Opportunity to Be a “Category Captain” Judiciously — Be Clear About Why and How SKUs are Aligned with Channels — Portfolios of Brands to Protect Equity and Mitigate Channel Conflict — Get Clarity on Your Brand Portfolio Strategy and Brand Architecture — Real Differentiation is Harder than It Looks — Expanding to Support an Exclusive or Direct Channel — Enticing Consumers to the Direct Channel Requires Greater Scale and Scope — Sometimes It Makes Sense to Sacrifice Profits to Support the Channel — But Make Sure the Long Tail is Not Wagging the Strategy Dog — Cautions at All Three Levels of Product Line Expansion — Preempt, Monitor, and Control Unauthorized Distribution — Curation is More Important than Ever — Conclusion Chapter 14 — Harnessing the Power of Price and Price Promotions — Introduction — Why One “Everyday” Price to Resellers is Usually Not a Smart Idea — Variable Supplier Prices Can Alleviate Double Marginalisation — Trade Promotions Fund Retail Promotions to Consumers — The Many Varieties of Trade Promotions — Trade Promotion Goals Evolve Over the Product Life Cycle — Pay-for-Performance Trade Promotions Tie Funding to Reseller Actions — The Challenge of Assessing the Costs and Profitability of Trade Promotions — What is the Cost of a Trade Promotion? — How Much of the Sales (and Profit) Bump is Incremental for Whom? — Additional Metrics for Key Value Items and Loss-Leaders — Baseline Sales Evolve Over Time — Appendix: Trade Promotion, Retail Price Discrimination, and Promotion “Cost”: A Numerical Example Chapter 15 — Managing Prices and Incentives Across Channels — Introduction — The Goals and Challenges of Channel Incentives — Sales and Channel Management Goals — Challenges in Implementing Incentives — Conditioning Incentives on Reseller Efforts or Performance — How to Maintain Reseller Prices — Incentives to Keep Reseller Prices from Being Too Low — Control Inventory to Control Price — Decide Whether to Differentiate or Harmonise Across Multiple Channels — Different Products, Retail Prices, and Retail Services Across Channels — Harmonised Retail Prices Across Channels Can Reduce Showrooming — Minimum Advertised Price (MAP) Policies Can Help — Differential Incentives for Valuable Channels that Serve as Showrooms — Use Targeting to Reduce Channel Conflict — Challenges Even When You Control Retail Price Directly — Don’t Erode Your Own Price to Get the Buy Box — Paywalls: When Information Wants to Be Free but Two-Sided Markets Fall Apart — Conclusion — Appendix: Excerpts from Mizuno’s MAP Policy Chapter 16 — Summary: Dashboards and Principles for Managing New Directions in Distribution — Pulling (and Pushing) It All Together — An Expanded View of the Push-Pull System — A Note About Pull — What Does It Mean to Coordinate Pull and Push? — Measure, Match, and Manage to Nurture Beneficial Feedback Loops — Distribution Dashboards — A Simple Illustration of the Insight from Push-Pull Dashboards — A Distribution Dashboard for Pete and Gerry’s Organic Eggs — A More Complicated Distribution Dashboard for Hotel Companies — The Magical Number Seven Plus or Minus Two Nuggets of Wisdom — Consumer Search Loyalty Bestows Power and Can Create Conflict — Prevent Power Outages: Power is Precious and It’s Easy to Use It Up — Be the Expert on Where and Why Your Target Consumer Visits, (Re)Searches, and Buys — Form Should Follow Function with Channel Pay and Incentives — The Direct Approach Can Work, but You Really Have to Know What You’re Doing — The Devil is in the Details, and So is the Profit — Avoid Future Shock by Planning and Managing the Rate of Change — Conclusion: Who Will Be the Masters of Multi-Channel Distribution?

Summary: Getting Multi-Channel Distribution Right provides a comprehensive treatment of modern distribution strategy that is analytically solid, clearly written, and relevant for managers as well as MBA and executive MBA students, and the professors who train them. It covers concepts, metrics, tools, and strategic frameworks for managing distribution in physical and digital channels. Focusing on the challenges of managing multiple channels of distribution in an evolving marketplace—rather than the process of designing a distribution channel from scratch—it leans more heavily on metrics and tools and incorporates perspectives from academic research, as well as in-depth case studies from marketing and general management practice. Introduces an organizing framework of pull and push marketing for how suppliers work together with their channel partners. Integrates across physical and digital, independent and company-owned, routes to market. Maps the functions of traditional and newer intermediaries in the channel ecosystem and identifies the root causes of conflict between them. Provides tools and frameworks for how much distribution coverage is required and where. Shows how product line, pricing, trade promotions, and other channel incentives can help to coordinate multiple channels and manage conflict. Illustrates how push and pull metrics can be combined into valuable dashboards for identifying positive feedback opportunities and sustaining the channel partnership. With the help of Getting Multi-Channel Distribution Right you’ll discover how to successfully develop, execute, and adapt distribution strategy to the evolving marketplace. Provided by publisher.

Holdings ( 1 )
Title notes ( 4 )

Holdings
Item type	Current library	Call number	Copy number	Status	Date due	Barcode
Book	TBS Barcelona	HF5415.129 AIL (Browse shelf(Opens below))	1	Available		B07667

Chapter 1 — Distribution Channels Today
— Introduction
— What is New: Radical Changes in the Navigation of Distribution Channels
— Changing Business Models
— Omni-Channel Retailing
— Data
— Regulation
— The Road Ahead

Part I — The Bedrock of Channel Functions, Power, and Conflict

Chapter 2 — Push, Pull, and Total Channel Performance
— Introduction
— An Organising Framework Illustrated with Natura’s Distribution Channel
— Push
— Pull
— Supplier Inputs, Downstream Effects, and Channel Performance
— Push-Pull Inputs and Downstream Effects in PepsiCo’s Channel
— Push and Pull for Services and Digital Channels
— Beneficial and Harmful Feedback Loops in the Push-Pull System
— Conclusion

Chapter 3 — Root Causes of Channel Conflict
— Introduction
— Examples of Channel Conflict
— Myopia and Four Root Causes of Conflict that Strain the Partnership
— Uncoordinated Pricing and Selling Effort
— Double, Triple, and Quadruple Marginalisation
— Loss Leaders Have Their Own Problems
— Over- and Under-Distribution
— Under-Distribution
— Over-Distribution
— Competing with Your Customers
— Unauthorized Distribution
— Division of Work and Pay: Who Sold That?
— The Case of Leather Italia: Functions Performed and Margin Earned
— Free Riding on Showrooms, Webrooms, and Billboards
— Adapting to Change: Where Does the Future Lie?
— Conclusion

Chapter 4 — Middlemen in Today’s Channel Ecosystem and Their Functions
— Introduction
— Brick-and-Mortar Intermediaries
— New Digital Intermediaries
— Support Service Providers
— What’s Different about Today’s Channel Functions
— The Critical Nature of Delivery and Returns
— Increasingly Targeted Selling and Peer Persuasion
— Location Means More, Not Less
— Agglomeration is Alive and Well
— Conclusion

Chapter 5 — The Sources and Indicators of Power in the Channel
— Introduction
— Power in the Channel and Its Sources
— How Social Psychologists and Economists Think about Power
— Sources of Power in the Distribution Channel
— Consumer Search Loyalty: The Ultimate Source of Power
— Loyalty to the Brand or to the Channel?
— Search Loyalty: Hard to Get, Harder to Measure in the Physical World
— Fake It Till You Make It?
— Is Loyalty a Dinosaur in the Digital World?
— Economic Indicators of Power
— Monopoly Power: The Lerner Index and Price Elasticity
— Manufacturer versus Retailer Price Elasticity and How It Can Distort Power Assessment
— Profitability as a Sign of Power
— Conclusion

Chapter 6 — Using Power Without Using It Up
— Introduction
— Applying Power in Channel Relationships
— Investments and Safeguards: Efficient Partnership or Power Struggle?
— Make Partner-Specific Investments with Open Eyes
— Safeguards Protect Each Party’s Interests
— Safeguards Can Outlive Their Usefulness
— How Automobile Dealer Safeguards Came to Be
— The Challenge of Preserving Power
— Using Up Power: The “Objectification” of Leather Italia USA
— Pushing Power Too Far or Giving It Up: Retailers and Their Private Labels
— Should National Brand Manufacturers Produce Private Labels?
— Vertical Restraints: Welfare Enhancing or Anticompetitive?
— Conclusion

Part II — Metrics, Tools, and Frameworks for Getting the Right Distribution

Chapter 7 — Metrics for Intensity and Depth of Distribution Coverage
— Introduction
— A Framework for Measuring Distribution and Matching It to Demand
— Measuring Stocking Outlet Findability: Metrics for Intensity of Distribution Coverage
— Importance of Outlets Can Be Measured by Their ACV, PCV, and GMV
— Traffic and Search are Important, Perhaps Even More Than Sales Volume
— Online or Offline, Stocking Outlets Have to Be Findable
— The Double-Edged Sword of Increasing Importance of a Channel Member
— Integrate Metrics Across Offline and Online Channels
— Metrics for Distribution Depth
— Total Distribution Provides More Information Than Brand Distribution
— Aggregate Other Depth Metrics Only Across Stocking Outlets
— Getting the Data to Monitor These Metrics
— Conclusion
— Appendix: An Example to Calculate Basic Distribution Metrics

Chapter 8 — What are You Managing Towards?
— Introduction
— A Hierarchy of Performance Metrics
— Compliance Metrics Can Catch Problems Early
— Cross- and Omni-Channel Metrics are Increasing in Importance
— Both Parties Care about Sales, Share, and Sales Velocity but in Slightly Different Forms
— Gross and Net Margins, Category, and Customer Profitability
— Conclusion

Chapter 9 — The Challenge of Optimising Distribution Breadth
— Introduction
— Classic Categorizations of Products and Distribution Coverage
— Consumer Search Loyalty and Distribution Elasticity
— How Consumer Search Loyalty Reduces Distribution Elasticity
— Empirical Evidence of Distribution
— Feedback Effects and Longer-Term Distribution Elasticity
— The Difficulties of Optimising Distribution Coverage
— The Complexity of Distribution Costs
— Discontinuities Arising from Retail Structure
— Distribution is Not under the Complete Control of the Supplier
— Conclusion

Chapter 10 — Using Velocity Graphs to Guide Sustainable Distribution Coverage
— Introduction
— The Concept of a Velocity Graph
— Sustainable Positions Likely Lie Close to the Velocity Graph
— Special Logistics Can Allow a Brand to Persist “Off” the Graph
— Three Main Variants of Velocity Graphs
— Insights from Velocity Graphs: An Illustration with Laundry Detergents
— Brand Distribution Velocity Graphs
— Total Distribution Velocity Graphs
— Velocity Graphs, State Franchise Laws, and Overdistribution of U.S. Auto Makers

Chapter 11 — Augmenting the Distribution Mix: Digital Channels and Own Bricks and Clicks
— Introduction
— A Variety of Own-Stores to Augment Distribution by Independent Resellers
— Store-Within-a-Store to Improve Distribution Depth
— Flagship Stores and Outlet Stores are at Two Extremes of the Branding Spectrum
— Look Before You Leap with Regular Physical and Web Stores
— Showrooms are a Little Like Flagship Stores
— The Inevitability and Challenge of Online Distribution
— Whether to Be Online is No Longer Debatable
— Coverage Versus Control is a Steeper Trade-off Online
— How Viable is the Online Channel’s Revenue and Profit Model?
— Be Clear about “Why” to Decide “How” to Distribute Online
— Which Segments are You Trying to Reach and Why Do They Go Online?
— Own Website is Usually Not Enough and Omni-Channel Retailers Will Expect to Sell Online
— Think Hard About the Functions That Pure Play Web Intermediaries Perform
— Whether and How to Do Business with Tech Behemoths is a Strategic Question All Its Own

Chapter 12 — Three Cases on Online Distribution
— Introduction
— The Saga of Brooks Running and Amazon.com
— What Do Segments of Runners Search for Online and Where?
— Coverage without Sacrificing Control
— Aggregation: Work Worth the Pay in the Online Travel Channel?
— Why Online Travel Intermediaries Thrive
— Power from Consolidation and Pull Marketing
— Limits to Power from Regulation and Competition
— What is Sustainable?
— Building a Viable Revenue Model Online: News, Music, and TV
— Online Erosion of a Two-Sided Platform’s Business Model
— Music and Pay-TV Tread More Carefully
— Conclusion

Part III — Aligning the Marketing Mix to Manage Distribution

Chapter 13 — Using the Product Line to Manage Multiple Channels
— Introduction
— Channel-Motivated Expansion of SKUs, Brands, and Categories
— Portfolios of SKUs for a Portfolio of Channels
— Product Line Length is Tied to Marketing and Distribution Structure
— Product Line Guidance from Total Distribution and SKU Distribution Velocity Graphs
— Use the Opportunity to Be a “Category Captain” Judiciously
— Be Clear About Why and How SKUs are Aligned with Channels
— Portfolios of Brands to Protect Equity and Mitigate Channel Conflict
— Get Clarity on Your Brand Portfolio Strategy and Brand Architecture
— Real Differentiation is Harder than It Looks
— Expanding to Support an Exclusive or Direct Channel
— Enticing Consumers to the Direct Channel Requires Greater Scale and Scope
— Sometimes It Makes Sense to Sacrifice Profits to Support the Channel
— But Make Sure the Long Tail is Not Wagging the Strategy Dog
— Cautions at All Three Levels of Product Line Expansion
— Preempt, Monitor, and Control Unauthorized Distribution
— Curation is More Important than Ever
— Conclusion

Chapter 14 — Harnessing the Power of Price and Price Promotions
— Introduction
— Why One “Everyday” Price to Resellers is Usually Not a Smart Idea
— Variable Supplier Prices Can Alleviate Double Marginalisation
— Trade Promotions Fund Retail Promotions to Consumers
— The Many Varieties of Trade Promotions
— Trade Promotion Goals Evolve Over the Product Life Cycle
— Pay-for-Performance Trade Promotions Tie Funding to Reseller Actions
— The Challenge of Assessing the Costs and Profitability of Trade Promotions
— What is the Cost of a Trade Promotion?
— How Much of the Sales (and Profit) Bump is Incremental for Whom?
— Additional Metrics for Key Value Items and Loss-Leaders
— Baseline Sales Evolve Over Time
— Appendix: Trade Promotion, Retail Price Discrimination, and Promotion “Cost”: A Numerical Example

Chapter 15 — Managing Prices and Incentives Across Channels
— Introduction
— The Goals and Challenges of Channel Incentives
— Sales and Channel Management Goals
— Challenges in Implementing Incentives
— Conditioning Incentives on Reseller Efforts or Performance
— How to Maintain Reseller Prices
— Incentives to Keep Reseller Prices from Being Too Low
— Control Inventory to Control Price
— Decide Whether to Differentiate or Harmonise Across Multiple Channels
— Different Products, Retail Prices, and Retail Services Across Channels
— Harmonised Retail Prices Across Channels Can Reduce Showrooming
— Minimum Advertised Price (MAP) Policies Can Help
— Differential Incentives for Valuable Channels that Serve as Showrooms
— Use Targeting to Reduce Channel Conflict
— Challenges Even When You Control Retail Price Directly
— Don’t Erode Your Own Price to Get the Buy Box
— Paywalls: When Information Wants to Be Free but Two-Sided Markets Fall Apart
— Conclusion
— Appendix: Excerpts from Mizuno’s MAP Policy

Chapter 16 — Summary: Dashboards and Principles for Managing New Directions in Distribution
— Pulling (and Pushing) It All Together
— An Expanded View of the Push-Pull System
— A Note About Pull
— What Does It Mean to Coordinate Pull and Push?
— Measure, Match, and Manage to Nurture Beneficial Feedback Loops
— Distribution Dashboards
— A Simple Illustration of the Insight from Push-Pull Dashboards
— A Distribution Dashboard for Pete and Gerry’s Organic Eggs
— A More Complicated Distribution Dashboard for Hotel Companies
— The Magical Number Seven Plus or Minus Two Nuggets of Wisdom
— Consumer Search Loyalty Bestows Power and Can Create Conflict
— Prevent Power Outages: Power is Precious and It’s Easy to Use It Up
— Be the Expert on Where and Why Your Target Consumer Visits, (Re)Searches, and Buys
— Form Should Follow Function with Channel Pay and Incentives
— The Direct Approach Can Work, but You Really Have to Know What You’re Doing
— The Devil is in the Details, and So is the Profit
— Avoid Future Shock by Planning and Managing the Rate of Change
— Conclusion: Who Will Be the Masters of Multi-Channel Distribution?

Access restricted to authorized users and institutions.

Getting Multi-Channel Distribution Right provides a comprehensive treatment of modern distribution strategy that is analytically solid, clearly written, and relevant for managers as well as MBA and executive MBA students, and the professors who train them. It covers concepts, metrics, tools, and strategic frameworks for managing distribution in physical and digital channels.

Focusing on the challenges of managing multiple channels of distribution in an evolving marketplace—rather than the process of designing a distribution channel from scratch—it leans more heavily on metrics and tools and incorporates perspectives from academic research, as well as in-depth case studies from marketing and general management practice.

Introduces an organizing framework of pull and push marketing for how suppliers work together with their channel partners.
Integrates across physical and digital, independent and company-owned, routes to market.
Maps the functions of traditional and newer intermediaries in the channel ecosystem and identifies the root causes of conflict between them.
Provides tools and frameworks for how much distribution coverage is required and where.
Shows how product line, pricing, trade promotions, and other channel incentives can help to coordinate multiple channels and manage conflict.
Illustrates how push and pull metrics can be combined into valuable dashboards for identifying positive feedback opportunities and sustaining the channel partnership.
With the help of Getting Multi-Channel Distribution Right you’ll discover how to successfully develop, execute, and adapt distribution strategy to the evolving marketplace. Provided by publisher.

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