【正文】 hestrate these parties in order to deliver superior value to the target market. Palm, the leading manufacturer of handheld devices, consists of a whole munity of suppliers and assemblers of semiconductor ponents, plastic cases, LCD displays, and accessories。 An even broader view sees a pany at the center of a value worka system of partnerships and alliances that a firm creates to source, augment, and deliver its offerings. A value work includes a firm39。s Don Schultz says: A demand chain management approach doesn39。 and (3) Affinity customers who primarily sought stores that suited people like themselves or the members ofgroups they aspired to join. As Figure shows, customer profiles for these types of retailers differed across the three markets: In France, shoppers placed more importance on service and quality, in the United Kingdom, affinity, and in Germany, price and value. Even the same consumer, though, may choose to use different channels for different functions in making a purchase. For instance, someone may choose to browse through a catalog before visiting a store or take a testdrive at a dealer before ordering a car online. Consumers may also seek different types of channels depending on the particular types of goods involved. Some consumers are willing to trade up to retailers offering higherend goods such as TAG Heuer watches or Callaway golf clubs。umers have different needs during the purchase process. Researchers Nunes and Cespedes argue that, in many markets, buyers fall into one offour categories. shoppers purchase from the same places in the same manner over time. deal seekers know their needs and channel surf a great deal 6 before buying at the lowest possible price. shoppers gather information in many channels, take advantage of hightouch services, and then buy in their favorite channel, regardless of price. shoppers gather information in all channels, make their purchase in a lowcost channel, but take advantage ofcustomer support from a hightouch channel. One study of 40 grocery and clothing retailers in France, Germany, and the United Kingdom found that retailers in those countries served three types of shoppers: (1) Service/quality customers who cared most about the variety and performance of products in stores as well as the service provided。s Web site. Less Intersavvy customers can even get clerks to place the order for them at the checkout counters. REI has been lauded by industry analysts for the seamless integration of its retail store, Web site, Inter kiosks, mailorder catalogs, valuepriced outlets, and tollfree order number. And REI not only generates storetoInter traffic, it also sends Inter shoppers into its stores. If a customer browses REI39。s more frustrating: buying hiking boots that cripple your feet, or trying on the perfect pair only to find the store is out of stock in the size or style you want? At Recreational Equipment Inc. (REI), the largest consumer cooperative in the United States with million active members, outdoor enthusiasts can easily avoid both problems. In 90 REI stores across the country, customers are lighting up gas stoves, pitching tents, and snuggling deep into sleeping bags. REI stores are designed to give an experience, not just sell goods. If an item is out of stock, all customers need do is tap into the store39。s preferred ways of doing business. Customers expect channel integration, characterized by features such as:the ability to order a product online and pick it up at a convenient retail location； the ability to return an onlineordered product to a nearby store of the retailer； the right to receive 5 discounts and promotional offers based on total online and offline purchases. Circuit City estimated instore pickups accounted for more than half its online sales in 2021. Here39。t help either. Clearly, Dell was entering a new chapter in its history that would require a fundamental rethinking of its channel strategy and its marketing approach as a whole. Hybrid Channels Today39。t help, but selfinflicted damage from an ultraefficient supply chain model that squeezed costsand qualityout of customer service was perhaps the most painfuL Managers evaluated calf center employees primarily on how fong they stayed on each calfa recipe for disaster as scores of customers felt their problems were ignored or not properly handled. Alack of Ramp。s Zara have redefined themselves to a certain degree when entering a new market to better tailor their image to local needs and wants. Retailers that have largely stuck to t