【正文】 egrated supply programs flourish ? Some segments shift from supply “push” to demand “pull” in ? Alternate channels shake out 14 What is AA Doing in the Marketplace? 15 Questions to Answer 3 How are you using the FTFOC study? 3 Hot issues/activities for clients and targets 3 What does the Industry Program provide that is valueadded/nonvalue added? 3 What further support do you need from the Industry Program? 16 F A C I N G the F O R C E S of C H A N G E N A W DREF Transforming Your Business With Best Practices 17 Objectives of the Study ? To provide a pilation of critical trends for management to use in strategic planning efforts ? To provide insights into how leadingedge panies are preparing to face these critical trends 18 The Shift From Departmental to Process Mindset Understand Markets amp。unique product/service concerns Example: Specialty distribution Focus on one of product, service, customer, location Need: Small orders Low cost Example: Direct mailcatalog Warehouse club Need: Large OEM contracts Example: Manufacturerdirect Need: Outsourcing Integrated Supply Example: Largedistributor converter Traditional Wholesaler Distributor’s Customers 8 Industry/Product Life Cycle Concept INTRODUCTION GROWTH MATURITY DECLINE Wholesaler Distributor Other Channels Manufacturer Support 9 Extension of the Life Cycle Concept: Reformation and Transformation INTRODUCTION GROWTH MATURITY DECLINE INTRODUCTION GROWTH MATURITY DECLINE Transformation Reformation 10 Reformation Optimizing Core Competencies ? Focus on reducing costs ? Focus on providing basic services ? Retention and peration of customers ? Increased outsourcing (delivery。物流管理 Arthur Andersen 2 3 物流管理 3 What is AA Doing in the Marketplace? 3 Trends/Hot Buttons in Wholesale Distribution 3 Service Line Examples Customer Satisfaction Channel Marketing 3 Wholesale Distribution Industry Program 目 錄 3 The Wholesale Distribution Industry 4 The Classic Channel Product Service Information Information $ Manufacturer Wholesaler Distributor Customer 5 Many Forces Are Changing the Channel Manufacturer Wholesaler Distributor Customer Alternate Channel Formats Business Climate Business Climate 6 Channel Formats Manufacturer ? Service Providers ? “Door to Door” ? Third Party Influencers ? Catalog amp。 Technology Aided ? Retailer Based ? Buyer Initiated ? Point of Consumption Merchandising ? Manufacturer Based Wholesaler Distributor Customer 7 Customer Market Segments Continue to Fragment Requiring Different Suppliers High Low Low High ValueAdded Service Needs of the Customer/Supplier Need: Customer quality amp。 dropshipments direct from suppliers) ? Shift to inside salesforce 11 Transformation Reinventing the Business ? Focus on revenue growth ? Increased importance of innovative valueadded services ? Strategic alliances for integrated supply ? Emphasis on reinventing the business and redeploying the workforce ? Reengineer the salesforce 12 Trends Continuing From 1992 Study ? W/Ds do not agree with their suppliers on key issues ? Margins and profitability continue to be pressured ? Alternate channel formats are here to stay ? Mergers and acquisitions continue at a rapid rate ? W/Ds are improving productivity ? Attracting and retaining strong management talent remains a challenge 13 Emerging Issues ? Large panies still growing。 Customers Develop Vision amp。 Customer Service Obtain Materials amp。 Deliveries Develop Human Resources Sales amp。 Marketing Purchasing Warehousing Delivery Administration Past Present Future? 19 Best Practices Matrix Quadrant IV “Expected” Quadrant III “Proven” Quadrant I “Innovative” Quadrant II “Differentiated” High Low High Low GAP USAGE Degree to which the practice is employed Degree to which the practice provides differentiated profitability or “gap” over nonusers 20 Understanding Markets amp。 Reliable Deliveries are Assumed W/D High ROTA S Today 20xx Today 20xx Today 20xx Completeness amp。 speed of delivery 7 7 4 4 4 4 24 W/Ds need to understand their cost Sophisticated management information, and its use, will be key to success in future W/Ds have information to decide about profitable customers, products, and services Agree/Strongly Agree 96% 96% 98% 97% Better Information is Needed to Make Better Business Decisions 66% 54% W/D S 25 Quadrant IV “Expected” Quadrant III “Proven” Quadrant I “Innovative” High Low High USAGE Degree to which the practice is employed ? Track satisfaction using informal feedback Quadrant II “Differentiated” ?Include customer satisfactionrelated measures in employee reviews ?Track customer satisfaction with internal operating statistics 26 Quadrant IV “Expected” Quadrant III “Proven” High Low Low USAGE Degree to which the practice is employed ? Track satisfaction using informal feedback ? Track customer satisfaction with formal market research annual satisfaction surveys, performance relative to petitors, etc. ? Track customer satisfaction using external sources other than customers Quadrant I “Innovative” 27 Enhancing Company Value AA Services ? Market Needs Assessment ? Competitive Profiling/Benchmarking ? Market Entry Strategies ? Channel Effectiveness ? Pricing Structures ? Market and Sales Organizational Structure ? Advertising Effectiveness Understanding Markets amp。 Strategy 29 Key