【正文】 ervice, customer, locationNeed: Small orders Low costExample: Direct mailcatalog Warehouse clubNeed: Large OEM contractsExample: ManufacturerdirectNeed: Outsourcing Integrated SupplyExample: Largedistributor converterTraditionalWholesalerDistributor’sCustomers8Industry/Product Life Cycle ConceptINTRODUCTION GROWTH MATURITY DECLINEWholesalerDistributorOtherChannelsManufacturerSupport9Extension of the Life Cycle Concept: Reformation and TransformationINTRODUCTION GROWTH MATURITY DECLINEINTRODUCTION GROWTH MATURITY DECLINETransformationReformation10Reformation Optimizing Core Competenciesn Focus on reducing costsn Focus on providing basic servicesn Retention and peration of customersn Increased outsourcing (delivery。物流管理ArthurAndersen23 物流管理 3 What is AA Doing in the Marketplace?3 Trends/Hot Buttons in Wholesale Distribution 3 Service Line ExamplesCustomer SatisfactionChannel Marketing3 Wholesale Distribution Industry Program 目 錄3The WholesaleDistributionIndustry4The Classic ChannelProductServiceInformationInformation$Manufacturer WholesalerDistributor Customer5Many Forces Are Changing the ChannelManufacturerWholesalerDistributorCustomerAlternateChannelFormatsBusiness ClimateBusiness Climate6Channel FormatsManufactureru Service Providersu “Door to Door”u Third Party Influencersu Catalog amp。 TechnologyAidedu Retailer Basedu Buyer Initiatedu Point of ConsumptionMerchandisingu ManufacturerBasedWholesalerDistributorCustomer7Customer Market Segments Continue to Fragment Requiring Different SuppliersHighLowLow HighValueAdded Service Needs of the Customer/SupplierNeed: Customer quality amp。 dropshipments direct from suppliers)n Shift to inside salesforce11Transformation Reinventing the Businessn Focus on revenue growthn Increased importance of innovative valueadded servicesn Strategic alliances for integrated supplyn Emphasis on reinventing the business and redeploying the workforcen Reengineer the salesforce12Trends Continuing From 1992 Studyn W/Ds do not agree with their suppliers on key issuesn Margins and profitability continue to be pressuredn Alternate channel formats are here to stayn Mergers and acquisitions continue at a rapid raten W/Ds are improving productivityn Attracting and retaining strong management talent remains a challenge13Emerging Issuesn Large panies still growing。 CustomersDevelop Vision amp。 Customer ServiceObtain Materials amp。 DeliveriesDevelop Human ResourcesSales amp。 MarketingPurchasingWarehousingDeliveryAdministrationPast Present Future?19Best Practices MatrixQuadrant IV“Expected”Quadrant III“Proven”Quadrant I“Innovative”Quadrant II“Differentiated”HighLowHighLow GAPUSAGEDegree to which the practice is employedDegree to which the practice provides differentiated profitability or “gap” over nonusers20Understanding Markets amp。 Reliable Deliveries are AssumedW/D High ROTASToday 2022 Today 2022 Today 2022Completeness amp。 speed of delivery 7 7 4 4 4 424W/Ds need to understand their costSophisticated management information, and its use, will be key to success in futureW/Ds have information to decide about profitable customers, products, and servicesAgree/Strongly Agree96%96%98%97%Better Information is Needed to Make Better Business Decisions66%54%W/DS25Quadrant IV“Expected” Quadrant III“Proven”Quadrant I“Innovative”HighLowHighUSAGEDegree to which the practice is employed?Track satisfaction using informal feedbackQuadrant II“Differentiated”?Include customer satisfactionrelated measures in employee reviews?Track customer satisfaction with internal operating statistics26Quadrant IV“Expected” Quadrant III“Proven”HighLowLowUSAGEDegree 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 customersQuadrant I“Innovative”27Enhancing Company Value AA Services? Market Needs Assessment? Competitive Profiling/Benchmarking? Market Entry Strategies? Channel Effectiveness? Pricing Structures? Market and Sales Organizational Structure? Advertising EffectivenessUnderstandingMarkets amp。 Strategy29Key MessagesWholesalerdistributors must use formally gathered customer feedback and other external information to drive a formal strategic planning process.n Use formal strategic planning to ensure consistent and reliable customer service.n Make vision and strategy the CEO’s primary job.n Reengineer business processes to meet customer needs.n Improve financial performance by simultaneously increasing revenue and controlling cost.30Wholesalerdistributors are doing strategic planning to enhance performanceAgree/Strongly Agree40%16%SW/DW/Ds and Suppliers Disagree On Degree of Planning Done31ROI Strategies Reflect Both Reformation amp。 people?Use activitybased budgeting and costing to link costs to key drives?Have longrange strategic plan?Benchmark against petitors34Enhancing Company Value AA Services? Strategic Business Planning? Strategic Screen? Shareholder Value Analysis? Performance Management Decision Support? Activity Based Management? Portfolio Analysis? Acquisition/Divestititure SupportDevelopingVision amp。 Business Audits? Contract Audit Services? Business Risk Control Services? Litigation ConsultingDevelopingVision amp。 Reliable Service”“Management of Problems amp。 processing 62 48 15 10Soliciting orders f