Suchergebnisse

Presents a portfolio model for multi‐sales channel effort
deployment. Shows how the approach can help sales management restructure
sales channels. Notes that combining an organization′s selling effort
into multiple sales channels can be facilitated through an analytical
approach that considers variations in customer requirements, buying
power and contact costs. Concludes that implementing a successful
multiple sales channel strategy offers impressive productivity
opportunities.

Abstract
We study strategic interactions in markets in which firms sell to consumers both directly and via a competitive channel, such as a price comparison website or marketplace, where multiple sellers' offers are visible at once. We ask how a competitive channel's size influences market outcomes when some consumers have limited price information. A bigger competitive channel means that more consumers compare prices, increasing within-channel competition. However, we show that such seemingly pro-competitive developments can raise prices and harm consumers by weakening between-channel competition.

PurposeThe purpose of this teaching case study is to analyze, conceptualize and redesign sales approaches with the example of a German wire company selling in the US market.Design/methodology/approachThis is a case‐based research paper that describes in detail successful sales channel redesign in a business‐to‐business context.FindingsThe case study shows the significant advantages of systematic research and optimization of sales channels. The potentials of the wire group in the USA were not utilized because only rough estimates of the US market existed. The new concept bears many advantages: important customers and important regions are covered by their own salesforce.Research limitations/implicationsThere is a scarcity of published work in the case‐based research area. This work provides an understanding of sales channel redesign for business and industrial markets in the USA.Practical implicationsThe findings of the case have tangible implications for those business companies whose sales channels operate in huge markets with limited resources.Originality/valueThe case adds value in sales channel management and supports companies in systematic sales channel redesign in business and industrial markets. Students will benefit from the systematic development of practical solutions in sales management.

PurposeThe purpose of this study is to investigate key differences between web‐only and multi‐channel retailers in terms of five different measures of web activity and three different forms of outsourcing behavior. Specifically, the research examines the marketing and logistics efficacy between business‐to‐consumer (B2C) retailers who sell exclusively via the web and retailers for whom the web offers one additional channel for sales. Finally, it is suggested that how this study may give rise to future research in this area.Design/methodology/approachThis empirical study using the lens of transaction cost economics (TCE) to examine hypotheses regarding customer buying behavior and the retailers' proclivity to outsource is conducted. Secondary data sources provide key metrics for the more than 250 companies found in the sample.FindingsSeveral key differences exist between the efficacy of web‐only and multi‐channel retailers, which can be explained with the TCE framework. Both web‐only and multi‐channel retailers are found to exhibit respective advantages. Multi‐channel retailers enjoy more web traffic and offer more items for the consumer, yet are disadvantaged in terms of ease of search and conversion rate (percentage of shoppers who actually buy). In addition, web‐only retailers are more likely to outsource the functions of logistics, marketing, and customer support.Practical implicationsThis study has value to researchers and practitioners in that it illustrates how two of the most common types of retailing alternatives differ from each other. Multi‐channel retailers are challenged with the broad scope and immense collection of goods they offer and, therefore, struggle to convert shoppers into buyers. Web‐only retailers, on the other hand, enjoy less web traffic, but prove more effective in conversion rates, perhaps related to their more extensive use of outsourced expertise in logistics, marketing, and customer support services.Originality/valueIn the decade since internet retailing (e‐tailing) began to be accepted as a new sales channel, e‐tailing has grown to a market size of over $160 billion within the USA alone. However, empirical examination of the functioning and performance of this sales channel is only now commencing.

PurposeGuanxi is the foundation of business success in Chinese and other Eastern cultures, but little is known about the extent to which guanxi influences brand outcomes in channel relationships. The purpose of this study is to propose a novel theoretical framework of interpersonal and interorganizational guanxi relationships in a sales channel context and how these relationships influence brand outcomes.Design/methodology/approachThe authors conceptualize, develop and validate new scales measuring interpersonal and interorganizational guanxi and test the proposed model with a field study to validate the effects of guanxi on brand loyalty. The causal relationships between interpersonal guanxi and brand attitudes and affect are confirmed in a separate field experiment.FindingsFindings show that interpersonal guanxi is antecedent to interorganizational guanxi, and these two constructs have significant and differential direct and indirect effects on brand attitudes, brand affect and brand loyalty.Originality/valueNew multidimensional scales measuring both interpersonal and interorganizational guanxi were developed. Both interpersonal and interorganizational guanxi are conceptualized as second-order reflective constructs measured by the reflective first-order guanxi elements of personal and firm trust, personal and firm long-term orientation, xinyong (integrity), reciprocity, interaction and face.

Due to the implementation of new technologies and orientation on digital solutions the communication and sales channels have changed dramatically. Information and client service on-line availability presents strong advantages for business, state agencies as well as customers. However, lack of personal interaction during the communication and sales process can make it difficult for people to understand and even frustrate their desire for a product or service. The purpose of the research is to analyse the digitalization impact on voluntary savings for retirement in Latvia and make comparisons with other countries. The voluntary pension schemes are the part of pension system and its third pillar created to strengthen and foster sustainability and adequacy of people income level after retirement. Main stakeholders in voluntary savings for retirement are pension funds as well as government agencies carrying out the national pension system policy. Among other motivation factors the people knowledge level about the necessity to participate in third pension level causes their willingness to create voluntary savings. Service providers chosen marketing and governments realized legislation policy impact the level of people engagement in private pensions and make a basis for people retirement period living standards. Research methods used are analysis of scientific publications and previous conducted research, analysis of statistical data and sales and communication channels in Latvia. The results of analyses show the challenges that service providers are facing and steps that should be taken to promote the voluntary savings in a digital era. ; The research was supported by the NATIONAL RESEARCH PROGRAMME "LATVIAN HERITAGE AND FUTURE CHALLENGES FOR THE SUSTAINABILITY OF THE STATE" project "CHALLENGES FOR THE LATVIAN STATE AND SOCIETY AND THE SOLUTIONS IN INTERNATIONAL CONTEXT" (INTERFRAME-LV, Project No.VPP-IZM-2018/1-0005)