Quiz CHAPTER 1
問題一覧
1
deals with the “place” part of the marketing mix
DISTRIBUTION MANAGEMENT
2
This aspect of the marketing function provides place, time and possession utility to the customer.
DISTRIBUTION MANAGEMENT
3
The management of all activities which facilitates movement and coordination of supply and demand in
the creation of time and place utility in goods
DISTRIBUTION MANAGEMENT
4
The art and science of determining requirements, acquiring them, distributing them and f hally
maintaining them in an operationally ready condition for their entire lives
DISTRIBUTION MANAGEMENT
5
Broad range of activities concerned with the ef tient movement of f nished products from the end of the
production line to the consumer and in some cases it also includes the movement of raw materials from
the source of supply to the beginning of the production line.
DISTRIBUTION MANAGEMENT
6
the external contractual organization that management operates to achieve its distribution objectives
MARKETING CHANNELS
7
meaning marketing channel exist outside the firm. Management of the marketing channel
therefore involves the use of inter-organizational management (managing more than one firm) rather than intra- organizational management (managing one firm).
EXTERNAL
8
those f ims or parties who are involved in negotiatory functions consists of
buying, selling, and transferring title to products or services.
CONTACTUAL ORGANIZATION
9
involvement by management in the affairs of the channel.
OPERATES
10
means that management has certain distribution goals in mind
DISTRIBUTION OBJECTIVES
11
4 TERMS OF MARKETING CHANNELS
EXTERNAL, CONTACTUAL ORGANIZATION, OPERATES, DISTRIBUTION OBJECTIVES
12
refer to anyone in a firm or organization who is involved in marketing channel
decision making.
CHANNEL MANAGER
13
- is a much broader and more basic component than logistics management.
Concerned with entire process of setting up and operating the contractual organization that is
responsible for meeting the f ims distribution objectives.
CHANNEL STRATEGY
14
s more narrowly focused on providing product availability at the appropriate
times and places in the marketing channel.
LOGISTIC MANAGEMENT
15
refers to the actual physical movement of the product from the manufacturer through
all of the parties who take physical possession of the product, from its point of production to final
consumers
PRODUCT FLOW
16
represents the interplay of the buying and selling functions associated with the
transfer of title (right of ownership) to products
NEGOTIATION FLOW
17
shows the movement of the title to the product as it is passed along from the
manufacturer to final consumers.
OWNERSHIP FLOW
18
showing the f bw of information from the manufacturer to consumer are twodirectional. The flow can be either up or down.
INFORMATION FLOW
19
refers to the f bw of persuasive communication in the form of advertising, personal
selling, sales promotion, and publicity.
PROMOTION FLOW
20
FLOWS IN MARKETING CHANNELS
PRODUCT FLOW, NEGOTIATION FLOW, OWNERSHIP FLOW, INFORMATION FLOW, PROMOTION FLOW
21
fancy way of saying “eliminate the middleman” has become popular
jargon in the business lexicon.
DISINTERMEDIATION
22
level of negotiation effort between
sellers and buyers relative to achieving a distribution objective. It is a relationship between an input
(negotiation effort) and an output (the distribution objective).
CONTACTUAL EFFICIENCY
23
one that often is not explicitly def ned in the marketing literature.
CHANNEL STRUCTURE
24
Perhaps the most typically discussed dimension is length the number of levels of intermediaries in the
channel.
CHANNEL STRUCTURE
25
simply means that the firm has chosen to reach its customers through more
than one channel
MULTI-CHANNEL STRATEGY
26
CHANNEL STRATEGY TWO LEVEL STRUCTURE
MANUFACTURER-CONSUMER
27
CHANNEL STRUCTURE (THREE-LEVEL)
MANUFACTURER-RETAILER-CONSUMER
28
CHANNEL STRUCTURE 4 LEVEL
MANUFACTURER-WHOLESALER-RETAILER-CONSUMER
29
CHANNEL STRUCTURE 5 LEVEL
MANUFACTURER-AGENT-WHOLESALER-RETAILER-CONSUMER
30
group of institution (facilitating agencies) and parties that assists channel
members in performing distribution tasks
ANCILLARY STRUCTURE
31
management of all activities which facilitate movement and the coordination of supply
ad demand in the creation of time and place utility
LOGISTICS
32
art and science of managing and controlling the flow energy, information and other nagrand
LOGISTICS
33
the planning, implementation and control of the efficient, effective forward
and reverse flow and storage of goods, services and related information between the point of origin and
the point of consumption in order to meet customer requirements.
LOGISTIC MANAGEMENT
34
the positioning of resource at the right time, in the right place, at the right cost, at the right
quality
LOGISTICS
35
like location of warehouses, number and size of
distribution depots, type of storage, and materials handling equipment
STORAGE, WAREHOUSING AND MATERIALS HANDLING
36
unit load, protective packaging, handling system
PACKAGING AND UNITIZATION
37
what to stock, where to stock, how much to stock
INVENTORY
38
mode of transport, type of delivery operation, load planning, route schedule
TRANSPORT
39
design of systems, control procedures, forecasting
INFORMATION AND CONTROL
40
KEY COMPONENTS OF LOGISTICS AND DISTRIBUTION
STORAGE, WAREHOUSING AND MATERIALS HANDLING, PACKAGING AND UNITIZATION, INVENTORY, TRANSPORT, INFORMATION AND CONTROL
41
In this period, distribution systems were unplanned and unformulated. Manufacturers manufactures,
retailers retailed, and in some way or other goods reached the shops. Distribution was broadly
represented by the haulage industry and manufacturer's own-accounts f bets. There was little positive
control and no real liaison between the various distribution- related functions.
1950s and early 1960s
42
the concept of physical distribution was developed with the gradual realization
that the 'dark continent' was indeed a valid area for managerial involvement.
1960s and early 1970s
43
This was an important decade in the development of the distribution concept. One major change was the
recognition by some companies of the need to include distribution in the functional management
structure of an organization. The decade also saw a change in the structure and control of the
distribution chain
1970s
44
There was a decline in the power of the manufacturers and suppliers, and a marked
increase in that of the major retailers. The larger retail chains developed their own distribution structures,
based initially on the concept of regional or local distribution depots to supply their stores.
1970s
45
Fairly rapid cost increases and the clearer def nition of the true costs of distribution contributed to a
signif icant increase in professionalism within distribution. With this professionalism came a move
towards longer-term planning and attempts to identify and pursue cost-saving measures. These
measures included centralized distribution, severe reductions in stock-holding and the use of the
computer to provide improve information and control.
1980s
46
Linked very much to advances in information technology, organizations began to broaden their
perspectives in terms of the functions that could be integrated. In short, this covered the combining of
materials management (the inbound side) with physical distribution (the outbound side). The term
'logistics' was used to described this concept. Once again major emphasis made during this period was
that informational aspects were as important as physical aspects in securing an effective logistics
strategy.
Late 1980s and early 1990s
47
process was developed even further to encompass not only the key functions within an
organization's own boundaries but also those functions outside that also contribute to the provision of a
product to a final customer. This is know as supply chain management. The supply chain concept gave
credence to the fact that there may be several different organizations involved in getting a product to the
marketplace.
1990s
48
Business organizations faced many challenges as they endeavored to maintain or improve their position
against their competitors, bring new products to market and increase the prof tability of their operations.
This led to the development of many new ideas for improvement, specif cally recognized in the redef
nition of business goals and the re- engineering of entire systems
2000 to 2010
49
Logistics and the supply chain f hally became recognized as an area that was key to overall business success. Indeed, for many organizations, changes in logistics have provided that catalyst for major
enhancements to their business. Leading organizations recognized that there was a positive ‘value
added’ role that logistics could ofer, rather than the traditional view that the various functions within logistics were merely a cost burden that had to be minimized regardless of any other implications.
2000 to 2010
CHAPTER 7
CHAPTER 7
BA · 42問 · 2年前CHAPTER 7
CHAPTER 7
42問 • 2年前CHAPTER 12
CHAPTER 12
BA · 38問 · 2年前CHAPTER 12
CHAPTER 12
38問 • 2年前MKTG 85
MKTG 85
BA · 46問 · 2年前MKTG 85
MKTG 85
46問 • 2年前GNED 09
GNED 09
BA · 52問 · 2年前GNED 09
GNED 09
52問 • 2年前QUIZ 1
QUIZ 1
BA · 43問 · 2年前QUIZ 1
QUIZ 1
43問 • 2年前Quiz 2
Quiz 2
BA · 61問 · 1年前Quiz 2
Quiz 2
61問 • 1年前MKTG 106 CHAPTER 1 TO 3
MKTG 106 CHAPTER 1 TO 3
BA · 45問 · 1年前MKTG 106 CHAPTER 1 TO 3
MKTG 106 CHAPTER 1 TO 3
45問 • 1年前CHAPTER
CHAPTER
BA · 71問 · 1年前CHAPTER
CHAPTER
71問 • 1年前CHAPTER 1 TO 4
CHAPTER 1 TO 4
BA · 42問 · 1年前CHAPTER 1 TO 4
CHAPTER 1 TO 4
42問 • 1年前CHAPTER 3-5
CHAPTER 3-5
BA · 40問 · 1年前CHAPTER 3-5
CHAPTER 3-5
40問 • 1年前CHAPTER 3
CHAPTER 3
BA · 27問 · 1年前CHAPTER 3
CHAPTER 3
27問 • 1年前CHAPTER 3
CHAPTER 3
BA · 43問 · 1年前CHAPTER 3
CHAPTER 3
43問 • 1年前CHAPTER 4, 5, 6
CHAPTER 4, 5, 6
BA · 83問 · 1年前CHAPTER 4, 5, 6
CHAPTER 4, 5, 6
83問 • 1年前CHAPTER 7
CHAPTER 7
BA · 53問 · 1年前CHAPTER 7
CHAPTER 7
53問 • 1年前ENUMERATION
ENUMERATION
BA · 10問 · 1年前ENUMERATION
ENUMERATION
10問 • 1年前問題一覧
1
deals with the “place” part of the marketing mix
DISTRIBUTION MANAGEMENT
2
This aspect of the marketing function provides place, time and possession utility to the customer.
DISTRIBUTION MANAGEMENT
3
The management of all activities which facilitates movement and coordination of supply and demand in
the creation of time and place utility in goods
DISTRIBUTION MANAGEMENT
4
The art and science of determining requirements, acquiring them, distributing them and f hally
maintaining them in an operationally ready condition for their entire lives
DISTRIBUTION MANAGEMENT
5
Broad range of activities concerned with the ef tient movement of f nished products from the end of the
production line to the consumer and in some cases it also includes the movement of raw materials from
the source of supply to the beginning of the production line.
DISTRIBUTION MANAGEMENT
6
the external contractual organization that management operates to achieve its distribution objectives
MARKETING CHANNELS
7
meaning marketing channel exist outside the firm. Management of the marketing channel
therefore involves the use of inter-organizational management (managing more than one firm) rather than intra- organizational management (managing one firm).
EXTERNAL
8
those f ims or parties who are involved in negotiatory functions consists of
buying, selling, and transferring title to products or services.
CONTACTUAL ORGANIZATION
9
involvement by management in the affairs of the channel.
OPERATES
10
means that management has certain distribution goals in mind
DISTRIBUTION OBJECTIVES
11
4 TERMS OF MARKETING CHANNELS
EXTERNAL, CONTACTUAL ORGANIZATION, OPERATES, DISTRIBUTION OBJECTIVES
12
refer to anyone in a firm or organization who is involved in marketing channel
decision making.
CHANNEL MANAGER
13
- is a much broader and more basic component than logistics management.
Concerned with entire process of setting up and operating the contractual organization that is
responsible for meeting the f ims distribution objectives.
CHANNEL STRATEGY
14
s more narrowly focused on providing product availability at the appropriate
times and places in the marketing channel.
LOGISTIC MANAGEMENT
15
refers to the actual physical movement of the product from the manufacturer through
all of the parties who take physical possession of the product, from its point of production to final
consumers
PRODUCT FLOW
16
represents the interplay of the buying and selling functions associated with the
transfer of title (right of ownership) to products
NEGOTIATION FLOW
17
shows the movement of the title to the product as it is passed along from the
manufacturer to final consumers.
OWNERSHIP FLOW
18
showing the f bw of information from the manufacturer to consumer are twodirectional. The flow can be either up or down.
INFORMATION FLOW
19
refers to the f bw of persuasive communication in the form of advertising, personal
selling, sales promotion, and publicity.
PROMOTION FLOW
20
FLOWS IN MARKETING CHANNELS
PRODUCT FLOW, NEGOTIATION FLOW, OWNERSHIP FLOW, INFORMATION FLOW, PROMOTION FLOW
21
fancy way of saying “eliminate the middleman” has become popular
jargon in the business lexicon.
DISINTERMEDIATION
22
level of negotiation effort between
sellers and buyers relative to achieving a distribution objective. It is a relationship between an input
(negotiation effort) and an output (the distribution objective).
CONTACTUAL EFFICIENCY
23
one that often is not explicitly def ned in the marketing literature.
CHANNEL STRUCTURE
24
Perhaps the most typically discussed dimension is length the number of levels of intermediaries in the
channel.
CHANNEL STRUCTURE
25
simply means that the firm has chosen to reach its customers through more
than one channel
MULTI-CHANNEL STRATEGY
26
CHANNEL STRATEGY TWO LEVEL STRUCTURE
MANUFACTURER-CONSUMER
27
CHANNEL STRUCTURE (THREE-LEVEL)
MANUFACTURER-RETAILER-CONSUMER
28
CHANNEL STRUCTURE 4 LEVEL
MANUFACTURER-WHOLESALER-RETAILER-CONSUMER
29
CHANNEL STRUCTURE 5 LEVEL
MANUFACTURER-AGENT-WHOLESALER-RETAILER-CONSUMER
30
group of institution (facilitating agencies) and parties that assists channel
members in performing distribution tasks
ANCILLARY STRUCTURE
31
management of all activities which facilitate movement and the coordination of supply
ad demand in the creation of time and place utility
LOGISTICS
32
art and science of managing and controlling the flow energy, information and other nagrand
LOGISTICS
33
the planning, implementation and control of the efficient, effective forward
and reverse flow and storage of goods, services and related information between the point of origin and
the point of consumption in order to meet customer requirements.
LOGISTIC MANAGEMENT
34
the positioning of resource at the right time, in the right place, at the right cost, at the right
quality
LOGISTICS
35
like location of warehouses, number and size of
distribution depots, type of storage, and materials handling equipment
STORAGE, WAREHOUSING AND MATERIALS HANDLING
36
unit load, protective packaging, handling system
PACKAGING AND UNITIZATION
37
what to stock, where to stock, how much to stock
INVENTORY
38
mode of transport, type of delivery operation, load planning, route schedule
TRANSPORT
39
design of systems, control procedures, forecasting
INFORMATION AND CONTROL
40
KEY COMPONENTS OF LOGISTICS AND DISTRIBUTION
STORAGE, WAREHOUSING AND MATERIALS HANDLING, PACKAGING AND UNITIZATION, INVENTORY, TRANSPORT, INFORMATION AND CONTROL
41
In this period, distribution systems were unplanned and unformulated. Manufacturers manufactures,
retailers retailed, and in some way or other goods reached the shops. Distribution was broadly
represented by the haulage industry and manufacturer's own-accounts f bets. There was little positive
control and no real liaison between the various distribution- related functions.
1950s and early 1960s
42
the concept of physical distribution was developed with the gradual realization
that the 'dark continent' was indeed a valid area for managerial involvement.
1960s and early 1970s
43
This was an important decade in the development of the distribution concept. One major change was the
recognition by some companies of the need to include distribution in the functional management
structure of an organization. The decade also saw a change in the structure and control of the
distribution chain
1970s
44
There was a decline in the power of the manufacturers and suppliers, and a marked
increase in that of the major retailers. The larger retail chains developed their own distribution structures,
based initially on the concept of regional or local distribution depots to supply their stores.
1970s
45
Fairly rapid cost increases and the clearer def nition of the true costs of distribution contributed to a
signif icant increase in professionalism within distribution. With this professionalism came a move
towards longer-term planning and attempts to identify and pursue cost-saving measures. These
measures included centralized distribution, severe reductions in stock-holding and the use of the
computer to provide improve information and control.
1980s
46
Linked very much to advances in information technology, organizations began to broaden their
perspectives in terms of the functions that could be integrated. In short, this covered the combining of
materials management (the inbound side) with physical distribution (the outbound side). The term
'logistics' was used to described this concept. Once again major emphasis made during this period was
that informational aspects were as important as physical aspects in securing an effective logistics
strategy.
Late 1980s and early 1990s
47
process was developed even further to encompass not only the key functions within an
organization's own boundaries but also those functions outside that also contribute to the provision of a
product to a final customer. This is know as supply chain management. The supply chain concept gave
credence to the fact that there may be several different organizations involved in getting a product to the
marketplace.
1990s
48
Business organizations faced many challenges as they endeavored to maintain or improve their position
against their competitors, bring new products to market and increase the prof tability of their operations.
This led to the development of many new ideas for improvement, specif cally recognized in the redef
nition of business goals and the re- engineering of entire systems
2000 to 2010
49
Logistics and the supply chain f hally became recognized as an area that was key to overall business success. Indeed, for many organizations, changes in logistics have provided that catalyst for major
enhancements to their business. Leading organizations recognized that there was a positive ‘value
added’ role that logistics could ofer, rather than the traditional view that the various functions within logistics were merely a cost burden that had to be minimized regardless of any other implications.
2000 to 2010