CHAPTER 4, 5, 6
問題一覧
1
- The system generated by any process of interaction on the sociocultural level, between two or more actors.
social system
2
- conflict exists when a member of the marketing channel perceives that another members actions impede the attainment of his or her goals.
conflict
3
who makes this distinction - In the process of both competition and conflict the goals (of the various units) are perceived to be incompatible, and the units are striving respectively to attain these goals.
schmidt and kochan
4
A role is a set of prescriptions that define what the behavior of position members (such as a member channel) should be.
role incongrueties
5
sometimes conflict stems from a disagreement between channel members over the allocation of some valuable resources needed to achieve their respective goals.
resource scarcities
6
Perceptions refers to the way that an individual selects and interprets environmental stimuli. The way such stimuli are perceived, however, is often quite different from objective reality.
perceptual differences
7
various channel members have expectations about the behavior of other channel members.
expectational differences
8
channel members explicitly or implicitly carve out for themselves an area of decision-making that they feel is exclusively theirs.
decision domain disagreements
9
each member of the marketing channel has his or her own goals.
goal incompatibilities
10
communication is the vehicle for all interactions among the channel members, whether such interactions are cooperative or conflicting
communication difficulties
11
is the degree to which the total investment in the various inputs necessary to achieve a given distribution objectives can be optimized in terms of outputs.
channel efficiency
12
it shows a negative relationship indicating that, as the level of conflict increases, channel efficiency declines.
negative effect-reduced efficiency
13
it shows that the existence of conflict has caused no change in channel efficiency. Hence, the effect of conflict on input levels necessary to achieve distribution objectives is insignificant.
no effect-efficient remains constant
14
it shows that the conflict shown to cause an increase in channel efficiency.
positive effect-efficiency increased
15
by combining the three models, a general curve showing the possible effects of conflict on channel efficiency results.
conflict and channel efficiency
16
by combining the three models, a general curve showing the possible effects of conflict on channel efficiency results.
conflict and channel efficiency
17
aimed at finding a method for early detection of channel conflict.
detect conflict or potential conflict
18
a growing body of literature has been emerging to assist the channel manager in developing methods for measuring conflict and its effects on channel efficiency. Develop a scale for measuring the intensity of conflict between producers and distributors of building products.
appraise the possible effects of conflict
19
when conflict exists in the channel, the channel manager should take action to resolve the conflict if it appears to be adversely affecting channel efficiency.
resolve channel conflicts
20
might be established for periodic evaluations of emerging problems related to conflict.
a channel wide committee
21
by the committee (or some other vehicle) – that takes into account the goals and special capacities of the various channel members, the needs of consumers, and environmental constraints – would help to mitigate the effects of conflicts
joint goal setting
22
position might be created for each major firm in the channel. The individual(s) filling this position would be responsible for exploring the firm’s distribution-related problems.
a distribution executive
23
has been described as “the glue that holds together a channel of distribution”.
communication
24
kotler define marketing strategy as “the broad principles by which the business unit expects to achieve its marketing objectives in a target market”
marketing channel strategy
25
- The most fundamental distribution decision for any firm or organization to consider is the role that distribution is expected to play in a company’s long-term overall objectives and strategies.
marketing channel strategy and the role of distribution in corporate objectives and strategy
26
- Whether or not the firm views distribution as worthy of top management concern when developing overall objectives and strategies, it must still deal with the issue of the role of distribution in the marketing mix.
marketing channel strategy and the marketing mix
27
- The subject of channel design, which involves the entire process of setting up a channel (or modifying an existing one).
- It shows the relationship between channel strategy and channel design
channel strategy and designing marketing channels
28
- Is the final phase of channel design.
- The approach taken to channel member selection and the particular types of intermediaries chosen to become channel members should reflect the channel strategies the firm has developed to achieve its distribution objectives.
channel strategy and selection of channel members
29
- Channel management from the manufacturer’s perspective involves all of the plans and actions taken by the manufacturer aimed at securing the cooperation of the channel members in achieving the manufacturers distribution objectives.
channel strategy nd managing the marketing channel
30
The process that the channel manager should be able to obtain concrete evidence of how well the channel has been designed and managed
channel strategy and evaluation of channel member performance
31
also called sustainable competitive advantage in more recent years, refers to a firm’s attainment of an advantageous position in the market relative to competitors – a place that enables it to use its particular strengths to satisfy customer demands better than its competitors on a long-term (sustainable) basis.
differential advantage
32
Is what the firm does with its channel planning and decision making to attain the channel position.
channel positioning
33
is very similar to any other marketing task and has to start with segmentation-putting customers in similar groups based on their needs.
channel design and planning process
34
clusters of customers on the basis of what each segment expects out of the channel.
segmentation stage
35
defines the channel element which is required to service each of the segments.
positioning stage
36
the sales manager decides only the segments that need to be addressed.
focus stage
37
if the channel system is being established is new, at this stage the sales manager could work out the best possible alternatives.
developing the right channel alternative
38
customer needs are defined by the desired customer service levels expected out of the channel system.
defining the customer needs
39
the company has to offer the customer a variety of products to choose from.it is the most convenient of the product that the customer can buy at a time. The amount of good produced at the one time.
lot size
40
refers to the time elapsed between the desire in the customer to buy the product and the time when he can actually buy it.
waiting time
41
the company has to offer the customer a variety of products to choose from.
choice to the consumer
42
it is the most of the times directly influenced by the intensity of the distribution being followed by the company.
place utility
43
service back up is all the add-ons that the channel can help provide.
service support
44
channel objectives are simply what the channel system is expected to do to support customer service
defining channel objectives
45
the cost of the distribution channel ultimately gets reflected in the price the end-user or consumer the product or service has to pay.a company looks at alternatives for its distributional channel after it has decided on the targeted customers and customer service deliverables
cost of channel system
46
the cost of the distribution channel ultimately gets reflected in the price the end-user or consumer the product or service has to pay.
cost of the channel systems
47
are independent business that assist producers, and manufacturers (and final users) in the performance of negotiatory functions and other distribution tasks. Intermediaries thus participate in the negotiation and/or ownership flows.
intermediaries or middlemen
48
consist of business that are engaged in selling goods for resale or business use to retail, industrial, commercial, institutional, professional or agricultural firms, as well as to other wholesalers. Also included are firms acting as agents or brokers in either buying goods or selling them to such customers.
wholesalers
49
are also independent middlemen
agents, brokers, and commission merchants
50
are firms engaged primarily in buying, taking title to, usually storing and physically handling products in relatively large quantities.
merchant wholesaler
51
the channel systems must not only be suitable to handle the current sales volumes
adaptability
52
This starts at the time the channel member is recruited & continues right through the time that the channel member is associated with the companyThis is the basic requirement of the channel system.
range and volume to be handed
53
has to be optional in terms of customer service delivery and the cost associated with it.
ideal channel structure
54
This starts at the time the channel member is recruited & continues right through the time that the channel member is associated with the company
training channel members
55
includes efforts in designing capacity building programmers, training, promotion support, marketing research and of course working along with the company sales personnel.
motivating channel partners
56
this power emanates out of the eminent position that the company holds in the industry.
referent power
57
implies that the company has some special knowledge that is value adding to the channel partner.
expert power
58
enforcing any task expected of the intermediary as per the agreement or contract signed with the company.
legitimate power
59
using the channel partners for distribution of its goods and services has the ability to give additional support to help increase volumes.
support power
60
competition faced by the firm in the market.
competition power
61
company provide the incentives to the channel partners to perform additional task at specific points of time.
reward power
62
the power of ‘threat’ used by the company.
coercive power
63
standard definition of input vs. output applies here also.
efficiency
64
channel has been designed for a current volume of business handling a specific number of customers.
capacity
65
ability to handle changing demand patterns.
agility
66
the analysis of how well the channel system meets its objectives.
effectiveness
67
channel network should deliver the same level of service day after day or month after month without fail.
consistency
68
measure of the commitment on performance of obligations and the certainty with which commitment met.
reliability
69
channel system may have all qualities describe above, but it still has to do business in a fair and above-board manner
integrity
70
the manufacturer would be where the producer of the products also undertakes the distribution of its products.
downstream integration
71
for the channel member would be for him to make the products, brand them and sell them.
upstream integration
72
is employing existing channel partners like wholesalers & retailers or developing partners like C&F agents and distributors.
outsourcing
73
their main job is distribution and hence there is a focus
core competence
74
they are independent, they are eligible to get all benefits of their operations.
motivation
75
they are not bound by the strict rules of operations which a firm has to follow.
flexibility in operations
76
he can manage his customers and environment better as he has built up relationship over a period of time.
local strengths
77
he is answerable to himself to start with and if he is abiding by the rules set by the company, he can do well.
independent operations
78
the 3P operator knows that if he does not perform well, he can be replaced.
threat of replacement
79
he knows his territory and its nuances extremely well and can keep a sharp look-out for his competitor’s activities.
high local knowledge
80
Regularly publishes catalogs of goods he is selling along with price.
marketing through catalogs
81
direct selling is the company reaching the product directly to the consumer of the product.
selling direct
82
are those which use the internet to sell goods to the consumers directly.
use of electronic channels
83
Advantages of on-line buying:
buying is possible 24/7, may still take less time than going to a store and buying, good value for money in terms of pricing and other promotions, access to a wide assortment of goods
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 CHAPTER 1
Quiz CHAPTER 1
BA · 49問 · 1年前Quiz CHAPTER 1
Quiz CHAPTER 1
49問 • 1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 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
- The system generated by any process of interaction on the sociocultural level, between two or more actors.
social system
2
- conflict exists when a member of the marketing channel perceives that another members actions impede the attainment of his or her goals.
conflict
3
who makes this distinction - In the process of both competition and conflict the goals (of the various units) are perceived to be incompatible, and the units are striving respectively to attain these goals.
schmidt and kochan
4
A role is a set of prescriptions that define what the behavior of position members (such as a member channel) should be.
role incongrueties
5
sometimes conflict stems from a disagreement between channel members over the allocation of some valuable resources needed to achieve their respective goals.
resource scarcities
6
Perceptions refers to the way that an individual selects and interprets environmental stimuli. The way such stimuli are perceived, however, is often quite different from objective reality.
perceptual differences
7
various channel members have expectations about the behavior of other channel members.
expectational differences
8
channel members explicitly or implicitly carve out for themselves an area of decision-making that they feel is exclusively theirs.
decision domain disagreements
9
each member of the marketing channel has his or her own goals.
goal incompatibilities
10
communication is the vehicle for all interactions among the channel members, whether such interactions are cooperative or conflicting
communication difficulties
11
is the degree to which the total investment in the various inputs necessary to achieve a given distribution objectives can be optimized in terms of outputs.
channel efficiency
12
it shows a negative relationship indicating that, as the level of conflict increases, channel efficiency declines.
negative effect-reduced efficiency
13
it shows that the existence of conflict has caused no change in channel efficiency. Hence, the effect of conflict on input levels necessary to achieve distribution objectives is insignificant.
no effect-efficient remains constant
14
it shows that the conflict shown to cause an increase in channel efficiency.
positive effect-efficiency increased
15
by combining the three models, a general curve showing the possible effects of conflict on channel efficiency results.
conflict and channel efficiency
16
by combining the three models, a general curve showing the possible effects of conflict on channel efficiency results.
conflict and channel efficiency
17
aimed at finding a method for early detection of channel conflict.
detect conflict or potential conflict
18
a growing body of literature has been emerging to assist the channel manager in developing methods for measuring conflict and its effects on channel efficiency. Develop a scale for measuring the intensity of conflict between producers and distributors of building products.
appraise the possible effects of conflict
19
when conflict exists in the channel, the channel manager should take action to resolve the conflict if it appears to be adversely affecting channel efficiency.
resolve channel conflicts
20
might be established for periodic evaluations of emerging problems related to conflict.
a channel wide committee
21
by the committee (or some other vehicle) – that takes into account the goals and special capacities of the various channel members, the needs of consumers, and environmental constraints – would help to mitigate the effects of conflicts
joint goal setting
22
position might be created for each major firm in the channel. The individual(s) filling this position would be responsible for exploring the firm’s distribution-related problems.
a distribution executive
23
has been described as “the glue that holds together a channel of distribution”.
communication
24
kotler define marketing strategy as “the broad principles by which the business unit expects to achieve its marketing objectives in a target market”
marketing channel strategy
25
- The most fundamental distribution decision for any firm or organization to consider is the role that distribution is expected to play in a company’s long-term overall objectives and strategies.
marketing channel strategy and the role of distribution in corporate objectives and strategy
26
- Whether or not the firm views distribution as worthy of top management concern when developing overall objectives and strategies, it must still deal with the issue of the role of distribution in the marketing mix.
marketing channel strategy and the marketing mix
27
- The subject of channel design, which involves the entire process of setting up a channel (or modifying an existing one).
- It shows the relationship between channel strategy and channel design
channel strategy and designing marketing channels
28
- Is the final phase of channel design.
- The approach taken to channel member selection and the particular types of intermediaries chosen to become channel members should reflect the channel strategies the firm has developed to achieve its distribution objectives.
channel strategy and selection of channel members
29
- Channel management from the manufacturer’s perspective involves all of the plans and actions taken by the manufacturer aimed at securing the cooperation of the channel members in achieving the manufacturers distribution objectives.
channel strategy nd managing the marketing channel
30
The process that the channel manager should be able to obtain concrete evidence of how well the channel has been designed and managed
channel strategy and evaluation of channel member performance
31
also called sustainable competitive advantage in more recent years, refers to a firm’s attainment of an advantageous position in the market relative to competitors – a place that enables it to use its particular strengths to satisfy customer demands better than its competitors on a long-term (sustainable) basis.
differential advantage
32
Is what the firm does with its channel planning and decision making to attain the channel position.
channel positioning
33
is very similar to any other marketing task and has to start with segmentation-putting customers in similar groups based on their needs.
channel design and planning process
34
clusters of customers on the basis of what each segment expects out of the channel.
segmentation stage
35
defines the channel element which is required to service each of the segments.
positioning stage
36
the sales manager decides only the segments that need to be addressed.
focus stage
37
if the channel system is being established is new, at this stage the sales manager could work out the best possible alternatives.
developing the right channel alternative
38
customer needs are defined by the desired customer service levels expected out of the channel system.
defining the customer needs
39
the company has to offer the customer a variety of products to choose from.it is the most convenient of the product that the customer can buy at a time. The amount of good produced at the one time.
lot size
40
refers to the time elapsed between the desire in the customer to buy the product and the time when he can actually buy it.
waiting time
41
the company has to offer the customer a variety of products to choose from.
choice to the consumer
42
it is the most of the times directly influenced by the intensity of the distribution being followed by the company.
place utility
43
service back up is all the add-ons that the channel can help provide.
service support
44
channel objectives are simply what the channel system is expected to do to support customer service
defining channel objectives
45
the cost of the distribution channel ultimately gets reflected in the price the end-user or consumer the product or service has to pay.a company looks at alternatives for its distributional channel after it has decided on the targeted customers and customer service deliverables
cost of channel system
46
the cost of the distribution channel ultimately gets reflected in the price the end-user or consumer the product or service has to pay.
cost of the channel systems
47
are independent business that assist producers, and manufacturers (and final users) in the performance of negotiatory functions and other distribution tasks. Intermediaries thus participate in the negotiation and/or ownership flows.
intermediaries or middlemen
48
consist of business that are engaged in selling goods for resale or business use to retail, industrial, commercial, institutional, professional or agricultural firms, as well as to other wholesalers. Also included are firms acting as agents or brokers in either buying goods or selling them to such customers.
wholesalers
49
are also independent middlemen
agents, brokers, and commission merchants
50
are firms engaged primarily in buying, taking title to, usually storing and physically handling products in relatively large quantities.
merchant wholesaler
51
the channel systems must not only be suitable to handle the current sales volumes
adaptability
52
This starts at the time the channel member is recruited & continues right through the time that the channel member is associated with the companyThis is the basic requirement of the channel system.
range and volume to be handed
53
has to be optional in terms of customer service delivery and the cost associated with it.
ideal channel structure
54
This starts at the time the channel member is recruited & continues right through the time that the channel member is associated with the company
training channel members
55
includes efforts in designing capacity building programmers, training, promotion support, marketing research and of course working along with the company sales personnel.
motivating channel partners
56
this power emanates out of the eminent position that the company holds in the industry.
referent power
57
implies that the company has some special knowledge that is value adding to the channel partner.
expert power
58
enforcing any task expected of the intermediary as per the agreement or contract signed with the company.
legitimate power
59
using the channel partners for distribution of its goods and services has the ability to give additional support to help increase volumes.
support power
60
competition faced by the firm in the market.
competition power
61
company provide the incentives to the channel partners to perform additional task at specific points of time.
reward power
62
the power of ‘threat’ used by the company.
coercive power
63
standard definition of input vs. output applies here also.
efficiency
64
channel has been designed for a current volume of business handling a specific number of customers.
capacity
65
ability to handle changing demand patterns.
agility
66
the analysis of how well the channel system meets its objectives.
effectiveness
67
channel network should deliver the same level of service day after day or month after month without fail.
consistency
68
measure of the commitment on performance of obligations and the certainty with which commitment met.
reliability
69
channel system may have all qualities describe above, but it still has to do business in a fair and above-board manner
integrity
70
the manufacturer would be where the producer of the products also undertakes the distribution of its products.
downstream integration
71
for the channel member would be for him to make the products, brand them and sell them.
upstream integration
72
is employing existing channel partners like wholesalers & retailers or developing partners like C&F agents and distributors.
outsourcing
73
their main job is distribution and hence there is a focus
core competence
74
they are independent, they are eligible to get all benefits of their operations.
motivation
75
they are not bound by the strict rules of operations which a firm has to follow.
flexibility in operations
76
he can manage his customers and environment better as he has built up relationship over a period of time.
local strengths
77
he is answerable to himself to start with and if he is abiding by the rules set by the company, he can do well.
independent operations
78
the 3P operator knows that if he does not perform well, he can be replaced.
threat of replacement
79
he knows his territory and its nuances extremely well and can keep a sharp look-out for his competitor’s activities.
high local knowledge
80
Regularly publishes catalogs of goods he is selling along with price.
marketing through catalogs
81
direct selling is the company reaching the product directly to the consumer of the product.
selling direct
82
are those which use the internet to sell goods to the consumers directly.
use of electronic channels
83
Advantages of on-line buying:
buying is possible 24/7, may still take less time than going to a store and buying, good value for money in terms of pricing and other promotions, access to a wide assortment of goods