1. Design of Information Channel Components: A Practical Example Design of Information Channel Components: A Practical Example Extracted from: “Channel Selection for New Industrial Products,” by Rangan, Menezes, Maier Distribution Channel Strategy Spring Semester: E 266 February 2000 L. P. Bucklin

2. The Channel Design Problem Determine the optimal channel for a new industrial product when EU have limited experience with the product How should alternative channels be defined? How should the selection be made among the alternatives? How should one distinguish between the information and logistic needs to shape the design?

3. Functions-Service Delivery Functions may be seen as logistic or information activities related to the services that they perform Consumer service levels required for each of these functions are set forth as the collective determinants of channel design

4. Impact of High Service Level upon Channel Type Type of Service Channel with High Service Lot SizeIndirect AssortmentIndirect AvailabilityIndirect Complexity of Product HandlingIn-Direct? Quality AssuranceDirect Product InformationDirect CustomizationDirect Complexity of After-Sale ServiceIn?-Direct?

5. Implementation Steps Measurement of service requirements –Weighting management and EU views –Identify multiple respondents Þ Lead users Þ Management experts –Issue of correlation due to common viewpoint Development of scales for each service factor –Potential bias in judgments Þ Will EU weight service needs higher than appropriate? Þ Will managers have any hidden agendas that might affect preferences?

6. Application How does one rate the different service needs in identifying a superior channel? Note differences between new product and mature channel service demand –Service needs declined across the board –Strong learning effects about channel services Determination of the channel options –Limited to existing institutional framework? –Any hybrid systems possible?

7. Mean End-User Ratings Lot Size.50.32 Assortment.67.46 Availability.67.50 Special Handling.11.02 Product Information.70.56 Quality Assurance.84.38 Customization.96.51 After-Sale Service.72.45 Channel Service & Rating New Mature

8. Evaluation of Approach Following the decision logic, the design decision was derived from apparent assumption that all channels could provide the necessary services Channel cost became the determining factor The major contribution from the survey was identification of the initial need of both a high level of information and logistics This led to the combination channel employed

9. Interactions Between Information and Logistic Services Hybrid Direct Commercial Warehouse Pure Indirect Channel Hybrid Broker Drop-ship Pure Direct Channel EU Information Needs EU-Logistical Needs High Low Pure channel: same logistic and information structure Hybrid channel: different logistic and information structure From CL2B-Design Concepts

10. Design Generalizations The need to deliver complex information diminishes the potential for a contribution from information intermediaries in the channel Changes in information requirements may occur overtime as a product matures and the end user becomes more knowledgeable The long run information channel may be different from the short run The ease of being able to shift from short to long term ideal may affect the short term selection

11. Governance Issues Once channels are established, change from one design to another may be expected to diminish cooperation at launch of the initial channel and to engender conflict at point of change These conflicts may be more significant in a non-integrated system, but internal conflict within the integrated system will still be present

12. Determining Channel Costs How should potential costs for the commercial segment of each channel type be estimated? –Comparisons with extant channels –Engineering estimates—what is the impact of scale? Can cost estimates be protected from bias held by the decision makers? Use of consultants? How should costs be linked to the level of service by the end user? How does one control for costs incurred by partner firms in the channel? (A governance issue.)