A New Paradigm for Freight Demand Modeling: The Physical Distribution Channel Choice Approach

2010 ◽  
Vol 14 (3) ◽  
pp. 240-253 ◽  
Author(s):  
Eunmi Kim ◽  
Dongjoo Park ◽  
Chansung Kim ◽  
Jae-yeong Lee
Keyword(s):  
Distribution Channel ◽  
New Paradigm ◽  
Physical Distribution ◽  
Demand Modeling ◽  
Channel Choice ◽  
Choice Approach

Distribution Channel Choice of New Entrepreneurial Ventures

2010 ◽  
Vol 35 (4) ◽  
pp. 683-708 ◽  
Author(s):  
Malte Brettel ◽  
Andreas Engelen ◽  
Thomas Müller ◽  
Oliver Schilke
Keyword(s):  
Distribution Channel ◽  
Entrepreneurial Ventures ◽  
Channel Choice

Channel Selection for New Industrial Products: A Framework, Method, and Application

1992 ◽  
Vol 56 (3) ◽  
pp. 69-82 ◽  
Author(s):  
V. Kasturi Rangan ◽  
Melvyn A. J. Menezes ◽  
E. P. Maier
Keyword(s):  
Distribution Channel ◽  
New Product ◽  
Step Method ◽  
Channel Choice ◽  
Choice Decision ◽  
Management Participation ◽  
Selection For ◽  
Market Factors ◽  
Functional Components ◽  
Illustrative Application

The authors present a framework and method for addressing the new product channel choice decision and demonstrate its use with an application for a new industrial product. First, on the basis of extant literature, they disaggregate a distribution channel into eight functional components. These functions are representative of the various product-market factors influencing channel choice. Next, they offer a three-step method that involves (1) obtaining evaluations of the new product on each function from several experts, (2) analytically combining those evaluations, and (3) identifying the channel alternative that effectively and efficiently addresses customer requirements of those functions. This method requires extensive management participation to facilitate its implementation. Finally, the authors provide an illustrative application to demonstrate its managerial usefulness.

scholarly journals Un paradigma de la nueva economía : el sector financiero en España

2007 ◽  
pp. 27
Author(s):  
José Luis Fanjul Suárez ◽  
Laura Valdunciel Bustos
Keyword(s):  
Business Models ◽  
Distribution Channel ◽  
Sustainable Growth ◽  
Business Strategies ◽  
Strategic Decisions ◽  
New Paradigm ◽  
Financial Products ◽  
Long Time ◽  
Use Of Internet ◽  
Internet Development

En los modelos de estrategia empresarial convencionales, las empresas decidían las tecnologías a emplear, en cambio, actualmente, es la tecnología la que dirige las decisiones estratégicas en la empresa asumiendo un rol desconocido hasta ahora.La forma de gestionar los negocios, ha modificado los supuestos económicos fundamentales sobre los que se sustentaban la mayoría de las empresas, transformando la economía industrial en lo que hoy llamamos economía digital. Este nuevo paradigma ha variado la configuración de las estrategias empresariales, tal y como, se concebían de la aparición de este nuevo fenómeno.El impacto de esta "nueva economía" por sectores está siendo desigual, el sector financiero ha sido ionero en el uso de internet como nuevo canal de distribución. El desarrollo de Internet permitirá conseguir un crecimiento sostenido debido a que la distribución de productos financieros no requiere un intercambio físico de bienes, ya que el dinero es desde hace ya mucho tiempo, un bien electrónico.En este trabajo se pretende hacer un breve análisis de la situación de la banca online en España, de las estrategias adoptadas por las entidades financieras más importantes de nuestro país, y de cómo ha influido este nuevo canal en los productos financieros que ofrecen estas entidades.<br /><br />Among the conventional strategic business models, companies decide which technologies should be used. Contrary to that, at present, technology takes the strategic decisions in businesses playing a role totally unknown so far.The way of managing businesses has modified the fundamental economic assumptions on which the vast majority of businesses were based transforming the industrial economy into what now is called digital economy. This new paradigm has changed the configuration of business strategies as they were understood before this new phenomenon appeared.The impact of this new economy is uneven depending on the sectors. The financial sector has pioneered the use of Internet as a new distribution channel. Internet development allows a sustainable growth because the distribution of financial products does not require a physical exchange of goods. The reason is that money has been, for a long time, an electronic good.This paper tries to analyze the situation of online banking in Spain, the strategies adopted by the most important financial concerns in the country, and how this new channel has influenced the financial products offered by those concerns.

International Market Entry and Expansion via Independent or Integrated Channels of Distribution

1987 ◽  
Vol 51 (1) ◽  
pp. 71-82 ◽  
Author(s):  
Erin Anderson ◽  
Anne T. Coughlan
Keyword(s):  
Vertical Integration ◽  
Western Europe ◽  
Distribution Channel ◽  
Foreign Market ◽  
Industrialized Countries ◽  
Foreign Markets ◽  
Difficult Decision ◽  
Channel Choice ◽  
Key Variables ◽  
Sales Agents

Manufacturers introducing an industrial product to a foreign market face a difficult decision. Should the product be marketed primarily by captive agents (company salesforce and company distribution division) or by independent intermediaries (outside sales agents and distributors)? This is an issue of downstream vertical integration. The authors explore the issue through an empirical investigation of distribution channel choice in foreign markets by U.S. semiconductor companies. Using original interview data, they develop scales to measure key variables. With these measures they build a logistic regression model of what factors affect the form of the distribution channel chosen in various foreign markets. The results indicate that integration is associated with the degree of transaction specificity of assets in the distribution function and whether or not the product being introduced is highly differentiated. There is evidence that the product will be sold through whatever channel is already in place, if any. Further, American firms seem more likely to integrate the distribution channel in highly developed industrialized countries (Western Europe) than in Japan and Southeast Asia, which are more culturally dissimilar. Implications for managers faced with a channel choice are explored.

scholarly journals PENGARUH BIAYA DISTRIBUSI TERHADAP JUMLAH PENJUALAN PUPUK PADA PT. PERTANI (PERSERO) CABANG BENGKULU

2016 ◽  
Vol 2 (2) ◽  
Author(s):  
Rika Dwi Yulihartika
Keyword(s):  
Correlation Coefficient ◽  
Statistical Approach ◽  
Distribution Channel ◽  
Distribution Area ◽  
Analysis Method ◽  
Simple Linear Regression ◽  
Physical Distribution ◽  
Qualitative And Quantitative ◽  
Method R

Distribution represent the part activity of marketing which point to get correct goods and correct plance with efficient expense. Therefore distribution role of vital importance in aim peripatetic company is distribution area. PT. Pertani (Persero) on Bengkulu is peripatetic company of distribution fertilizer. Before sold to market, product sent from factory to distributor warehouse beforehand, afterwards in allocation to some region exist in province Bengkulu according to requirement of each region to distributed as according to request of market. Method research is referensi study and discipline study, in field study consist of observation and interview. Used by analysis method is analisys qualitative and quantitative. Quantitative analisys used whit statistical approach used simple linear regression formula and correlation coefficient analysis with person product moment method (r) and also to prove do there is relation and influence between distribution channel to purchase volume in thypothesis test (t-hitung> t-tabel).Result of analysis Y = 68.615 + 0,446 X meaning that constanta equal to 68.615 expressing that if influence from expense of physical distribution purchase volume equal 68.615. and regresi coefficient equal to 0,446 expressing that each addition 1 unit of physical distribution boosted up from purchase volume. Correlation coefficient (r) = 0,612, value positif correlation with purchase volume and physical distribution boosted. Value coefficient determination equal 0,374 is 37,4 % variable indenpenden of  purchase and variable dependen of physical distribution boosted, value 62,6% other of variabel on variable physical distribution boosted.Keywords : cost, physical distribution , distribution boosted

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