PHP India: the e-commerce dilemma

Learning outcomes Through the analysis of the case, the students will be able to: 1. appreciate the dynamics in a multi-channel environment especially in the relatively new ecommerce space in India; 2. understand the decision-making process and the impact on various stakeholders in adopting a new ecommerce sales channel; and 3. evaluate financial implications of channel profitability and its implication on the decision. Case overview/synopsis Philadelphia Home Products (PHP) India was facing a sales slowdown and was looking at a foray into the e-commerce channel, as an answer for business growth. The decision was not an easy one, as it had implications on existing channel partnerships and the organization. Channel choice decisions had acquired a new dimension with the proliferation of ecommerce platforms and changing online consumer buying habits. It was January 2015 and Nandini Devgan, CEO of PHP India was with her experienced team, who clearly had differing points of view. She needed to put the organization back on a growth trajectory, but how does she balance the various differing views put forth by her team? Was entering the ecommerce channel the best option? Complexity academic level This case is designed for use at the postgraduate level in courses, such as sales management, channel management, e-commerce and strategic marketing courses, as well as in executive management programs. The case is relevant from the context of channel management of a Consumer-Packaged Goods company in India, where e-commerce is nascent yet growing. It gives students a practical hands-on decision-making situation, where there are complexities of quantitative and qualitative nature. It triggers a discussion where the chief executive officer (CEO) and her team are facing growth and profitability issues, and have to take a decision on whether or not to adopt the e-commerce channel while managing the existing channels. Supplementary materials Teaching note is available for educators only. Subject code CSS 8: Marketing.

Saluran Distribusi Pemasaran Asuransi

Product distribution is one of the marketing process's activities. Many product manufacturers do not sell to end users directly. This is due to the fact that cost distribution is typically the primary reason corporations do not sell items to end customers. The marketing channel is in charge of getting the product from the manufacturer (the insurance company) to the consumer/customer. This can overcome the owner of a product or service's isolation from the people who require it in terms of time, location, and property. This marketing channel, in reality, necessitates product marketing channel management in compliance with OJK standards. In addition, any rivalry that emerges in the marketing channel while selling insurance goods. As a result, the goal of this article is to go into detail about the marketing channels for insurance products in public marketing. Keywords: Marketing Channels, Distribution, Insurance

Saluran Pemasaran Dalam Memasarkan Produk Asuransi

Marketing channels carry out the work of moving products from producers (insurance companies) to consumers/customers. It can overcome the time, place, and ownership gaps that separate products and services from those who need and want them. In practice, this marketing channel must also have product marketing channel management in accordance with OJK regulations. As well as any conflicts that occur in the marketing channel in marketing insurance products. Therefore, the purpose of this article is to provide an explanation of the marketing channels in detail in marketing insurance products to the general public.

Partner Relationship Management Architecture Design For SME During Pandemic Era

Abstract—The pandemic situation encourages every business, including small and medium scale, to transform towards an online business. This is done to be able to continue to reach customers and carry out existing business processes well. However, with the reduction or disappearance of face-to-face meetings, the quality of the relationship decreases both on the customer and business partner side. This research focuses on the relationship with business partners, where the exchange of information and data is not optimal in this section, and even errors can occur. Many studies have tried to optimize relationship management with business partners, but none have focused on small and medium-sized businesses during this pandemic. SME's need to manage their business relationships. However, according to research that has been done, many of these business models do not realize the importance of this, and only focus on selling.. This research aims to design PRM architecture designs for small and medium-scale enterprises in this pandemic era. This research resulted in an e-marketplace design that implements PRM for SMEs by applying a recommendation system for distributors to provide the right product to each reseller. Through the results of initial trials conducted by users, both from distributors and resellers, it is easier to understand each other's needs with this e-marketplace. Keywords: SMEs, PRM, channel management, recommendation system, pandemic Abstrak—Situasi pandemi mendorong setiap bisnis, termasuk skala kecil dan menengah, untuk bertransformasi menuju bisnis online. Hal ini dilakukan untuk dapat terus menjangkau pelanggan dan menjalankan proses bisnis yang ada dengan baik. Namun, dengan berkurangnya atau hilangnya pertemuan tatap muka, kualitas hubungan menurun baik di sisi pelanggan maupun mitra bisnis. Penelitian ini berfokus pada hubungan dengan mitra bisnis, dimana pertukaran informasi dan data tidak optimal pada bagian ini, bahkan kesalahan dapat terjadi. Banyak penelitian telah mencoba mengoptimalkan manajemen hubungan dengan mitra bisnis, tetapi tidak ada yang fokus pada usaha kecil dan menengah selama pandemi ini. Padahal sebenarnya SME pun sangat perlu mengelola relasi bisnisnya. Namun menurut riset yang pernah dilakukan, bisnis model ini banyak yang belum menyadari pentingnya hal tersebut, dan hanya fokus pada menjual. Penelitian ini bertujuan untuk merancang desain arsitektur PRM untuk usaha kecil dan menengah di era pandemi ini. Penelitian ini menghasilkan desain e-marketplace yang mengimplementasikan PRM untuk UKM dengan menerapkan sistem rekomendasi bagi distributor untuk menyediakan produk yang tepat untuk setiap reseller. Melalui hasil uji coba awal yang dilakukan oleh pengguna, baik dari pihak distributor maupun reseller menjadi dimudahkan untuk lebih saling memahami kebutuhan masing-masing dengan adanya e-marketplace ini. Kata kunci: SMEs, PRM, channel management, sistem rekomendasi, pandemi

Integrated assessment modeling reveals near-channel management as cost-effective to improve water quality in agricultural watersheds

Despite decades of policy that strives to reduce nutrient and sediment export from agricultural fields, surface water quality in intensively managed agricultural landscapes remains highly degraded. Recent analyses show that current conservation efforts are not sufficient to reverse widespread water degradation in Midwestern agricultural systems. Intensifying row crop agriculture and increasing climate pressure require a more integrated approach to water quality management that addresses diverse sources of nutrients and sediment and off-field mitigation actions. We used multiobjective optimization analysis and integrated three biophysical models to evaluate the cost-effectiveness of alternative portfolios of watershed management practices at achieving nitrate and suspended sediment reduction goals in an agricultural basin of the Upper Midwestern United States. Integrating watershed-scale models enabled the inclusion of near-channel management alongside more typical field management and thus directly the comparison of cost-effectiveness across portfolios. The optimization analysis revealed that fluvial wetlands (i.e., wide, slow-flowing, vegetated water bodies within the riverine corridor) are the single-most cost-effective management action to reduce both nitrate and sediment loads and will be essential for meeting moderate to aggressive water quality targets. Although highly cost-effective, wetland construction was costly compared to other practices, and it was not selected in portfolios at low investment levels. Wetland performance was sensitive to placement, emphasizing the importance of watershed scale planning to realize potential benefits of wetland restorations. We conclude that extensive interagency cooperation and coordination at a watershed scale is required to achieve substantial, economically viable improvements in water quality under intensive row crop agricultural production.

From channel management towards network coordination – changing perspectives on distribution arrangements

Purpose The purpose of this paper is to examine the transformation of the perspective applied to distribution structures in the late 1900s. This change implied that the previous focus on channel management by a channel captain was abandoned because of changes in the business reality. This perspective was replaced by models and concepts featuring collaboration and joint coordination between actors and relationships embedded in networks. Design/methodology/approach Changes of perspectives on phenomena are assumed to occur through the dynamic interplay between business reality, the conceptualisation of this reality and the managerial recommendations derived from this conceptualisation. The study is based on a thorough longitudinal literature review. Findings Shifts of perspectives occur when there is an increasing mismatch between the current business reality and mainstream conceptualisations. In this transformation, new constructs are required to illustrate new aspects of the business reality, exemplified in the study by interaction and networks. Some established concepts lose their significance, illustrated by the channel captain. Others may be re-interpreted, as is the case with the power concept. The study also shows that “forgotten” conceptualisations can be re-wakened, exemplified by the view of distribution structures as network constellations. In turn, these changes in the conceptualisation of distribution impact the managerial recommendations. Originality/value To the best of the author’s knowledge, there are no previous studies analysing how the perspective on a certain phenomenon changes through the dynamic interplay between business reality, conceptualisations and managerial recommendations.