As pure digital-players like Amazon and Alibaba bring the online retail experience to the offline world by opening walk- in stores loaded with Artificial Intelligence that look and feel like e-commerce solutions, we can no longer believe in an analog-digital divide, nor keep thinking about âonâ and âofflineâ consumer as two separate and distinct entities. Instead, we need to think about omnichannel solutions that follow consumers as they seamlessly flow between screen and brick- and-mortar experiences, challenging the role of existing distribution and retail channels as last-mile bridges between brands and their consumers. So, how do you create âphygitalâ omnichannel solutions for a specialized category sold in a dedicated, specialized and highly atomized distribution channel, without alienating its traditional retail ecosystem? You commit to a co-creation process via Design Thinking. Here we will explore the Royal Canin/Mars experience, re-shaping Chileâs pet food market.
As pure digital-players like Amazon and Alibaba bring the online retail experience to the offline world by opening walk- in stores loaded with Artificial Intelligence that look and feel like e-commerce solutions, we can no longer believe in an analog-digital divide, nor keep thinking about on and offlineconsumer as two separate and distinct entities. Instead, we need to think about omnichannel solutions that follow consumers as they seamlessly flow between screen and brick- and-mortar experiences, challenging the role of existing distribution and retail channels as last-mile bridges between brands and their consumers. So, how do you create phygital omnichannel solutions for a specialized category sold in a dedicated, specialized and highly atomized distribution channel, without alienating its traditional retail ecosystem? You commit to a co-creation process via Design Thinking. Here we will explore the Royal Canin/Mars experience, re-shaping Chile's pet food market.
This paper develops NBD models and new evaluation methods for estimating the reach and frequency distribution. The models were developed in order to address the radio industryâs requirements of âflightingâ and schedule variation from week to week. The models are demonstrated to be valid and reliable. They are empirically evaluated using a new four-week audience survey and are shown to be effective over 52 weeks. The evaluation is based on 1) demonstration schedules developed by the radio industry and by the analyst; 2) station reach; and 3) an examination of the statistical distributions. The delivery of the new models and their acceptance and impact on the radio industry is discussed.
This paper provides attitudinal information collected from mutual fund investors in the United States and Europe regarding various traditional and emerging distribution channels. The author proposes that channels be redefined according to whether products are sold with face-to-face contact between the investor and seller or the sellerâs intermediary. Furthermore, this paper argues that there are key strategic initiatives and marketing programs that can mitigate investor anxieties and leverage favourable perceptions of various channels. These data have been collected through qualitative and quantitative research.
The Dutch financial industry makes increasing use of new distribution channels. This paper describes the degree to which this influences Dutch consumer attitudes and behaviours. The paper is based on findings from a semi-continuous study. It explains the key factors which determine the use of new channels. Consumer groups are segmented in terms of attitudes and behaviours. In addition, this paper pays attention to the differences between several types of financial services in âdistribution sharesâ of channels. Information from this study is relevant to every supplier in the financial industry who is considering offering new channels to customers in the retail market.
The article presents how technical development, changing customer behaviour and lower barriers to entry into financial services markets open up opportunities for players from other industries to enter the industry traditionally dominated by banks. With their superior mastering of IT and its possibilities for distribution of products and services, lower costs and higher competence in specific fields, non-banks and near-banks are those benefiting most from the new competitive constellation. Faced with the threat of disintermediation and shrinking market share, banks have to act by embracing new concepts of distribution, making better use of IT and last but not least by colluding with their new competitors through strategic alliances and other forms of agreements.
The Office Products Market in Europe is characterised by a complex distribution structure and multiple sales channels. Up to seven layers of distribution for some consumable products add significantly to prices paid by the end user. Our client, a leading supplier of both consumable and hardware office products needed to understand the market dynamics in all parts of the distribution chain from suppliers of finished and semi-finished products to the end user. The paper describes the process by which the market was researched in its entirety through detailed market investigations to generate a full understanding of all aspects of the market place. The investigation covered the whole supply, distribution and user chain for key products from Original Equipment Manufacturers, other market suppliers and importers, all channels of distribution and leading edge end users. A key feature of the projects was the full integration of existing data, the close working relationship with the country and European sales organisations of the client. The project covered all countries in Northern, Western and Southern Europe. The project approach, market coverage, quality of interviews and sophisticated analysis was directly responsible for the success of the client in the market place. In the main market sectors, the company was able to achieve significant increases in market share. Results of the survey led to a review of the entire distribution structure, opening up of new distribution channels, channel rationalisation in many countries and lower end user prices whilst protecting product margins.