Product distribution and coordination strategies in a multi-channel context

Yan, Ruiliang; Guo, Peijun; Wang, John; Amrouche, Nawel

doi:10.1016/j.jretconser.2010.09.001

Cited by 34 publications

(28 citation statements)

References 29 publications

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“…If the strategy would involve having a different approach to each channel, then it may also incorporate an attempt to migrate from one channel to the other [7]. A more homogenous strategy would attempt to achieve a more coherent user experience, brand, product and service offering across channels regardless of their particularities [37]. This coherence also reduces the risk of causing confusion and dissatisfaction with different prices, products, services [19] and return policies including returns to different channels.…”

Section: Multichannel Retailmentioning

confidence: 99%

The Six Relative Advantages in Multichannel Retail for Three-Dimensional Virtual Worlds and Two-Dimensional Websites

Zarifis

2019

Proceedings of the 10th ACM Conference on Web Science

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Multichannel retail is now prevalent with retailers and consumers utilizing a number of channels in parallel or in some instances in an interconnected way. There is a degree of understanding on what each channel can offer but the Relative Advantage of each channel in relation to the others is less understood. This research evaluates the Relative Advantage between the three channels of three-dimensional Virtual Worlds, two-dimensional websites and offline retail stores. The consumer's preferences across the three channels were distinguished across six Relative Advantages. The three channels were then compared across the six Relative Advantages identified. Participants showed a preference for offline and 2D in most situations apart from enjoyment, entertainment, sociable shopping, the ability to reinvent yourself, convenience and institutional trust where the Virtual Worlds were preferred.

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Section: Multichannel Retailmentioning

confidence: 99%

The Six Relative Advantages in Multichannel Retail for Three-Dimensional Virtual Worlds and Two-Dimensional Websites

Zarifis

2019

Proceedings of the 10th ACM Conference on Web Science

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“…Research on dual channels can be classified into two streams: channel member interactions, and channel strategy. In the first stream, research has considered firm profitability under various settings such as contract selection (Mukhopadhyay, Zhu, & Yue, ), channel coordination (Tsay & Agrawal, ; Cai, ; Yan, Guo, Wang, & Amrouche, ), firm's pricing strategy (Huang & Swaminathan, ), retailing services (Yan & Pei, ), and channel choice (Yoo & Lee, ). The second stream studies manufacturer's dual channel strategy with issues such as consumer acceptance (Chiang, Chhajed, & Hess, ), service competition (Chen, Kaya, & Özer, ), demand uncertainty, exogenous service quality and wholesale price (Dumrongsiri, Fan, Jain, & Moinzadeh, ), the interaction between channel structure and price (Cattani, Gilland, Heese, & Swaminathan, ), the retailer's cost advantage (Arya, Mittendorf, & Sappington, ), personalized pricing (Liu & Zhang, ), competitive brands (Kumar & Ruan, ), channel capability differentiation (Xu, Gurnani, & Desiraju, ), product information (Wu, Ray, & Whinston, ), and product variety (Xiao, Choi, & Cheng, ).…”

Section: Literature Reviewmentioning

confidence: 99%

The Impact of Product Returns and Retailer's Service Investment on Manufacturer's Channel Strategies*

2016

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We study the distribution channel decision of a manufacturer who considers whether to add an online channel (direct channel) to its brick‐and‐mortar retailer (indirect channel). The retailer faces the opportunity to invest in store assistance to help consumers choose products and thus reduce product returns. Special attention is given to the impact of product returns and retailer's store assistance investment on manufacturer's dual channel decision. We examine conditions under which the manufacturer uses dual channels and how various relevant factors affect its channel decision under two settings, depending on whether the retailer has its own online store or not. When the retailer does not have its online store, we find that (i) the addition of the direct channel raises the wholesale price; (ii) the direct channel addition hurts the retailer if the nonreplacement rate is low; (iii) the manufacturer has a lower incentive to add the direct channel when the retailer's service cost is lower or its returns reduction rate from service investment is higher; and (iv) the manufacturer should treat its own returns handling cost as a key factor in its channel structure decision. In addition, when the retailer operates an online store, we find that the manufacturer may have an incentive to add a direct channel such that both firms own direct channels.

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“…However, distribution has been identified as the most critical operation and its cost stated to be the highest for such distribution businesses (Lummus and Vokurka, 2002). In this multi-channeling-based business environment (popularly called brick-and-click) the coordination of the participating organizations for product distribution as well as for using the common coordinated online market for the same or similar products are said to generate improved profit (Yan et al, 2011).…”

Section: Literature Reviewmentioning

confidence: 99%

A Supply Chain Product Delivery and Distribution Planning Model

Das

Lashkari

2015

OSCM: An Int. Journal

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We propose a mixed integer program (MIP) based product distribution planning model for optimizing the transportation and distribution cost of a supply chain. The model takes into account production/procurement centers (PCs) and plans product delivery to customers either directly from the PCs, or through distribution centers (DCs) considering the available distribution modes. To cover the customer requirements at diverse geographic regions, the model selects optimum regions for DCs, and determines the capacities and the number of DCs to be used in each region to achieve optimum cost. Within the possible distribution modes, the model explores options of using distribution contractors (e.g., the U.S. post office; FedEx, UPS, etc.). A numerical example illustrates the applicability of the model.

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Product distribution and coordination strategies in a multi-channel context

Cited by 34 publications

References 29 publications

The Six Relative Advantages in Multichannel Retail for Three-Dimensional Virtual Worlds and Two-Dimensional Websites

The Six Relative Advantages in Multichannel Retail for Three-Dimensional Virtual Worlds and Two-Dimensional Websites

The Impact of Product Returns and Retailer's Service Investment on Manufacturer's Channel Strategies*

A Supply Chain Product Delivery and Distribution Planning Model

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