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CASE ANALYSIS-- NIKE – CHANNEL CONFLICTS

NIKE – CHANNEL CONFLICTS CASE ANALYSIS Situation Analysis: For the past thirty five years NIKE was a company which the management focused on a few core corporate areas namely brand building, supply chain management and sales. The company outsourced its manufacturing to low cost countries like Indonesia, Vietnam, Korea and China. Thus managing its global supply chain became of critical importance to the company and all its operation ensured a smooth integration with the contract manufacturers. The production cycle could take 15-18 months, where as the market life for a NIKE shoe was around 3-6 months. Hence since the product had a much shorter product life when compared to its production cycle time, it was pointless to try match the demand for a model with the supply. This also made customization or customerization option not feasible. Hence for each new model conservative production targets were set and then the designing of the next generation line was worked upon. NIKE didn’t give too much importance to direct-to consumer sales and sold its product through various retail sales channels. This consisted mainly of retail outlets or retailer distribution centers. Discounts were provided to retailers who managed their distribution from the NIKE factory eliminating bottlenecks at distribution centers. NIKE owned 13 NIKETown stores and 53 outlet stores in 1999. Both were not the major selling channels for NIKE. The first was used to showcase NIKE’s newest product lines and brand building, the second was used to liquidate overstocked or outdated inventory. In 1999, with the on-line retail boom, NIKE retailers started pushing to be allowed to sell these NIKE products on the web. Although by the end of the year NIKE had given permission to 10 retailers to sell online, these online sites were monitored carefully to ensure that the brand quality and image were maintained. In September 1999, NIKE signed a deal with Fogdog Sports to sell the entire NIKE product line on its website. The deal assured that Fogdog had exclusive access to NIKE products for six months during which period no other virtual retailer could buy them. Apart from this, NIKE’s official website nike.com also entered the e-commerce arena and made hundreds of its most popular products available for purchase online. The website still maintained its focus on brand advertising and inspirational context though the ecommerce business options were explored. This new situation raised a number of strategic concerns. Firstly, through all these newer developments efforts had to be made to not alienate its conventional retailers. Secondly, their entry into the e-commerce business brought up a lot of operational and organizational issues. Since the company had no prior experience in handling the technicalities of retail management such as remote order fulfillment, packaging and shipping, tracking deliveries, customer service etc. Finally, for the first time NIKE was in a position to capture consumer data and analyze the demographics and do relevant market research. Problem Statement In what way should Mary Kate Buckley promote Nike.com to increase profitability and at the same time not cannibalize the sales of other outlets? Objectives · How to cope up with the new role of playing as the direct marketer as a company · How to cope with the six months notice period of the newly agreed upon Fogdog deal. · Using the data collected from direct sales to use for future market Alternatives To reduce the dependency on the major retailers to some extent. To avoid using multiple channels, by getting only a retail chain using the product for selling Reduce the marked up price to gain more volumes in the sales To cope up with the six months of notice period, some sales may be redirected from other stores to the worse hit stores. Using the data collected during the direct sales to improve on understanding the behavior and purchasing habit of the customer and thus sharing the same at a later stage with the retailers for their better stoking of the inventory The website may be used to actually refer the customers to the nearest outlet of the company. Action Plan From the case we can know that the company does not sell their goods directly to the end users, between them stands a host of intermediaries who performs a variety of functions. So we for sure can call these as the marketing channels involved in the product or service being made available to the consumers. For developing the distribution channel, the company first has to understand the customer segment that is being targeted and according build on the supply chain backwards. In the case we understand that Nike has an absolute repute of being totally conscious about their quality. That’s why in the beginning of the opening of the e- commerce shops they were taking great interest in the quality and the kind of focus that the websites of these companies were giving into their product. As far as the channel partners are concerned prior to the websites Nike was doing one of the best jobs in the markets. Its business through retailers was too strong. To promote their brand Nike developed the concept of building the Niketown which was first thought to be the killing machine for the retailers of nike shoes because of its far superior location, infrastructures etc. But later the business channels partners understood the real motive of the company behind building that type of robust expenditure maker as a promotional mechanism for the sake of increase in growth. Almost the same type of apprehension is now being created among the retail distribution channels with the e-commerce section of the company. The fear of losing out to the nike website (which is company owned and delivering to the customers directly) is actually making them wary of the situation. The company is trying to utilize the fact that using a direct sales model through the Order procurement trough the websites actually has a much higher rate of profitability though doing away with the retailers was never away an option. From this perspective it can be said that there s chance of channel conflict if the intensions of the company as a whole about the usage of the website as a whole is not clearly stated to the retail outlets. As of now though the sentiments of the retailers have been hurt over the Fogdog deal of not being able to for the next six months any inventories from the company, Nike, still an unclear vision over the matter can surely lead into one trying to eat into the piece of pie of the other. If the company, in a bid to increase its profitability, chooses to sell through its website (nike.com) at a price which is lesser than the marked up price of the retailers then surely the question of cannibalizing of the company’s product comes into the foray. And it is need less to say that this is so very easy for the company which on direct sales is getting a profit of around an amount which is almost equal to the cost price of it. After speaking about so many things about the eating up of own’s share it should also be noted here for a company like Nike which specializes in a footwear touching and feeling the commodity plays a very significant as well as necessary part of business. So though it might be giving out a signal of channels of distribution of goods getting into other’s territory it is not so. Ever of the the channels here has a very definite and distinct role to play. This is again evident from the fact that the company website although having a customer model from the manufacturers in the developing world, still it has the option of locate a shop nearest to you icon which will help the customer find the nearest brand outlet. But the intensions of the company still lie in the fact of exploring the direct sales procedure to increase in the profitability. The inherent advantages that the usage of the website have are something like helping in cutting down on the sales price, to let everyone access the product models irrespective of the geographical locations etc. on addition foraying into altogether totally new horizon of marketing its goods that will actually help the company reduce the dependence on its retailers and also lead to a better understanding of the needs of the consumers because of the detailed interactions that take place when direct sales takes place. Inventory level that requires to be maintained will also be lowered since the orders will be placed directly and so the company can order as is required. On other hand the problems the company might feel on along run are that of direct sales of this kind will require a very high standard of standardization. Since the customers are not actually feeling and trying out the apparels so a prescribed model would hav to be the same for all the time it is being manufactured for all the aspects of it. Thus a very high finesse has to be reached on part of the manufacturer. Though at an initial stage the company is offering customerization for sales in the long this might not work out well, because it would be too difficult a product to be put in the mainstream. The other major problem is that of since the direct to customer model would not even have a warehouse of the company’s own, it would become increasingly difficult to handle any spike in the demand as there would be no buffer stocks for the same. So as of now , though the website can be used as an added mean to reach the consumers, for Nike it would be too difficult to make it a standalone tool for increase the sales, more so considering the product that the company is upto. Since some of the retailers have been hit hard by the company getting into some contracts, they need to be alleviated by giving more sops, like redirecting a part of the sales from the general stores to them by the usage of the websites function of finding the nearest shop. It will surely help to increase the profit considering the fact that the number of internet users are growing and thus such an interface will bring in customers who were probably not so keen enough to visit the shops an also those who could not get the right the product they wanted as this tool will help them to know where it would be available. To keep the growth moving with the increase of website visitors, the company also needs to increase the number of retail shops across the geographical locations, so that the website may work as a replica on a functional mode of the Niketown. Also to promote sales through the website so as to keep getting the consumer feedback the company could go for a model in which certain percentage of the business might be done through the website and the rest through the retailers. This division might be done on the basis of the exclusivity of the product. As the company gets a hold on the direct sales part which is still not the domain in which it is not comfortable enough , then it can expand its core competencies on the field of the delivery and logistics and thus increase on the profit margin from not outsourcing everything also letting the brand keeping the quality standards it would like to be associated with whatever the brand Nike does.

case analysis: The Top Plastics Company

THE TOP PLASTICS COMPANY CASE ANALYSIS - Situation Analysis Top Plastics Company is a wholly owned subsidiary of Alpen Paper Corporation. It was formed in 1960 and TPC continued to grow and expand at a healthy rate. During 1973 TPC had the plant capacity to produce 8,075,000 pounds of plastics without having to schedule overtime production. In 1973 the sales were expected to reach 8,000,000, thus almost utilizing the whole capacity. Its budget allocation for advertising and sales promotion was $ 450,000 - an amount 15% greater than 1972. But in summer and fall, they began face shortage of petroleum based liquid resins, which was the raw material required for the industry. By November, the shortage grew sharply due to oil boycott by the Arabs. TPC’s main suppliers, Eastman Kodak and Monsanto began allocating their reduced resin supplies first to their own plastics plant and to their contract customers. But TPC spread their purchases among several suppliers according to who offered the best price. Thus they found themselves last on the priority list of their suppliers. They were now paying 45-75 cents per pound of resin when compared to the earlier average price of 25 cents. Also there was shortage of supply, as by December they could obtain only enough resin to produce 5.2 to 6 million pounds far below the anticipated 8 million pounds. Problem Statement How can the TPC’s Vice President reformulate or adjust the marketing and manufacturing strategies in order to meet the constraints non availability of resin and its rising prices ? Objectives To get the maximum profit out of the raw materials present with them. To meet demands so as to not to lose their regular customers. To get a regular supply of resin. To reduce the amount spent on the resin. Alternatives Reduce the advertising costs to make it equal to the amount allocated in 1972. Enter into a contract with a supplier, so that at least the quantity if not the price is regularized. Increase the prices of product categories C and D as it includes products such as packaging material and disposable products which are mostly sold to solution- oriented customers who want low prices but will respond to arguments about more dependable supply or service. Stop the production of product category E, since the profit per pound is the lowest for that category and so is its market share. The raw material invested in this if invested in other categories will yield more profit. Action Plan There is an increase in the demand for the products of TPC. We also see that in certain product categories such as C and D they control more than half of the market share, indicating their strong market presence. Thus the TPC can afford to reduce the advertising cost and keep it the same as that allotted in 1972. The direct mail technique of advertising can be reduced to a great extent as this does not reach the decision maker in the purchasing organization (as the mail is sorted out at a lower level itself) or even if it does reach it is not seriously considered. It would be more effective to make contacts through sales forces. This money can be utilized to meet the increasing cost of raw material, as a regular supply is required to maintain the market presence and consumer loyalty. The next step to be taken is to get into a contract with a supplier of resin, so that the supply of resin is regular if not the price. Also another step to be taken is to increase the price of the products. Since the resin shortage phenomena will affect the whole industry, price hikes will eventually happen. For TPC, with the increase in price of the liquid resin from the average price of 25 cents to average of 60 cents, we can say that there is an effective increase of 35 cents in the cost of production per pound. Thus the profit margins for product class A and B will reduce to 15 cents and 35 cent from 50 cents and 70 cents. But the product class C will have a loss of 5 cents per pound and product class D will have a profit of only 5 cents per pound. Thus the prices have to be increased. They also produce products like packaging material, auto plastics which can be considered as bottleneck products. Bottleneck products are those which have low value and cost to the customer but they involve some risk. The customer will want a supplier who can guarantee a steady supply of reliable products. Also in product class C and D they are the major market share holders. For such class of product, TPC can negotiate with the customers for a price hike giving the reason of Arab oil boycott. Contingency Plan We see that the product category E generates the minimum profit per lb. Also the it consumes raw material equivalent to other product categories such as A, B, C and D which generate more profit when compared to product category E. Also the market share of the product category E is only around 20 %. With the increase in price of the liquid resin from the average price of 25 cents to average of 60 cents, we can say that there is an effective increase of 35 cents in the cost of production per pound. Thus the production cost of product class E will increase to $1.35 where as the market price is only $ 1.10 - a difference of 25 cents. Thus it will require a price hike of 35 cents even to retain the earlier level of profit.