Marketing Plan

Marketing plans can vary in complexity from fairly basic to very complex. There are several types of layers that may or may not exist, depending on the situation. Some of those important layers will be discussed in this report. Indeed, there are items to decide and decipher that include channel design strategy, exclusivity agreements and how best to handle the transportation and display of the product. When it comes to bringing the goods to a point of sale, this would include how the goods get there, who gets them there, who will state the items, when that will be done and how that will be done. While the individual steps to an exclusive retail sales arrangement, proper timing and management of resources and people is extremely important.

Analysis

The scenario presented for this report is not terrible intricate or detailed. However, it is important to detail what is known and how to react to the same. First, there needs to be an identification of how the right channel members will be selected and how the product will get to the stores. This will feed into the next step, which is the proper and relevant design of a channel design strategy. There will be the need to motivate channel members so as to make the sale of this product a successful and efficient one. There will also be the identification of two pricing issues that will need to be dealt with. Finally, there will be a push promotional strategy as part of the sale of this product. That strategy will need to be cultivated and crafted.

Channel members in the marketing sphere vary in terms of what they do. However, they are all involved with the movement of a product and the time or money that goes into the same. Just a few functions that a channel member might do would include risk-taking, financing, physical distribution of good, negotiations, inventory management, contact management, promotions and so forth. For whatever task or tasks that a given channel member does for the exclusive marketing plan that is in question, there are certain expectations, metrics and needs that must be met. When it comes to risk-taking, one of things to understand is that some channel members are in a healthier state than others. Beyond that, the channel member that takes on one or more risks might be in a bit of a tough spot if the product they are moving does not sell. Thus, there needs to be an assurance (and proof) that the seller of the product has a solid plan to get the good s distributed. Conversely, the seller of the product needs to make sure that the distributor has the resources and plan to get the goods where they need to go and when they need to be there (Bhasin, 2016).

Financing, in many regards, is similar to risk-taking. Extending money before delivery of services or products is itself a risk. The money movement methods and the timing for amounts due and such need to be arranged for in advance. What amount shall be due and when it must be paid all has to be figured out in fine detail before anything is done. One or both of the parties in the agreement, that being the product seller and the channel members, need to make sure that they have the liquidity and financing to do the job as is expected. Channel members moving the goods have a right to expect to be paid on time and the company selling the goods and expecting the channel members to do their job have a right to expect that the merchandise will be moved as requested and required. For example, if the company mentioned in this report...
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If either party breaches that agreement, then it can lead to late delivery, a refund being necessary and/or one or both parties going in a different direction for future orders and issues. In the case of both risk-taking and financing, it is always best to go with a firm that has proven their worth before. If that is not possible, for whatever reason, the use of references and background checks would be wise. Examples of the latter would include the Better Business Bureau (BBB), an organization that details and logs how well firms do when it comes to resolving complaints in a good-faith and complete manner (Bhasin, 2016).
Another important aspect of channel members and their duties is getting the goods to the store. The company that is dealing with the stores is ultimately the one working with the retail stores. However, channel members are responsible for delivering the goods to the stores on behalf of the product manufacturer. The goods need to get there on-time, in good condition and they need to be moved in the most efficient way possible. If any or all of that is bumbled, it can create a number of headaches for the product manufacturer. There are some situations where negotiations with the final points of sales are done by the channel members, and not the manufacturer. This might be unwise in this instance, but this can be an attractive option for a product that is in high demand and that the channel member knows will sell. This might be an option down the road for the product manufacturer in this case. However, it would be wise to keep tight reins and control on the sale of this product, given how important it is that the campaign go well. As the product is rolled out and achieves penetration and a good reputation, the reins of control can be extended to the channel member so long as certain performance metrics and requirements are met (Bhasin, 2016).

One thing that could be outsourced to a channel member much more easily would be contact management. The manufacturer can get the original array of people to keep in the loop. However, farming that out to a channel member, much like many firms do with accounting or tax services, is something that might save the company some money. If this is a function that is needed on a consistent basis, then a full-time hire by the manufacturer might be wise. However, if there will be a temporary swell in work hours needed, a contractual arrangement with a channel member that has relevant experience and expertise would probably be very lucrative for everyone involved. The same can be done for things like promotions and information management. The firms and companies that operate on the “front lines” are going to have more eyes and ears onsite. This mitigates the need for people at the manufacturer to be present. This does not mean that the manufacturer should not keep tabs on their channel members. However, outsourcing to reputable and trusted channel members can be a boon to a firm that does not have direct connections or offices in the target markets (Bhasin, 2016).

Strategic channel design is about balancing cost and the efficacy of the options and resources in question. With that said, the manufacturer should keep control and power over…