Selecting Channel Members

Selecting Channel Members Distribution plays an important role in the implementation of the international marketing program as it enables the products and services to reach the ultimate customer. And international marketing firm has the option of managing its distribution function either directly or indirectly through middleman or a suitable combination of the two. Due to physical distance, and also the differences in geographical, cultural and market characteristics of the trading countries, use of middlemen is found quite prevalent in international marketing. In fact, distribution is one such primary functions of marketing which makes use of the services of external independent agencies that bind the firm in a long term relationship. International Distribution Channels:- Distribution has two elements, the institutional and the physical. Physical distribution aspects cover transport and warehousing. The longer the channel, the more likely that producers profits will be indirectly reduced. This is because the end products price may be too expensive to sell in volume, sufficient for the producer to cover costs. Yet cutting channel length may be impossible, as country infrastructure requirements may dictate them being there. As already mentioned international marketers have the options of organizing distribution of their goods in foreign markets through the use of indirect channels, i.e. Using intermediaries, direct channels or a combination of the two in the same or different markets. Indirect Distribution Indirect channels are further classified based on whether the international marketer makes use of domestic intermediaries. An international marketer therefore, can make use of the following types of intermediaries for distribution in foreign markets. Domestic Overseas Intermediaries Commission buying agents Country-controlled buying agents Export management companies (EMCs) Export merchants Export agents Piggy backing Foreign Intermediaries Foreign Sales Representatives Foreign Sales Agents Foreign Stocking and Non-Stocking Agents State Controlled Trading Companies Direct Distribution The options available to international marketer in organizing direct distribution include sending missionary skies representatives abroad from the headquarter, setting up of local sales/branch office in the foreign country or for a region, establishing a subsidiary abroad, entering into a joint venture or franchising agreement. Companies having long-term interest in international marketing find it expedient to deploy their own sales force in foreign markets. This helps them in increasing their sales volume through committed market development activities, better control and motivation of foreign intermediaries being used, and paving the way for smoother transition to direct distribution and marketing. International Distribution Policy:- The international distribution policy of a firm according to Cateora, should cover the following factors: Question of control, size of margins, length of channels, terms of sale and channel ownership. Resource (money and personnel) commitment plans for the distribution function management keeping profit goals in a foremost position. Specific market goals expressed in terms of volume, market share and margin requirements, to be accomplished. Return on investment, sales volume and long run potential as well as guidelines for solving routine distribution problems, and The relationship between long-and short-term goals, the extent of the companys involvement in the distribution system as well as the extent of its ownership of middlemen. Adapting to distribution patterns Notwithstanding, the international distribution policy of the company, the factor of flexibility to adapt the distribution policy to local conditions of the foreign markets is very crucial for effective results. A clear understanding of the target market characteristics covering aspects such as traditions and conventions in the wholesaling and retail distribution patterns shopping habits of customers including customers reliance on channel members for product information and servicing; commercial terms; and legal requirements help define the selection of channel. The following trends help to illustrate the need to the above analysis for suitable adaptation of the distribution patterns: In the US, there has been a rapid expansion of large supermarkets and other retail chains, and also the deep-vertical integration into wholesale and manufacturing by large retail houses: In Sweden, a powerful consumer-oriented cooperative movement handles a substantial business in food, petroleum, etc. In Mexico, there is a modern retail distribution for the urban people, and traditional outlets and public distribution system exists for the poor. In China, wholesalers mainly control the Chinese distribution system. In Japan, large trading companies, handle half of Japanese trade while a large number of wholesale and retail outlets help products to penetrate in its market. In Saudi Arabia, a small number of hands approved by the royal family control its manufacturer-wholesaler retailer distribution system. Agents in Foreign Markets Agents, known by different names and performing varying functions in different foreign markets, have a historically established place in international distribution. While agents do not take the title to the goods, their importance stems from: local language proficiency, access to important policy and decision-makers, overcoming business culture differences, short circuiting the buying-selling process, and performing the cumbersome formalities and complying with routines and procedures of the foreign market. Selecting Distribution Channels and Channel Members:- Channels are an integrative part of the marketers activities and as such are very important. They also give a very vital information flow to the exporter. A channel is an institution through which goods and services are marketed. Channels give place and time utilities to consumers. In order to provide these and other services, channels charge a margin. The, longer the channel the more margins are added. Within the overall international distribution policy of the firm, the factors of: capital requirements; level of distribution costs; desired extent of control over distribution channel; depth of market coverage; product-market distribution pattern characteristics; competitive practices; legal requirements; and Short-term versus long-term involvement of the firm in international marketing govern the choice of distribution channels. Basically the choice comes down to two alternatives, the producer /seller selling direct or through an international merchant or agent. This is followed by the development of criteria for the selection of specific intermediaries. The criteria generally includes factors as financial soundness, local government contacts, business reputation, distribution network, technical support and infrastructural facilities (esp. relating to heavy industrial goods), business experience and managerial expertise, commercial terms, and extent of exclusivity to the international marketer. As the selection of the channel members commit the marketer to them for a relatively long period of time, their selection involves a cautious process and a careful analysis and referencing. Some international marketers make us of an elaborate process in this regard which begins with relative rating of candidate firms on pre-determined criteria. After the channel member is selected it is a prudent business practice to enter into a written agreement spelling out the scope of commitment to each other and thus minimizing the possibility of disputes and misunderstandings, 5 lists the items that should be included in a typical agreement with the foreign channel members. Items to include in an Agreement with Foreign Channel Members Name and address of both parties Date when the agreement goes into effect Duration of the agreement Provisions for extending or terminating the agreement Description of sales territory Establishment of discount and/or commission schedules and determination of when and how paid. Provisions for revising the commission or discount schedules Establishment of a policy governing resale prices Maintenance of appropriate service facilities Restrictions to prohibit the manufacture and sale of similar and competitive products Designation of responsibility for patent and trademark negotiations and/or pricing The assign ability or non-assign ability of the agreement and any limiting factors Designation of the country and state of contract jurisdiction in the case of dispute Motivation of Channel Members In order to get the best out of the international marketer and channel member relationship it is necessary that economic and non-economic incentives be used for the purpose. It may be emphasized that channel members being independent business entities, their key consideration for relationship is economic. If the channel member does not get an adequate economic return it is unlikely that he will put in his best in the business. In addition, regularity of contact, involvement in goal setting, better understanding of the international marketers business, and provision of assistance in market development or other areas of deficiency of the channel members capability prove useful for getting the channel members more than what they are generally expected to contribute. Robert Douglas Stuart suggests the following ways for strengthening the channel members loyalty: Build your distributor with your company: bring him into your picture; discuss future plans as they affect his area with him, seek his advice. Give your distributor an effective profit margin; try to keep in mind that you want to be in business with him for several years; make him want to continue the relationship. Be sure he has credit terms which make him competitive, or more so, in amount and length of payment. Maintain regular correspondence, and make sure he can clearly understand what you have to say. Make a point of commenting on successful distributors in whatever communication you use in his area (advertising, publicity, sales bulletins, and so on) Control of Channel Members Control of channel members in international distribution though difficult yet is an important aspect of its management. Accomplishment of sales targets, market coverage and development goals, payment schedules, and profit contribution made are some of the factors on which the performance of channel members is appraised and controlled. Constant monitoring, periodic reviews, regular communications and intermittent suggestions help a marketer to control its channel members and keep the marketer-channel member power balance in its favor. Legal requirements and adverse impact on reputation must be given their due weight age if and when the unavoidable decision of termination of channel member is to be taken. International Physical Distribution Management (IPDM):- Ever since globalization transformed the transport sector, national boundaries have become permeable to penetration by trade, creating the need for flexible transport solutions. Intermodalism and containerization were the by-products of this era and were poised to metamorphosis transport of general cargo, moving it `seamlessly through sea and land arteries. Forty years ago, the physical process of exporting or importing goods was arduous. Goods needed to be transported by lorry to the port, unloaded into a warehouse and then reloaded into the ship `piece by piece. The management of physical distribution of goods includes the functions as well as costs associated with packing, order taking and processing, and inventory control. Given the geographical distance, the associated business risks and the variety of transportation modes available, the management of this function poses a difficult challenge so far as the objectives of ensuring ready and regular supply of goods, in foreign markets at the most optimal costs are concerned. Physical Distribution Management, known as the dark continent of marketing offers tremendous potential in cost cutting and improving profitability. It requires the use of a systems approach and the management of the transportation, warehousing and inventory functions in an integrated manner. Containerization `Containerization, the term very familiar to present day shipping industry was a completely unknown concept a few decades back. It was Malcom McLean, owner of a huge trucking company in USA, who first conceived the idea of containerization by transporting. Containers through `Ideal X in 1956 and initiated a revolution in the history of shipping industry. Over the years, the industry has created a separate identity within the shipping world through continuous development and Maersk Lines, PO Nediloyd, Sealand Services (CSX), APL and others have come up as international majors serving customers all over the globe. The growth of containerization in India has been slow and steady. The formation of Container Corporation of India (Concor) as an autonomous body under the Ministry of Railways in 1988 boosted the efforts at increasing containerized traffic in the country. Over the years, volume of container traffic has experienced continuous growth and registered a volume of2.22 million TEUs in 1999-2000 at the major ports of India. A significant number of international container lines are active in India making business through their own office or through selected agents. Amongst the Indian shipping companies, only `The Shipping Corporation of India is active in the international liner business. It has tied up with Zim Navigation of Israel and Yang Ming Line of Taiwan to provide services on international routes. Of the 11 major ports of the country, Jawaharlal NehruPort (JNP) and Mumbai Port have. Established as the gateway ports for container traffic to India having a combined market share of around 60% of the total container traffic. Lack of adequate infrastructure in form of container handling equipment, CFS network and rail network in other ports have led to concentration of container traffic at Mumbai and JNP. Liberalization and privatization policy taken up by the Government of India has resulted into the commissioning of new ports like Adani and Pipavav. The various advantages offered by containerization include: Containers can be loaded and sealed at the consignors premises or at nearby container depot, minimizing the risk of theft. Since the goods are not directly handled during voyage, the risk of damage is minimized. Cargo can be loaded in a matter of hours rather than days the reduction in handling time at ports results in increasing berth capacity. The faster turn-round enables ships to make a higher number of annual voyages and reduces the number of necessary ships. Because of the numerous advantages, both air and water carriers encourage the use of containers by charging lower rates for containerized shipments. Conclusion:- International distribution and sales policy decision is one of the most complex aspect of international marketing management. Along with price and promotion decisions, a decision has to be made on the distribution system. There are two components to this the physical (order processing storage/warehousing and transport) and the institutional aspects. The latter involves the choice of agents, distributors, wholesalers, retailers, direct sales or sales forces. Again, each has its own advantages and disadvantages. However, it is in the channel of distribution that the international marketer can encounter many risks and dangers. These involve many transaction costs both apparent and hidden. Risks include loss in transit, destruction, negligence, nonpayment and so on. So careful choice and evaluation of channel partner is a necessity. Regular report on foreign markets, foreign visits, and deployment of sales force abroad and, an in-depth analysis of physical distribution cost and obstacles help a firm to streamline its international distribution, offer superior customer service, and keep distribution cost within reasonable limits. Since distribution decisions bind the marketers with their channels for long-term, its implications in terms of costs, flexibility, control and reputation must be examined carefully before committing the decision.

English-language films Essay

There is quote by Martin Luther King Jr that says â€Å" Human progress is neither automatic nor inevitable, every step toward that goal of justice requires sacrifice,suffering and struggle , the timeless exertions and passionate concern of dedicated individuals. So, the path to justice will always be a challenge as it is inevitable, injustice anywhere is a threat to justice everywhere. Along the line of justice , we may face challenges and must learn to face it head on in order to overcome this obstacle. Through the 3 texts studied, it can be concluded that along the line of justice there will always be challenges faced and one may succeed or fail based on their individual will to do so. For instance , Amir the protagonist from the Kite Runner shows this clearly when he faced many challenges that lied in front of him in order to bring justice and redemption for what he had done in the past . Amir had to encounter the problem of going back into Afghanistan, which at that particular period of time was a war-torn country and is potentially life threatening to anyone who can be said to be courageous or mentally deranged to do so. But , after learning from Rahim Khan that Amir and Hassan were actually half brothers ,Amir with devastation from the news pulled through with courage and marched into the country with the sole purpose of saving Sohrab from the evil grasps of Assef, whom at that time was the Taliban leader. Amir confronted Assef and in return Assef challenged him to a duel to the death. Amir had no choice to face his demons of the past by going against him head on in hopes that he can bring redemption and justice to Hassan. Amir was beaten to a pulp by Assef mercilessly and was at the brink of death. With the aid of Sohrab with his slingshot, both of them managed to escape. One challenge after another , Amir had to face the problem at the American Embassy when he could not get Sohrab a visa to bring him into America. When Sohrab heard about the news he could not bare with the news and decided to commit suicide. At all odds , Amir persevered through the hardships and managed to save Sohrab and brought justice for Hassan and Sohrab. Thus , it can be seen that challenges will always be faced as Amir went along the path to justice . Moreover , Molly from the Rabbit Proof Fence also shows that challenges will be faced in order to achieve justice. Molly was a young half caste girl had to face the challenge of escaping the camp that she was forced out , reason being that she wanted to go home back to her family and could not stand the injustice that was occurring there .It was evident that Molly was a strong willed leader who would not take failure as an answer. Molly who courageously escaped from the camp had the challenge of not only avoiding being captured and brought back to the camp where they beat up those who tried to escape but also had the responsibility taking her little siblings under her wing to ensure they were safe.Also, Molly had another challenge when she and her siblings realized they were following the wrong fence. Any normal person would at least show a hint of despair or depression, yet Molly kept a stern face of determination and continued to lead her siblings with a confident personality. On the way home, Molly also faced the problem of starvation where she could have faced the possibilities of death but still made the quick rational decision to move on and persevere. Luckily for her and her young charges , she met a traveler along the journey and was given some food .Hence, it can be seen that in the path to justice many challenges will be faced as Molly had to face challenges in order to obtain her justice which was her freedom . Lastly another good example of the path of justice will have many challenges is shown by the character Momm. Momm who had been pimped for five years and seemed near to cracking from the strain had been given justice by Nick and she was brought back to her hometown all the way across Cambodia. Momm faced the challenge of confronting her family, she feared that aft er not having kept in contact with her family for so many years her family would not accept her and felt that she herself had brought dishonor to her family. But , her family welcomed her home with open arms and was very supportive of her opening a business back in her hometown. This shows that the family is willing and able to support her and empower her.Even so, Momm had another challenge which was being addicted to drugs , specifically methamphetamines. Because of this she had to fight her inner demons back and forth, failing to do so. The addiction overtakes her and she failed to break off from this challenge thus leading her to go back to the very place that was filled with injustice. This showed that all the help resulted in failure and Momm was not able to take the bull by the horn and face the adversaries. In conclusion , it is crystal clear that in the path of justice there will be many challenges , as for Momm she had been given the chance of freedom and justice but addict ion took over her mind and body.

American Revolution, Major General Nathanael Greene

Major General Nathanael Greene (August 7,  1742–June 19, 1786) was one of General George Washingtons most trusted subordinates during the American Revolution. Initially commanding Rhode Islands militia, he earned a commission in the Continental Army in June 1775 and within a year was leading large formations in Washingtons command. In 1780, he was given command of American forces in the South and conducted an effective campaign that greatly weakened British forces in the region and ultimately forced them back to Charleston, South Carolina. Fast Facts: Nathanael Greene Rank: Major GeneralService: Continental ArmyBorn: August 7, 1742 in Potowomut, Rhode IslandDied: June 19, 1786 in Mulberry Grove Plantation, GeorgiaParents: Nathanael and Mary GreeneSpouse: Catharine LittlefieldConflicts: American Revolution (1775–1783)Known For: Siege of Boston, Battle of Trenton, Battle of Monmouth, Battle of Guilford Court House, Battle of Eutaw Springs Early Life Nathanael Greene was born on August 7, 1742, in Potowomut, Rhode Island. He was the son of a Quaker farmer and businessman. Despite religious misgivings about formal education, the young Greene excelled in his studies and was able to convince his family to retain a tutor to teach him Latin and advanced mathematics. Guided by future Yale University president Ezra Stiles, Greene continued his academic progress. When his father died in 1770, he began to distance himself from the church and was elected to the Rhode Island General Assembly. This religious separation continued when he married the non-Quaker Catherine Littlefield in July 1774. The couple would ultimately have six children who survived infancy. American Revolution A supporter of the Patriot cause during the American Revolution, Greene assisted in the formation of a local militia near his home at Coventry, Rhode Island, in August 1774. Greenes participation in the units activities was limited due to a slight limp. Unable to march with the men, he became an avid student of military tactics and strategy. As such, Greene acquired a substantial library of military texts, and like fellow self-taught officer Henry Knox, worked to master the subject. His devotion to military affairs led to his expulsion from the Quakers. The following year, Greene was again elected to the General Assembly. In the wake of the Battle of Lexington and Concord, Greene was appointed as a brigadier general in the Rhode Island Army of Observation. In this capacity, he led the colonys troops to join in the siege of Boston. Becoming a General Recognized for his abilities, Greene was commissioned as a brigadier general in the Continental Army on June 22, 1775. A few weeks later, on July 4, he met General George Washington and the two became close friends. With the British evacuation of Boston in March 1776, Washington placed Greene in command of the city before dispatching him south to Long Island. Promoted to major general on August 9, he was given command of Continental forces on the island. After constructing fortifications in early August, he missed the disastrous defeat at the Battle of Long Island on the 27th due to a severe fever. Greene finally saw combat on September 16, when he commanded troops during the Battle of Harlem Heights. Engaged during the later part of the battle, his men helped push the British back. After he was given command of American forces in New Jersey, Greene launched an abortive attack on Staten Island on October 12. Moved to command Fort Washington (on Manhattan) later that month, he erred by encouraging Washington to hold the fort. Though Colonel Robert Magaw was ordered to defend the fort to the last, it fell on November 16, and more than 2,800 Americans were captured. Three days later, Fort Lee across the Hudson River was taken as well. Philadelphia Campaign Though Greene was blamed for the loss of both forts, Washington still had confidence in the Rhode Island general. After falling back across New Jersey, Greene led a wing of the army during the victory at the Battle of Trenton on December 26. A few days later, on January 3, he played a role at the Battle of Princeton. After entering winter quarters at Morristown, New Jersey, Greene spent part of 1777 lobbying the Continental Congress for supplies. On September 11, he commanded a division during the defeat at Brandywine, before leading one of the attack columns at Germantown on October 4. After moving to Valley Forge for the winter, Washington appointed Greene quartermaster general on March 2, 1778. Greene accepted on the condition that he be allowed to retain his combat command. Diving into his new responsibilities, he was frequently frustrated by Congress unwillingness to allocate supplies. After departing Valley Forge, the army fell upon the British near Monmouth Court House, New Jersey. In the resulting Battle of Monmouth, Greene led the right wing of the army and his men successfully repulsed heavy British assaults on their lines. Rhode Island That August, Greene was sent to Rhode Island with the Marquis de Lafayette to coordinate an offensive with French Admiral Comte dEstaing. This campaign came to a dismal end when American forces under Brigadier General John Sullivan were defeated on August 29. Returning to the main army in New Jersey, Greene led American forces to victory at the Battle of Springfield on June 23, 1780. Two months later, Greene resigned as quartermaster general, citing Congressional interference in army matters. On September 29, 1780, he presided over the court-martial that condemned spy Major John Andre to death. After American forces in the South suffered a serious defeat at the Battle of Camden, Congress asked Washington to select a new commander for the region to replace the disgraced Major General Horatio Gates. Going South Without hesitation, Washington appointed Greene to lead Continental forces in the South. Greene took command of his new army at Charlotte, North Carolina, on December 2, 1780. Facing a superior British force led by General Lord Charles Cornwallis, Greene sought to buy time to rebuild his battered army. He divided his men in two and gave command of one force to Brigadier General Daniel Morgan. The following month, Morgan defeated Lieutenant Colonel Banastre Tarleton at the Battle of Cowpens. Despite the victory, Greene and his commander still did not feel the army was ready to engage Cornwallis. After reuniting with Morgan, Greene continued a strategic retreat and crossed the Dan River on February 14, 1781. Due to flood waters on the river, Cornwallis elected to return south to North Carolina. After camping at Halifax Court House, Virginia, for a week, Greene was sufficiently reinforced to recross the river and begin shadowing Cornwallis. On March 15, the two armies met at the Battle of Guilford Court House. Though Greenes men were forced to retreat, they inflicted heavy casualties on Cornwallis army, compelling it to withdraw toward Wilmington, North Carolina. In the wake of the battle, Cornwallis decided to move north into Virginia. Greene decided not to pursue and instead moved south to reconquer the Carolinas. Despite a minor defeat at Hobkirks Hill on April 25, Greene succeeded in retaking the interior of South Carolina by mid-June 1781. After allowing his men to rest in the Santee Hills for six weeks, he resumed the campaign and won a strategic victory at Eutaw Springs on September 8. By the end of the campaign season, the British were forced back to Charleston, where they were contained by Greenes men. Greene remained outside the city until the wars end. Death With the conclusion of hostilities, Greene returned home to Rhode Island. For his service in the South, North Carolina, South Carolina, and Georgia all voted him large grants of land. After being forced to sell much of his new land to pay off debts, Greene moved to Mulberry Grove, outside of Savannah, in 1785. He died on June 19, 1786, after suffering from heat stroke.