Why was there a successful revolution in February 1917 in Russia?

By 1917, Russia in a state where demonstrations were becoming more frequent each week. Many of these demonstrations happened in Petrograd over food shortages and oppositions grew against the Tsar as this happened. The number of demonstrators rose to nearly of quarter of a million. The Russian people were constantly being let down by the Tsar and the depression grew. The war caused most of these food shortages, as any available food would be taken to soldiers instead of the rest of the population. The strains from the war caused an impact on all societies. The peasants suffered most of the hardships of the war and so became much more radical and revolutionary groups began. Many of the concessions made by Tsar to the middle class societies were still controlled by the Tsar like the Dumas and so the growth political opposition grew. These are some of the cause of why the February revolution was a success. The Tsar was not a very good ruler of the country. He listened to others for advice and rarely made his own decisions. The personality of the tsar was clearly an aspect that contributed to the deterioration of the Russian government. He was often a charming person but very weak. Nicholas believed in the firm system of autocracy. Nicholas exercised his power through the army, the secret police and the Russian Orthodox Church. The tsarist regime was resist to change and the repression of the tsarist system like the Okhrana (secret police) caused many people to think about the system. The effects of the war generally the main reason why there was a revolution in 1917. When Russia first joined the war in 1914, there was patriotism and loyalty to the tsar and for the war. People wanted a short and victorious war but they were still behind in technology and agriculture for of at least 50 years. But when Russia had lost their first battle, the morale of the army and also the population of the country were low. The low morale continued as the war progressed. Russia was continuing to have high casualties and kept losing supplies and food and the fact that they had no good quality weapons meant that they were not going to be successful in the war. The war caused a shortage of food; this was because any food available would go straight to the soldiers. The war speeded up the process of change- people had soon had enough of the tsar and of what they thought was a pointless war. There was also an economic collapse, which affected all societies after Russia pulled out of the war. The landowners of large estates were hit by a collapse in the value of land. Many industrialists realised that when they failed to secure government orders for war goods, they found themselves disappearing of the markets and many small businesses found themselves bankrupt. The food shortage led the prices of meat and flour rising by 300 per cent. The war also caused wages to fall and so strikes and protests occurred. The growth of political opposition grew. Many groups got organised. The liberals, the social revolutionists, the socialists, Bolsheviks and Mensheviks all had a problem with the Tsar and its regime. The political opposition started happening from 1905. This was because of the 1905 revolt called ‘bloody Sunday'. In 1905 the Tsar's government had introduced new economic policies which were aimed at strengthening the regime. But these changes were still to create tension in the future as they were still confined by the autocracy system. Even though the tsar had given the Bourgeoisie a Duma it was still controlled by the Tsar so there was still resentment and also there was no change in the government, even when the Tsar left. There was too much weakness in the economic system and there were too many pressures of the social and economic change like the industry. Before the war, the common strikes were for overworking conditions. In February, on the 23rd, there was an emergence of a ‘focus' for political opposition. They all had a main focus, or goal. Here on the 23rd, Petrograd was at stand still. The attempts to stop the demonstrators were hinder by the police and army and so the Tsars traditional allies were breaking up even the middle class were against the Tsar. In a way, When the Tsar entered Russia into the war this would be the turning point for the 1917 revolution. This is because the war would cause food shortages and low morale of the army and the Russian people and this would just be the starting of Russia problems. It would also cause hyperinflation and the revolts. But there many other factors to be included like the repression of the tsarist government and the weakness in the economic system. It would seem like that further on Tsarism will not exist anymore in Russia. It could be said that the ultimate defeat of Tsarism was Tsarism. This was because the Tsar's system was too harsh and unfair to peasants.

Autozone and Caterpillar

Consider the auto parts buyer decision process. How has this process changed for new Outshone customers. How has the economy Influenced this change?! If we rely to Miami FL specifically to answer this question, it would be easy to answer, because in this city the majority of the population is Hispanic. This is a target that has immigrated from his native country, in which they are used to having their same car for many years. Unlike the American people who are used to having new cars tie often. The changing economy these days also has a lot to do with It. Since, people often prefer to buy the portion of the vehicle that Is bad, and change whatever Is necessary instead to buy a new car. They prefer to spend In small quantities to make larger investments as it be would a new car. ‘ 2. Veils www. Outshone. Com. Does It appear that the company Is trying to help the newer, lessknowledgeable customer? Based on your observations, what recommendations would you make to Outshone?! Yes, I think they're trying to help customers, or at least tries to pretend that.Their website have several discounts. For example, you can rent certain tools If you have also pick the piece that you need in the store Just in twenty four hours, which I think is pretty convenient. According to my point of view as well as designer and client I would slightly improve the website, because it is a bit confusing, it has everything everywhere, the texts are in different colors like, black, gray, white, orange. In my opinion a website should look clean and tidy so in that way the client can move through it in a more efficient manner.!Caterpillar! . Given the nature of the demand for its products, is there anything that Caterpillar could do to maintain or increase revenues in a down economy?! Since this company is directly dependent on other companies, which are responsible for building and are in need of this heavy machinery. I think the key to improve or maintain their income, would offer packa ges and special offers. As would several machines, whether the more indispensable machines for building in a better price.Or maybe have a department of resale, where are responsible for buying and selling old machinery and restore it and sell it again at better price than a new one.! 2. As a corporation that fuels the economy to some extent, is there anything that Caterpillar could do to facilitate a global economic recovery?! Probably yes, since this is a company that eventually is need to all the things that want to be build. Therefore Caterpillar could develop certain plans to help small businesses or new businesses doing something similar as exchanges; That is they provide them much more economical machinery, or instead of selling the machines,

Source Evaluation Assignment Example | Topics and Well Written Essays - 750 words

Source Evaluation - Assignment Example The content of the book is relevant to research of IT corporations from their origins to the management tycoons’ life long aspirations. In particular, this book caters the Larry Page and Sergey Brin’s journey in becoming a successful search engine inventor. Conclusively, the content of the book has been divided into eleven chapters which are generally described as a story of Google till reaching the moral of the content i.e. predictable future of Google. Another reason behind selecting the book for research was its year of publication i.e. 2008. This makes the content of the book updated. As per the rule of present-day research, sources within the last five years can be considered as much credible and relevant for a research. Most of the IT related books are written in a very informal manner and might have slang book topics. This source is different from such because the author has used a very formal tone and manner of writing which makes the book right for research wor k. Furthermore, notes and references to the content taken from other sources have also been marked by the author by following academic standards. The book has been directed towards IT professionals so that they can understand the significance of learning from the symbols of development in the field. The book allows the readers to gain insight of the tactical working of IT professionals in Google Inc. Also, students of the IT field can use the book as a reference for their research projects so that they can get imperative knowledge about the practice where they are more likely to enter. For a general audience, the book is not complicated to use because it includes very general information about the IT Corporation. The general audience can use this book as a story of a company turning into a success. Using this book as a source of reference will allow a systematic analysis of the company (Scott). It is very important to note that any book is known by its writer.

The Illnesses of the Government Policy Essay Example | Topics and Well Written Essays - 1250 words

The Illnesses of the Government Policy - Essay Example Social work has a significant role in helping these ex-convicts achieve greater self-efficacy outside the prison walls through enhancing their access to related basic social and health services and helping them build the relationships and resources they need for their welfare.   At the least. The government understands that the mentally ill cannot possibly care for their welfare immediately after imprisonment. As a result, it provides a free bus ticket, some pocket money, and two weeks of medication. At least, the government does not completely leave them empty-handed. In â€Å"Research Protections for Diverted Mentally Ill Individuals: Should They Be Considered Prisoners?† Amory, Amrhein, and Dery (2011) studied the concept and practice of diversion for mentally ill offenders and reviewed the literature on the concepts of â€Å"coercion,† â€Å"informed consent† and â€Å"decisional capacity† of imprisoned mentally ill individuals. They discussed the existing diversion programs for these kinds of prisoners. They explained that government policy provides pre-booking and post-booking programs that direct the mentally ill away from the traditional criminal justice system (Amory, Amrhein, & Dery, 2011, p.797). These programs help them access the medical attention they need, instead of being imprisoned only.   Possibilities for improvements. The government policy on mentally ill offenders can be amended. It can be enhanced to boost the support for these offenders. The main emphases are on their preparation for freedom.

Contemporary issues in management Essay Example | Topics and Well Written Essays - 5000 words

Contemporary issues in management - Essay Example In many settings, the growth of the society was only beneficial to those who could understand the position of the society when dealing with issues that matter. The only way of benefiting any society is if a company can understand its wants and offer the right product to deal with the issues in place. The contemporary issues dealt with at all levels of management aim at showing the weaknesses and avenues of gaining strength. This report will explore these issues in Apple Inc and create an analysis of issues taking place after examining a wide berth of literature on the topic. An important thing that managers appreciate is the fact that historical perceptions of theory work towards meeting the growing needs of the management processes across the world. The early management pioneers needed to show the world that respect and dignity were essential only if they implemented what was ideal for the employees provided they allowed people to enjoy the process as a whole. An examination of the classical, behavioural, and quantitative perspectives of managing employees within the workplace shows that things are changing in the workplace and reveal the important contemporary issues in the management perspectives chosen by modern-day multinational companies. The classical view sees performance as a means of achieving better results by using what is proven to work as a way of promoting productivity. The behavioural aspect examines the way employers treat their employees while at work. Many argue that the growth of any company has to deal with the increasing of product ivity to match the intended performance levels. The quantitative approach looks at cumulative impacts of the processes used and their impact on productivity. The focus will be on understanding corporate management issues based on an examination of a single company. The examination of contemporary management issues will be easily done by looking at one of the most renowned

Discuss the design needs for a plant producing a million tubs (150 ml) Essay

Discuss the design needs for a plant producing a million tubs (150 ml) per week of fruit yoghurt, with emphasis on the hygiene aspects. Make clear your assumpt - Essay Example 8) Cheap labor - Labor is an important part of the business without whom any business can run successfully. Labor helps in flourishing a business. So it should be available in adequate amount and on cheap wages. 9) Others facilities - The structure of the plant should be well designed with proper lighting, ventilation, sanitation, cleanliness, rest rooms and waiting rooms, wash rooms etc. It should be spacious, noise-proof and have adequate number of large windows to allow the entry of maximum natural light and free circulation of natural air. It should have fire alarms and emergency alarms also. 10) There should be a proper place for the disposal of the waste material. This would help in maintaining the neat and clean surrounding and thus saving the environment from getting polluted and finally keeping the beauty of the nature at esteem. This diagram shows the working of different departments with each-other's cooperation and coordination. One is responsible to answer the other and the other is responsible and dutiful to help the rest of the departments. Like production department has to maintain the records of sales department as well as of purchase department because three of them are tightly knotted with each other. This diagram shows the working of different levels of management. ... Internal management of the plant:- This diagram shows the working of different departments with each-other's cooperation and coordination. One is responsible to answer the other and the other is responsible and dutiful to help the rest of the departments. Like production department has to maintain the records of sales department as well as of purchase department because three of them are tightly knotted with each other. This diagram shows the working of different levels of management. This type of structure is known as "Vertical division of labor". In this kind of scenario, the chief function of top managers, or executives, typically is to plan long-term strategy and oversee middle managers. Middle managers generally guide the day-to-day activities of the organization and administer top-level strategy. Low-level managers and laborers put strategy into action and perform the specific tasks necessary to keep the organization operating. Conclusion:- The success of the business not only dependent upon the architecture of the plant but also on the nature of the business, facilities available, activities performed and internal management of the plant i.e. how is work going on and the coordination and cooperation of the staff right from the lower level to middle level and finally to the top level. Design of the plant not only shows the impact of the owners of the business on the rest of the world including competitors but also their duty to present and build the strong infrastructure. Organization, Work & Technology are formerly known as Behaviors in Organizations so each is equally counted in terms of profit and reputation of the

Current Macroeconomic Situation in the US Essay Example | Topics and Well Written Essays - 500 words

Current Macroeconomic Situation in the US - Essay Example The government has pumped money into the economy to boost spending which in turn boosts the aggregate demand by increases it. This move aimed at providing citizens with more money to spend. It has also increased its spending to hike confidence about growth. The rescue of insurers and banks also helped to build confidence to public and businesses in the economy (Moore, 2014). On monetary front, FOMC has undertaken buying government securities in an attempt to reduce interest rates and encourage investing. This increases the level of yield and betters confidence level. The government has tried its best to resurrect the U.S economy from the effects of 2008 crisis (Moore, 2014). According to Bureau of Economic Analysis, the GDP increased at an annual rate of 2.6% by fourth quarter of 2013 and in third quarter, it had increased by 4.1% (Pew Research, 2013). Real disposable personal income grew by 0.3 percent in February 2014 with a similar percentage increase recorded in January. As of September 2013, U.S GDP was $15.7trillion-2.2 growth in 2012; Unemployment was at 7.2%, Inflation at 2.1%, and public debt at 106% of GDP (Pew Research, 2014). The GDP has increased overtime as the employment and inflation rates have declined. Unemployment has come down slowly but steadily but creation of more than 300,000 jobs per month is what is required to bring it down with the desired speed (Pew Research, 2014). To ensure a steady growth in U.S economy, political leaders need to ensure that there is no interruption in nominal functioning of government (Moore, 2014). Changes are needed in budgetary procedures to curb such disruptions as government shutdown by abolition of nominal debt ceiling, to allow automatic authorization of resolutions passed by congress and borrowing implied by budgets. To give economic confidence a chance of entering positive territory, positive economic trends must continue. Government should increase money circulation in the

Production of tpa using eukaryotic n prokaryotic cells Essay - 1

Production of tpa using eukaryotic n prokaryotic cells - Essay Example course of production, safety precautions have to be strictly adhered to, as the drugs are poisons in nature and could cause severe body harm if misused. A method for producing tissue plasminogen activator (t-PA) in eukaryotic host cells is disclosed. Enhanced levels of t-PA production are obtained by co-amplification of the t-PA gene through treatment of cultures transformed with mutant or wild type DHFR with methotrexate. Â  A cell culture comprising methotrexate (MTX) sensitive recombinant host cells transformed with an expression vector comprising a first DNA sequence encoding a dihydrofolate reductase (DHFR) protein with a low binding affinity for MTX, and a second DNA sequence encoding human tissue plasminogen activator (tPA), tPA encoded by said second DNA sequence, and an effective amplifying concentration of MTX. The invention herein relates to the production of human tissue plasminogen activator (tPA) in a transformant host cell culture. More specifically, the invention relates to vectors, cells, and methods of producing tPA in conjunction with expression of the sequences for coding for dihydrofolate reductase (DHFR) protein in such cells. Another example that describes use of CHO cells as host cells, and expression vectors which include the SV40 origin of replication as a promoter. However, it would be well within the skill of the art to use analogous techniques to construct expression vectors for expression of desired protein sequences in alternative eukaryotic host cell cultures. If cells without formidable cell wall barriers are used as host cells, transfection is carried out by the calcium phosphate precipitation method as described by Graham and Van der Eb, Virology, 52:546 (1978). However, other methods for introducing DNA into cells such as by nuclear injection or by protoplast fusion may also be used. Construction of suitable vectors containing the desired coding and control sequences employ standard ligation techniques. Isolated plasmids or

Tourism Planning Essay Example | Topics and Well Written Essays - 2500 words

Tourism Planning - Essay Example The planning and management of the places where the destination of tourists will be is less common and equally valuable.   The community or destination level is where the organization and the development of the visitor’s attractions and services respectively. Many communities have shown their need to respond and act in the approach to tourism (Richards, 2000:17). They are also showing their concern over what is developed, the way promotion is done, and the impact it may have in regard to economic, social and the environmental factors.   Tourism planning is much improving and developing new and better attractions. It increased the number of visitors or seeking to boost profits. Rather, it was all trying to promote orderly development of the industry. In the destination planning, setting goals and objectives for the industry is done (Gunn, 2002:33). The Unitary Development Plan was set mainly for managing the growth and development in the borough (Sharma, 2004:54). It was ad opted in the year 2007, and a couple of policies have been saved for further three years as from August 2010. It sets out Camden’s aims and priorities for using the land in the Borough and policies to be used to achieve it through the planning decisions. This was done to fulfill the objectives and priorities contained in Camden Community Strategy and council strategies.   The plan’s aim is to achieve sustainable new development of high quality in most suitable locations. It also played the role of protecting and enhancing their built and natural environment. Their work was to be considered and allowed visit the Borough and supporting the sustainable communities. The UDP is a legal document that provided the main framework for the planning decisions made in regard to show clearly the set criteria. In the planning sector, the council had to make its decisions on planning applications in regard with the UDP (Sharma, 2004:54). This was much considered

Chemistry Design Prac Essay Example for Free

Chemistry Design Prac Essay Investigate one chemistry related factor on the deflection of the liquid flow in the presence of a charged rod Research question How will the amount of time spent rubbing a glass rod affect the angle of deflection of flowing water in the presence of the charged glass rod? Background Research Static electricity is formed in contact with two objects, where one object gains electrons from another, resulting in one object having a positive charge while the other having a negative charge. Some materials tend to lose or gain electrons during contact with other objects. Materials with electrons bonded to it weakly, tend to lose electrons while materials with fewer electrons on the outer shell tend to gain electrons. Therefore, when an object is imbalanced of a positive or negative charge, it has static electricity. Polarity is the separation of electric charges, caused when electrons are not equally shared in a molecule. This is caused when some atoms in the molecule have a higher electronegativity than others, causing more electrons to be attracted to it, leaving one side of the molecule more negative than the other. An element or molecule with an electro negativity value of 0.5+ is considered to be polar. When a polar liquid such as water is flowing in a presence of a charged rod, the liquid tend to bend towards the rod. This is because the rod will either be positively or negatively charged, and the dipoles of the polar molecule will be attracted to the charged rod. The charge on the rod is determined by the material which is used to rub against it, however, it does not matter whether the rod is positively or negatively charged because either way, the opposite dipoles of the polar molecule will be attracted towards it, causing the flow of the liquid to bend towards the charged rod. Defining Independent and Dependent Variables Independent The amount of time rubbing the glass rod with a piece of silk. 10 seconds 20 seconds 30 seconds 40 seconds 50 seconds 60 seconds Dependent The angle of deflection of the flowing water will be measured with grid paper with a smallest increment of 1mm. A line will be drawn on the grid paper from the point where the glass rod was places to the point where the water was deflected. A protractor with a smallest increment of 0.5 degrees will be used to calculate the angle of deflection of the water. Controlling Variables Table 1 Variables and Method of control Type Variable Method of Control Controlled The rate of the flow of water Adjust the burette to deliver the smallest stream of water possible but without being discontinuous. The water will be kept flowing at the same rate, throughout the experiment. The glass rod The same glass rod with a diameter of 1cm will be used throughout the experiment. Pressure when rubbing the glass rod Use the same person to rub the glass rod against the silk, applying the same pressure every time. Placement of the glass rod A line will be marked on the grid paper so the glass rod will be placed at the exact point and the exact angle to the flowing water every time. Placement of the grid paper The grid paper will be sticky taped to the burette and placed as close as possible to the flowing water. The same grid paper will be used and left at the same position throughout the experiment. Weather conditions The experiment will be conducted in a room with all windows closed and air conditioning switched off to reduce effects atmospheric effects on the angle of deflection of the water. Stopwatch The one person will be using the same stopwatch every time to reduce systematic errors. Material The same piece of silk cloth (20 cm in length, 15cm in width) will be used throughout the experiment The experimenters The same two people, (person with stopwatch and person controlling the glass rod) will conduct the experiment to keep random errors in measurements and readings consistent. Materials and Equipments List: 50 mL Burette 20cm x 15cm silk cloth 1cm diameter glass rod Distilled water 200 mL Beaker A4 Grid paper with increments of 1mm Protractor with increments of 0.5 degrees Retort Stand clamp Pen Ruler Sticky tape Stop watch Method 1. Attach the clamp to the retort stand. 2. Fill the burette with distilled water to approx 1cm from the top and attach it to the clamp 3. Draw a straight line on the grid paper with a ruler and sticky tape it to the bottom of the burette, lining up the line on the paper exactly with the flow of the water coming out of the burette. 4. Also Draw a line 90 degrees towards the line if the flowing water but stopping at 0.5 cm from the line. This line will be where the charged glass rod will be placed 5. Also mark the origin (the tip of the burette, where the water comes out) on the grid paper 6. Place the 200 mL beaker under the burette and let the water run down 7. Start the timer on the stopwatch and simultaneously, begin rubbing the glass rod against the piece of silk 8. Stop the stop watch at 10 seconds and immediately place the charged rod as close as possible to the line drawn on the grid paper 9. Mark the angle of deflection of the water on the grid paper 10. Wait 1 minute until the rod is completely uncharged 11. Repeat steps 6 9 12. Repeat the experiment from steps 6 10, changing the time rubbing the glass rod against the silk cloth by 20, 30, 40, 50 and 60 seconds. 13. Remove the grid paper and line up all the points of the deflected water to the origin 14. Measure the angles with a protractor and record the results into the table below 15. Pack up the experiment Table 2 Raw data table Time charging the glass rod Angle of deflection of water Trial 1 Trial 2 Trial 3 Trial 4 Trial 5 Trial 6 Average 10 seconds 20 seconds 30 seconds 40 seconds 50 seconds 60 seconds Table 3 Risks involved in the experiment and safety precautions to reduce the risks Risk Safety Precaution Action to take The burette is very long and is made of glass and can be broken easily Hold the burette with two hands and always watch for obstacles when carrying around the lab. Wear closed in shoes, lab coat and safety glasses in case the burette breaks. Carefully pick up the large pieces of broken glass one by one and throw in the glass bin. Use a brush to sweep all the small bits into the bin. Make sure there is no remaining broken glass in the lab. Bibliography 1. Columbia University Press (1978-1979). New Illustrated Columbia Encyclopaedia 2. Neuss, Geoffrey (2007). Chemistry Course Companion. Oxford: Oxford University Press. 3. http://books.google.com.au/books?id=nkwM28diKF4Cpg=PT109lpg=PT109dq=deflection+charged+rodsource=blots=dk2TPy7IOfsig=g-MDZP6Q5kDsur57EIejpgJ54bghl=enei=48FrSp2bFIzusQOsy72WBQsa=Xoi=book_resultct=resultresnum=2 4. Department of Physics and Physical Science, University of Nebrasky, Kearney Falling Water http://rip.physics.unk.edu/CyberTextBook/fallingwater/ 5. http://books.google.com.au/books?id=nkwM28diKF4Cpg=PT109lpg=PT109dq=charged+rod+deflect+watersource=blots=dk2TQr4PPgsig=iwM-1qHxsAtaF9XoGZ1Mw9UCn6ghl=enei=OStsSqjFIo6qtgOT16WWBQsa=Xoi=book_resultct=resultresnum=3

Current Strategies And Business Model Marketing Essay

Current Strategies And Business Model Marketing Essay This study is considered about the AstraZeneca Plc Company by applying more strategies to their business growth. In this review it considered the key opportunities and challenges of AstraZeneca Plc Company for business growth by using more strategies. This study is required to increase their research and quality conscious of medicines. It analysis the internal organization to produce more quality and cost conscious of the product and also it analysis the strength and weakness of the company. It leads to more growth, sales and revenue of pharmaceutical industry. Table of Contents S.No. Particulars Page No. 1. Introduction 3 2. About AstraZeneca 3 3. Task I 4 4. Task II 11 5. Analysis of AstraZeneca 16 6. Recommendations 16 7. Conclusion 17 8. References 17 Introduction: The pharmaceutical industries are leads to more growth in the new product development. Nowadays there are more new medicines and drugs are created by the biological researchers. There is more business strategy and marketing strategies are used to develop their market and demand in the pharmaceutical industry. Here AstraZeneca Company has recommended to applying the more strategy to this study. In this study we are using descriptive research to this review. For this study, the reference has taken from various sources like journal, article, net links, magazines, textbooks etc. About Astrazeneca: AstraZeneca is one of the leading pharmaceutical company in the world. The company has formed in the year 1999, after the merger of Swedens Astra AB and UKs Zeneca Group plc. David Brennan is the CEO of the company. The head quarters of the company are in London, UK. The AstraZeneca has come across number of new product into the market. AstraZeneca is one of the Third largest pharmaceutical company in the world. There is largest Research Development Centre has formed and it invested about 16 million for every day. The research and development has produced lot of new product for cancer, cardiovascular, gastrointestinal etc.. after the company has merged and it produces a lot of new products and medicines for the patients and doctors. It has aimed to produce a great quality medicine and to innovate more medicines for lot of diseases. And it have objective to improve corporate responsibility to the society and shareholder. http://www.astrazeneca.co.uk/about-us/ (date: 11-01-2010, time: 3.15p.m) There are 66000 employees are working in the AstraZeneca among Europe, Asia, US, Africa etc. The AstraZeneca has 29 manufacturing Sites among the 19 countries. In 2006 the company has achieved $26.5 billion of over all profit. In 2008 the company has achieved and improved $31.5 billion profit. http://www.astrazeneca.co.uk/about-us/keyfacts?itemId=4142279nav=yes (date: 11-01-2010, time: 3.35p.m) TASK I Challenges faced by the AstraZeneca: The AstraZeneca is a largest pharmaceutical company in the world. It works around 100 countries in the world. There are more competitor for pharmaceutical industry. The competitors are Johnson Johnson, merek co, Novarties, Pfizer etc.. the competitor are in world level. So the company has compete world wide, and it challenges to other competitor in new product and development and research. There is more challenges the company has faced by the other outer environment. So the AstraZeneca has develop new medicines for cancer and other diseases. It must aim to give pain relief to the society. http://www.computing.co.uk/computing/news/2255053/case-study-astrazeneca (date: 11-01-2010, time: 4.12p.m) The AstraZeneca has innovate new products and it provide drug pipeline for cancer, cardiovascular and other diseases. So it aims to reduce the cost and it improve drug pipeline for challenging the competitor circle. AstraZeneca has improved its challenges by the way of reducing the cost of medicines and improving the drug pipeline for various diseases. They increase their research and Development centre to the world and it increase product innovation in medical field. Their vision to increase their market to world wide and innovation of great medicines and it must increase the stakeholder value. Mostly AstraZeneca research development is in Sweden, U.K and U.S. because there is more drugs and raw material has available in the particular place. And also they has more talented person in a biological fields. Strategic Research and Development Issues for challenging competitor: The RD manager is only the responsible for the suggesting and implementing the new medicines for the diseases and it must increase the drugs pipeline for the patients. They are improving their new product development by merging the RD department and technologies. The RD managers Job includes: Choosing among alternative new technology to use within the AstraZeneca pharmaceutical company, Development new methods of embodying the new technology in new products and processes and It deploying resources so that the new technology and medicines can be successfully implemented. Research Development Intensity: The company must make available the resources necessary for effective research and development. The AstraZeneca has spend around $3.9 billion for its research and development. The AstraZenecas R D Intensity is a principal means of gaining market share in global competition. So the R D department has focused the drug pipelines for different diseases and it give pain relief to the patients. The research and development has providing more innovative medicine for the patients to give more effective protection for the diseases. Technology Competence: The technology competence is used for both development and technology development in the R D department. The AstraZeneca has more technology to improve its each drugs pipeline to lead the pharmaceutical market. The R D department has improve their technology development for the growth full product of Arimidex, Crestor, Nexium, Seroquel, Symbicort etc., the product which develop in R D department for cancer, cardiovascular, gastreointestinal diseases, asthma and chronic obstructive pulmonary diseases etc., So it have the more technology competence for leading the market. http://www.astrazeneca.co.uk/about-us/keyfacts?itemId=4142279nav=yes (date: 11-01-2010, time: 6.19p.m) Technology Transfer: The Astra and Zeneca pharmaceutical company has merging together for improving its R D department and innovation of medicines for disease. So it transfers the technologies to improve the research and development process of each company. The technology transfer has given more challenges towards competitor of other pharmaceutical industry. Research and Development Mix: The R D mix has includes everything that would help to sales, quality control, different medicines and technology development of the AstraZeneca pharmaceutical industry. The company has increase its growth of new product and at the same time it maintain quality control of the medicines. The AstraZeneca R D development has got license to innovation of new medicines for the patients and it has intellectual property rights towards its new products. The R D department has maintain more valuable quality control from biological lab with using effective technologies, sales growth, technical laboratories, development of biological labs and more research information of medicines etc.. Strategic Marketing Challenges: The AstraZeneca Companys marketing manager should be focus the customer wants and product cost. Here the marketing manager must introduce the market position and segmentation, marketing mix and the product life cycle for facing leading competition among the world. Market position and Segmentation: This pharmaceutical industry has focus the hospital and patients who are really affected by the diseases, for new research development and it must increase the focused sales among competitors. The AstraZeneca has increased its sales in selected areas. The market has segmented by the new product and new medicines for the patients. Marketing Mix: The marketing mix is like 4 Ps. Promotion, Price, Place, Product are the marketing mix. The AstraZeneca product has more competition, and it have marketing mix to improve the quality and reducing the cost of medicines, which have the suitable place to sell the medicines to the customer. Product life cycle: AstraZeneca has a product life cycle. In 1999 the Astra and Zeneca Pharmaceutical company has merging and it has a introduction stage of the medicine. In 2000 it has an effective growth towards its medicines especially the product of Arimidex, Crestor, Nexium, Seroquel, Symbicort are have efficient growth. After some period it reached the maturity period and in summer time it has a declining stage of the product. This pharmaceutical company has product life cycle, it depends upon the environment and competitor. If it have various new product development means it have more maturity period of this laboratory industry. Source: Philip kotler Gary Armstrong, Principle of Marketing, Prentice Hall of India, 2007. (date: 10-01-2010, time: 7.13p.m) Key Opportunities of AstraZeneca: The Astra Zeneca has innovate more product and merging with other leading pharmaceutical company for developing more new product and medicines for leading future market among competitor. The AstraZeneca has developing its more valuable new product development and improve drugs pipelines. There is using more technologies and using developing more biological labs for developing its new medicines for the product. http://www.independent.co.uk/news/business/the-player-tom-mckillop-chief-executive-of-astrazeneca-creating-the-right-chemistry-1130990.html (date: 11-01-2010, time: 5.33p.m) Opportunities in Research and Development: There is more opportunities for providing new product and medicines to the customer from merging the pharmaceutical company and other biological labs. There are 22000 employees and they were expert in biological medicines are working research and development field. So they able to dedicate more new products and medicines to the rare diseases and it able increase its sales growth. AstraZeneca has improved its new pharmaceutical product of its continuous process. It must build more biological and innovation activities towards its new medicines. The AstraZeneca laboratories have more building capabilities towards its biological labs and build to research in new medicines from agri-chemical industries. This pharmaceutical industry has very talented in biological laboratories and agricultural chemical business for new medicines. So it have more valuable resources and talented employees in biological industries for the process of future development. This deliver that it develops more opportunities for its continuous growth in new product development and sales growth. Sustainable development of AstraZeneca: AstraZeneca has focus to sustain the continuous new product development. AstraZeneca has improved its research and development centre to the world wide for it sustain to increase its new medicines and innovation activities in pharmacy industry. Economic: The pharmaceutical industrial has impact on economic for increasing its economic value from its new products. So AstraZeneca Plc Company has more depended upon the economic and also in 2004 it increases its economic growth to the country. It has more opportunity to improve its economic development of the new product. Social: AstraZeneca has more value in social responsibilities and to give effective and protected medicine to the patients. So it has a impact in social and other things among the pharmaceutical company. Environment: The Company has environment impact towards its new medicines and research in biological industry. The environment should have the awareness about the diseases and new medicines of its protection. So the AstraZeneca has impact and opportunity in environment level of its new product development. Krishnamoorthy, Environmental Management, published by PHI, 2006. (date: 10-01-2010, time:8.23p.m) TASK II Internal and Organizational Analysis of AstraZeneca Pharmaceutical Industries: It must look at the environment, which AstraZeneca has to face in the market and the opportunities and threats that arise from it. It has an analysis towards its internal and organizational factors to improving its efficiency among competitor in world wide. The organization is depending upon the strength weakness of organization and it turned as opportunity for future. Historical: The AstraZeneca company has more sales after the period of 1999. Because the two pharmaceutical company has merging together and it gave a lot of new products and researches to the society. It 2006 the sales growth is $26.5 billion and in 2008 the sales growth has come around $31.5 billion. The companies profit also increases and it beyond its growth level. After 2008 only it became a down in share market and share value of the product. In that summer time the demand has decreased and the profit has slightly down. Normative: This criterion make use of the judgment, what ought to be the level of performance to classify and element as a strength or a weakness?. Based on industrial practices and personal opinion, norms for evaluation can be developed. The research and development has continuous growth of new product and in 2008 the revenue is $31.5 billion. So if the process of new product stage is declining in the research, then it will be says as weakness. The AstraZeneca company has continuous process of new product. It has a sustainable environment to market their product to the customer. AstraZeneca has come across number of new products and medicines for the cancer, cardiovascular, intestine etc.. Competitive Parity: This criterion was the action of successful competitors or potential competitors. The new medicines are produced by the usage of drugs and some other agri-products. The drugs must used in a certain level. It should not go beyond of the level of drugs in to medicines. The new product will be in quality conscious. Critical factor for Success: Each business is unique and has a set of minimum objectives (i.e) to improve their drugs pipeline and they can set minimum factors of medicine, which should give more effective to the patients. So they are the strength of the company. The critical factors are considered in the pharmaceutical industry and it has able to give continuous growth to the society. This will consider to over all strength to the resources of this pharmacy industry. Pearce, Strategic Management, PHI, 2006 (date: 12-01-2010, time: 3.15p.m) Strength and Weakness of the AstraZeneca Plc.: Internal Factors: Strength Weakness More research centres are in various countries. Brand Name Having skill, experience and quality of their researchers and lab staffs. Agricultural chemical industries are working towards it. Efficient development of R D investment. Key product Development Utilization of various technologies into the biological labs. Competitors are in world wide. The shareholder value is less when compare to other competitor. They invest $16 million to R D for every day to day work. They are dumping their investment to their research itself. Major competitor are Johnson Johnson, Pfize, Bayer, Abbot Laboratories etc.. In AstraZeneca Pharmaceutical industry has more strength of this company is, investment of research and development and continuous growth of new product development. The major weakness of AstraZeneca is a competitor. It has works over 100 countries around the world. so they are marketing their products in the International market. this pharmaceutical industry has compete their compete their competitor by the way of merging their industry. AstraZeneca is a largest pharmaceutical company in the world. The market has more competitors in pharmacy industry. The major competitor are Johnson Johnson, Bayer, Pfize, Novarties, Abbot Laboratories etc.. AstraZeneca has sustained their product by producing new product and medicines by the activity of research and development. http://www.ingentaconnect.com/content/fm/pme/2006/00000003/00000002/art00009 (date: 12-01-2010, time: 3.45p.m) Research and Development is a strong basement to this AstraZeneca pharmaceutical industry. They are investing around $ 5 billion in 2008, for the research and development activities. They are actively participated in improving drugs pipeline and they aim to achieve major great medicines in 2010. They are launches two new molecular Entity to the develop their new medicines. Attribute measures of its strength and weakness: These refer to statements developed to identify or list a characteristic or quality, an organization possesses or likely to possess in the near future. Our key strength is the having sustainable growth in new products development in the R D department. Our key weakness is investing more money to research and Development. Here the strength is the research and development has a innovation of new product and development in a biological industry. But at the same time the weakness is to investing more money to the R D. AstraZeneca has dumping their money to R D centre rather than other department. So it should balance the investment to other business and other factor. But at the same time, it should concentrate is R D to improve new drug pipeline. Implementing Porters competitive strategies: It should compete on the basis of low cost, or should us different our medicines on some basis other than cost, such as quality or service. It should we compete head to head with our major competitors for the biggest but most sought after share of the market. The porters competitive strategies are based on the Lower cost strategy and Differentiation strategy. Lower cost strategy is followed by this pharmaceutical company, it has an ability to design, produce, and market a comparable product more efficiently than its competitors. Differentiation Strategy is focused the company, it ability to provide unique and superior value to the buyer in terms of product quality, special features, or after-sales service. The competitive strategies are followed by different types by the way of competitive advantage and competitive scope of the pharmaceutical company. The cost leadership is considered that the pharmaceutical company has aims to broad mass market and requires aggressive construction of efficient-scale facilities, vigorous pursuit of cost reductions from experience, tight cost and overhead control, avoidance of marginal customer accounts, and cost minimizing areas like R D, service, sales, force, advertising and so on. These companies have done in a marketing department and achieve its goal among competitors. Differentiation is aim to broad mass market and involves the creation of a product or service that is perceived throughout its industry as unique. This company has differentiated their product, medicines, its quality, technology, agri-products, and features of the medicines among other competitors. Cost focus is considered to focus the primary buyer group or geographic market and attempts to serve only this niche, to the exclusion of others. This company has focus the cancer, cardiovascular, gastrointestinal, infection neuroscience and respiratory and inflammation patients. They founded by hospital and they improve their quality services at the same time low cost to the patients, Differentiation Focus strategy is concentrates its particular buyer group, product line segment, or geographic market. AstraZeneca has manufacturing its different countries and it focus some diseases group, which cant get the medicine easily for particular disease. So it focus differentiated among the competitor. These are competitive strategies has adopting and implementing to the AstraZeneca Pharmaceutical industry. Neil Ritson, Strategic Management, PHI, 2006 (date: 12-01-2010, time: 4.35p.m) Analysis of AstraZeneca Plc: AstraZeneca has mostly focuses on their new medicines and their development. They are developing their new drugs pipeline for various diseases like cancer, cardiology etc., There are 19 research and Development centers are available at various countries also focuses in Social responsible activities and they are increases their stake holder value. The future investment of research and development and new product development must balance each other. From these analyses, this pharmaceutical company has more strength rather than the weakness. So the company has performed well in the past records. More strategy has adopted in the review. It should used in a marketing department and it should develp these strategies for marketing department. http://www.healthlinks-events-bpc2009.co.uk/presentations/brent_vose%20tues%208th%2011.25%20Astra%20Zeneca%20Plenary%20-challenges%20and%20oportunities.pdf (date: 12-01-2010, time: 5.25p.m) Recommendations: AstraZeneca the pharmaceutical industry has investing more money to research and development, it means to they are dumping their only to research itself. It must also consider the marketing department to improve their effective sales growth. The R D department must come across more drug pipeline diseases like swine flue, cancer, cardiovascular, gastro intestinal, infection, neuroscience and respiratory and inflammation. The R D must use more agri product rather than the chemicals. So it leads to more quality to the patients. The company must also focus to the marketing department because there is more competitors to this industry. The company must use marketing strategy effectively which are considered into this review. Conclusion: In this review we are concluded that the company has more strength rather than the weakness because of the research and development. In future market there is more medicines are all increased by the competitor. So it should consider improving the research and development by effective biological sciences, technologies and quality conscious of fit workers. The AstraZeneca has performing in social responsibilities to the society. In future it may increase the sustainable growth in new product development.

Norman Rockwell :: biographies bio biography

If you want to learn about a famous artist named Norman Rockwell then you have come to the right place. This essay contains some interesting and funny facts about this famous American. Some of the subjects are his early life, his birthday and birth-town. Other subjects are his accomplishments, comical stories and his patriotism. Norman Rockwell was born on February 3, 1894. His birthplace was New York City. At the age of 5 he attended the Triumphal Parade welcoming home Admiral Dewey. When he was 9 years old the Rockwell family relocated to Westchester, Pennsylvania. In 1909, at the age of 15, Norman disliked high school so much that he dropped out. He then attended Chase School, where he took art classes. He was given smaller, less important assignments because he was a student. By the age of 17, after illustrating his first book, ?Tell-Me-Why?, he knew he wanted to be an illustrator even though the masses thought illustrating was an inferior type of art and he would never amount to anything. Wow, did he surprise them! Norman Rockwell accomplished so much during his lifetime. In 1913, at the age of 19, he became the art director of Boys Life Magazine and in 1916 he painted his first of 318 Saturday Evening Post covers. During WWII, he painted a series of pictures titled ?The Four Freedoms?. These were based on a speech President Roosevelt made to Congress. Though these paintings, meant to be used by the military as recruiting posters, were rejected by the military, he later submitted them to the Postal Service and stamps were created from his works of art(Marling38) . He also had some funny things happen to him. During WWII he wanted to join the Navy. He was tall enough but was 4 lbs. to light. He decided to try again so the night before his second try he gorged himself with bananas, doughnuts and warm water! He succeeded! Rockwell had many friends. One of them was Walt Disney who was going to make a robotic replica of one of Rockwell?s paintings but never got around to it. Most of his paintings included his friends. His friend Carl Hess, the owner of the local gas station, can be seen in a painting as well as many townspeople from Vermont.

security :: essays research papers

The use of computers within the business and government sector has said to have ‘rapidly increased over the last fifteen years’; this therefore provides a whole new prospect for a distinctive criminal to prosper, and in most cases, to go utterly undiscovered. It has been anticipated that, unless this particular problem is tackled head on, losses from the computer crime may eventually reach $50 billion per year. One expert in the field has estimated that, under present law the chances of a computer criminal being convicted are 1 in 500, and of going to jail as 1 in 1000. The possibility of corporations or banks going bankrupt as a result of computer theft is very real. W. John Taggart, â€Å"Computer Law in Australia†. There are many forms of computer abuse, yet they have come to many solutions. Many penalties if the criminals get caught and yet there are many weaknesses in computer law. With the expeditions rate of advances in technology, coping with those classi fied as ‘computer criminals’ who are always one step ahead, is virtually impossible. They may ‘patch up’ faults in previous systems, however do not recognise faults in latest systems until it’s too late. Computer crime involves the unauthorised and unlawful use of a computer. Given growth of technology in our society, the incidence of computer rime is a matter of considerable concern for our law-makers. The cost of computer crime in the United States has been estimated to be at least $5000 million a year. (Cudmor, Greg â€Å"Computer Law†, page 8). Who would be classified as a ‘computer criminal’? It is said that often the ‘computer criminal’ is a trusted employee and the problem for organisations seems to be internal security. The community considers computer crime, as being less serious than other crimes against property, such as burglary or car theft, as it is not violent or public. In many instances computer crime is not always reported, due to the complexity of information systems. It is sometimes possible for offences to be concealed and often victims are unaware that an offence has even been committed. A reason for computer crime not being reported is when the crime is discovered companies defrauded of tremendous sums of money are sometimes ashamed to report a breach of security. Another reason is that the offender is sometimes and employee of the company and if the harm is not significant the company may discipline or dismiss the offender.

Outline: Alcohol and Pharmaceutical Treatment

utliResearch Paper Outline I. Introduction Alcoholism is an ongoing problem, it’s dangerous, ___ people in the United States are affected by it. (Source 1 #1) Thesis: While the symptoms and damaging effects of alcoholism can be physically and mentally dangerous, there are many different treatment options and precautions available to prevent against this harmful disease. II. A. Symptoms of alcoholism Topic sentence: The symptoms of alcoholism are quite noticeable in those who are effected by the disease. 1. Excessive use 2.Neglecting of normal activities (social, occupational, recreational)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   3. Ongoing unsuccessful efforts to cut down use 4. Persistence of use (can’t stop though you have reoccurring problems or medical conditions)   Ã‚  Ã‚  Ã‚   5. Withdrawal B. Effects of alcoholism Topic sentence: Effects of alcoholism can be detrimental to one’s lifestyle, and can cause both life threatening and non-life threating cancers and disease e ssay writers for hire. 6. Disease (NC 10) 1. Family Problems (NC 5,6, & 7)  (Our room) 4. Unintentional and intentional injury  ( NC 9) . Cancer  (NC 8) 3. Imprisonment, fines, tickets, etc (source 1 #2) 2. Problems in the workplace (NC 3 & 4) C. Treatments available Topic sentence: Treatments for alcoholism are available such as rehabilitation care, pharmaceutical treatment, and various support group meetings. 1. Rehab centers 2. Pharmaceutical treatment 3. Support groups D. Prevention against alcoholism Topic sentence: Drinking in moderation and taking into account alcohol laws and regulations can act as prevention against alcoholism. . Employee health promotions (NC 1) 2. Alcohol laws 3. Alcohol taxes 4. Alcohol Education (NC 2) III. Conclusion Revisit main points and tie it all together. â€Å". . . the detrimental impact of alcohol consumption on the global burden of disease and injury was surpassed only by unsafe sex and childhood underweight status but exceeded that o many classic risk factors, such as unsafe water and sanitation, hypertension, high cholesterol, or tobacco use† (Rehm).

Developing Multichannel Strategy

Developing Multi-Channel Strategy Dr Stan Maklan and Dr Hugh Wilson Cranfield Customer Management Forum in collaboration with IBM Business Consulting Services Contents A strategic approach to channels †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 Process overview†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 Step 1 Identify problems and opportunities†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 Cost reduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Improved customer experience †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 Improved access †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Steps 2 and 3 Current and future state analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Define the marketing context †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ . 6 Sales complexity matrix †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Product coverage map – current and future state †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Building alternate channel chains †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10 Step 4 Assess alternatives and choose†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 Channel curves – how customers value alternatives â₠¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 13 Cost analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Prioritisation matrix †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 15 Step 5 Implementation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 18 Metrics†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 18 Testing new channel chains†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 19 Customer research cannot predict outcomes †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 9 Experimental design helps†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 19 Roll out†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20 People must support new ways of working†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20 Management, not technology, guides channel innovation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 21 Summary comments †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Step 1: Identify the nature of the problem or opportunity †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 23 Step 2: Conduct a current state analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 23 Step 3: Create a future state Product Coverage Map †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 23 Step 4: Evaluate potential new channel chains †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 23 Step 5: Pilot priority new channel chains and roll out successful pilots. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 Appe ndix 1 Directional policy matrix †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 24 1 Cranfield Customer Management Forum in collaboration with IBM Business Consulting Services Figures Figure 1: Process Overview †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 Figure 2: Analysis and Generating Alternatives †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Figure 3: Sales Complexity Factors and Weightings †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 Figure 4: Sales Complexity Score †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Figure 5: Current Coverage Map – IT Services Provider †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 9 Figure 6: Redrawn Coverage Map (Future)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10 Figure 7: Current Field Sales Led Combinations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11 Figure 8: Alternate Channel Chain †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 Figure 9: Channel Curve †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 13 Figure 10: Cost Comparison – Field Only versus Multi-Channel†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 14 Figure 11: Prioritisation Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Figure 12: Example of Prior itisation Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 17 Figure 13: Directional Policy Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 24 2 Developing multi-channel strategy A strategic approach to channels Distribution and channel-to-market strategy used to be an afterthought for most marketers. Once the difficult judgements about product range, price and promotion were made, channel strategy was determined by objective economic and logistic factors, such as minimum order size and shipping costs.The internet, coupled with a proliferation of complex global supply chains, has elevated channel choice to the pantheon of critical marketing issues. Customers make channel choices alongside their product-service choices and expect suppliers to offer sales, marketing and service across multiple channels – online, telephone and physical presence. Offering all channel choices to all customers across all products and services is too costly for most companies. For many companies, channel strategy is now every bit as critical to their success, as are brand and product range policies.Companies must now determine how to serve different customers through a combination of channels that meets customer needs at a competitive cost. The strategic marketer wants to move the discussion of channel strategy beyond distribution costs and efficient order sizes by determining how channel strategy creates product-service innovations, reduces cost and improves customer loyalty. A successful channel strategy delivers differentiated solutions to different customer segments whilst meeting the marketing, sales and service requirements particular to each productservice.Balancing the needs of customers and the characteristics of individual products and services, identifying trade-offs, identifiable costs to be borne by each chan nel and creating customer value through channel innovation are the marketing challenges companies face. 1 Developing multi-channel strategy Process overview Channel strategy typically develops in an ad-hoc manner. Analysing a company’s channel policies is sometimes akin to an archaeological expedition: one digs through time discovering layers of historical decisions, sales partnerships and customer deals.We believe that there is great benefit for most companies in treating channel strategy development as a process. Just as strategic marketing planning revolutionised the way marketing plans were developed, a systematic approach to channels will improve companies’ chances of accomplishing their strategic channel objectives. We have developed a simple process framework to help marketers meet these channel challenges (Figure 1). Figure 1: Process Overview Step 1: Problem Opportunity Step 2: Current State Analysis Step 3: Future State Analysis Step 4: Choose Step 5: Impleme nt Cost Experience AccessMarketing Context Channel Coverage Maps Channel Chain Development Channel Curve Prioritisation Matrix Customer experience People Metrics Step 1 – Identify problems and opportunities: The process begins with the organisation identifying problems and or opportunities. We categorise these into three types: cost reduction, improvement of customer experience and improving customer access. Often companies are faced with a need to do a combination of these three. Steps 2 & 3 – Current and future state analysis: These stages make extensive use of tools developed by the Cranfield Customer Management Forum.Step 2 begins with traditional market place analysis; identification of customer segments and priority product (service) offers. These offers and customer segments are grouped in a channel coverage map – current and future. The map identifies logical bundles or groups of solutions and customers which form the basis for development of separate ch annel chains, combinations of channels that serve the customer at each point in the purchase and service process. Step 4 – Choose: Evaluates each channel chain for its cost and ability to generate customer value.The latter is estimated through channel curves, a research based technique that evaluates customer preference for each channel at each point in the purchase and service process. Finally, a prioritisation matrix is developed that identifies the most important channel investments to be made. 2 Developing multi-channel strategy Step 5 – Implement: Implementation is a critical element of channel marketing. Channel innovation is challenging for organisations because of the people issues involved – customers and sales people.This section of the report illustrates the importance of test marketing channel innovation, aligning compensation plans to desired behaviour and ensuring the new channel system is able to â€Å"learn† from customer experience, and a dapt as it is rolled out. 3 Developing multi-channel strategy Step 1 Identify problems and opportunities There are a limited number of famous examples of reinventing industries through channel innovation: E-Bay and Amazon spring to mind immediately. Those companies started from the â€Å"white sheet of paper† or the third process stage of the above model.The firms participating in our collaborative research project are all established players in their markets with existing channel structures. They may be responding to low cost, internet pure play competitors. For established companies embarking on channel strategy development, it is worthwhile to engage senior management in a discussion about the objectives of channel policies. Our experience suggests that it is useful to frame the discussion around a limited number of strategic objectives: cost reduction, improved customer experience and better customer access to the company (e. g. overage). Cost reduction Cost reduction is self explanatory. Many established firms face the twin challenges of customers expecting their traditional personal (expensive) sales and service whilst willing to pay only at prices charged by new competitors operating, for example, only via the internet. BT’s Major Business unit, dedicated to serving its largest customers, faced just such a challenge. Traditional telephony revenues were flat or declining as costs fell throughout the industry. Growth was generated through increased sales of IT related solutions such as routers and servers.Margins are lower in IT versus telephony and the channel â€Å"norm† was different indirect channels and self service over the internet. BT could not profitably compete in the new areas whilst retaining its channel structure and cost. By allocating sales tasks sensibly between field sales, desk based sales and the internet, BT reduced costs as a percentage of revenue through channel strategy – whilst increasing market coverage . Improved customer experience Improved customer experience is linked with customer retention and increased recommendation.Companies normally measure key indicators of their customer processes (e. g. telephone answering, complete orders on time, resolution of customer problem with first phone call) to illustrate the efficiency of their customer management but they measure their effectiveness with customer satisfaction scores. There are very few executives today that fail to espouse their need for improved customer satisfaction – this is rapidly becoming the motherhood and apple pie of boardroom conversation. But improving customer experience normally entails costs – better people, better systems, more capacity.Of course, every company wants improved customer experience at lower cost per customer, but this is rarely possible. Often the strategy is to â€Å"encourage† 4 Developing multi-channel strategy self ordering and service online and convincing oneself that customers really prefer this experience. This is not always true, nor is measuring customer satisfaction always instructive. Increased customer satisfaction does not necessarily change customers’ buying behaviour and customers defect to competitors for different reasons than they remain loyal. The message is clear.Customer experience is an essential part of marketing and customer retention, particularly in the services sectors. But companies cannot invest on the basis of â€Å"more is better†. Companies need to understand how customers value each element of the package of benefits they receive and how they make trade offs between them; how much experience would a customer sacrifice for lower prices online? How will improved customer experience lead to business outcomes? Land’s End, a successful mail order clothing retailer, embraced the internet early on.It understood selling clothes to people not able to try them on in a shop, so the addition of the online chan nel to its traditional telephone-catalogue one, was not too difficult. It uses the internet to extend and enhance its customer experience by providing complementary services. For example, one can design and dress up a virtual personal model to sample clothing virtually. Nonetheless, Land’s End displays prominently its toll free number so that online customers can immediately access helpful call centre staff.It also offers real time chat and personal assistance. Land’s End’s investment in the online channel was not justified by reduced call centre costs – it is there to provide a better customer experience. Improved access Finally, improving customers’ access to your products and services is a basic tenet of good business and a traditional channel strategy objective. With new technology, companies can offer unprecedented access to sales, service and customer data ubiquitously. Companies can now access customer segments hitherto unreachable or unprof itable to serve.BT’s Major Business Unit’s channel innovations not only reduced its costs, but allowed BT to increase account penetration. For example, a BT Account Director might negotiate the right to sell leased lines (typically low value items) to each branch of a national financial services company. Whilst the deal is negotiated with the customer’s head office, it is sold branch by branch with a desk-based telephone channel. Previously, the Account Director would have had to organise field sales people to call on each branch – uneconomical. Improved access increased sales.Many estate agents offer online services to improve customer access to their databases of properties and, more importantly, improve access to updates in property details. Whereas, previously, potential buyers would need to call agents regularly and receive posted updates of properties, changes in prices or competing bids, now they can be notified online or via SMS messages. 5 Develo ping multi-channel strategy Steps 2 and 3 Current and future state analysis Strategic alternatives can be developed through analysis of current channel combinations and generating imaginative new ones.See Figure 2. The tools used for analysing the current state and determining the future state are identical so these steps are discussed together. Figure 2: Analysis and Generating Alternatives Define the Market Context Define the market Determine customer segments Determine product-service priorities Generate Channel Strategy Alternatives Sales complexity Matrix -product complexity and customer value 2. Product coverage map -current state analysis 4. Generate alternative channel chains 3.Future coverage map – Create productcustomer combinations Define the marketing context Whilst the focus of this paper is channel strategy, the framework illustrates that channel strategy should be considered in the context of the company’s product (service) strategy. The salient aspects are: †¢ Agreeing the market definition as consumers or end customers would define it. Mapping the flow of goods and services through to the end customer to determine who buys what from whom. Segmenting the market into distinct, needs based customer segments.Setting appropriate investment strategies for each productservice market on the basis of your competitiveness in the market and the market’s inherent attractiveness. Normally, this is done with the Directional Policy Matrix, a strategic marketing planning tool described in Appendix 1. †¢ †¢ The market context illustrates the major market segments and the strength of existing distribution networks from suppliers through intermediaries (hereafter the channel chain). It also determines the priority productsservices for channel investment. It provides the necessary background 6Developing multi-channel strategy data for analysing current channel policy and generating alternatives for the future. Sales complexity matrix The first step in the analysis of the current state is to determine the sales complexity for each of the priority offers (combinations of product and or service) determined above. The more complex a product (service) is to sale and service, the more complex, personal and interactive the effort required by the company. Conversely, buying low cost, low risk, easy to configure products can often be done directly by customers online.Most often a sale, even for complex solutions, is made through a combination of channels, but one channel is designated as the lead or prime channel. Sales complexity is one of two prime determinants of the dominant channel: the other is how important the customer. Sales complexity can be estimated as a weighted average of scores for each of the key components of sales complexity. Let us take the case of an IT service provider. It provides three types of services: computer installation, configuration of sales and marketing software applications and ma rketing consulting.Under each of these three service headings there are three to five more specific service offers. For example, the software configuration services comprise the installation of complex front office solutions, databases, data mining tools, sales force automation systems and simple contact management systems. The company determines factors that comprise sales complexity and then determines a weighting for each factor to arrive at the following list and weightings (Figure 3): Figure 3: Sales Complexity Factors and Weightings Complexity FactorOrder size – the bigger the order, the more complex Limited customer knowledge of the product or service – less customer knowledge creates more complexity Length of the sales cycle – long sales cycles increase complexity Difficulty configuring – installing – the more difficult to configure, the more complex the sale Training – the greater the requirement to train customers in the use of the application/equipment, the more complex After sales service – the more service required, the more complex the sale Weighting .15 . 25 . 10 . 20 . 20 . 10Against each of the services offered, the company scores each of the complexity factors from one to ten in order to create a weighted average score for each line of service (Figure 4). 7 Developing multi-channel strategy Figure 4: Sales Complexity Score Order size Limited Customer knowledge Sales cycle Configuration Training Service Sales Complexity Score Weighting Application Configuration Front Office Database Data Mining Tools Sales Force Automation Contact Management Hardware Deployment Desktop Mobile phone PDA Laptop Consulting Service DB management Sales Network Customer strategy 0. 5 10 7 3 5 2 8 6 4 7 5 5 3 0. 25 7 6 9 5 2 2 5 7 3 5 7 10 0. 1 7 6 3 5 2 2 5 7 2 7 7 7 0. 2 7 9 5 7 2 3 6 7 3 8 8 6 0. 2 7 8 9 6 2 3 4 5 3 6 6 NA 0. 1 4 3 5 4 2 3 4 4 4 7 7 NA 7. 15 6. 85 6. 3 5. 5 2 3. 4 5. 05 5. 85 3. 6 6. 2 6. 7 7. 3 Pro duct coverage map – current and future state The product coverage map identifies how we wish to reach our customers as a function of the complexity of the product-services that we sell to them and the attractiveness of the customer. It determines the lead channel for combinations of customer segments and product-services from the perspective of the company’s strategy.The customer perspective is developed in the next phase (channel chains) and overlaid onto the coverage map to provide a balance between company and customer agendas. The coverage map is constructed sequentially from the following: †¢ Sales complexity scores on agreed dimensions to generate a continuum from simple to highly complex. The products and services considered in this phase are normally those identified as important from the Directional Policy Matrix. Major customer segments ideally defined in the first stage (Marketing Context). Developing ontiguous blocks of customer-complexity service spac e. †¢ †¢ The company in this example identifies its priority customer segments from the market context and they are listed below in reverse order: †¢ †¢ †¢ Owner managed businesses Mid sized retail financial services providers Large professional services companies Figure 5 illustrates two axes of the coverage map: (1) customer segments (prioritised) and (2) product-services ranked in order of complexity. 8 Developing multi-channel strategy The middle of the matrix describes how the company sells each productservice to each customer.These are, in order of INCREASING cost: customer self-service on the net (I), desk-based sales conducted by telephone (T), distribution partners (D)1, and field-based account managers (FS). Figure 5: Current Coverage Map – IT Services Provider High Complexity product-service Sales Force Automation Appl. Low Complexity product-service Consumer Strategy Owner Managed Businesses Medium Retail Financial Services Large Professio nal Services Front Office Application Database Application Sales Data Mining Network Mgt Tools Database Mgt PDA Deployment Laptop Deployment Desktop Deployment Contact Mgt Application FS FS T I I FS D FSD D T FS D FS I T I D FS T T I FS FS D D T T FS FS FS FS FS I = self service over the internet, T = Deskbased account managers D = Third party distribution partners FS = Field sales – account management There are obvious anomalies in the coverage map illustrated in Figure 5. Expensive field account managers sell some very simple products-services: perhaps there is a culture that an account manager handles 100% of the customer’s requirements. Distributors sell the company’s complex database applications and sales networks to very large companies for historical reasons; does the company lack sales expertise in these areas?However, the distributors may dis-intermediate the company and take control of key accounts, so is this a wise policy? To owner managed businesse s, some of these complex services are sold via the internet which has a low success probability. Even smaller, owner managed businesses need some help to understand these services. Figure 6 illustrates how the company assigned a â€Å"lead† channel for each product-service and customer segment combination to reflect the selling demands of the product-service and the size of the sales opportunity.These new contiguous blocks of customer-solution become the unit of analysis for the next stage of the process: building combinations of channels to serve each block (channel chains). Such distribution partners are often known in the IT industry as VARs or Value Added Resellers. They are often small to medium sized IT services firms that provide specialist industry or application expertise. 1 9 Developing multi-channel strategy Figure 6: Redrawn Coverage Map (Future) High Complexity product-service Low Complexity product-service Sales Force PDA Automation Laptop Desktop Contact Mgt De ployment Appl.Deployment Deployment Application Consumer Strategy Owner Managed Businesses Medium Retail Financial Services Large Professional Services Front Office Database Sales Data Mining Application Application Network Mgt Tools Database Mgt D D D D T T T T I I I FS FS FS D D D T T T T I FS FS FS FS FS FS T T T T I I = self service over the internet, T = Deskbased account managers D = Third party distribution partners FS = Field sales – account management The redrawn coverage map focuses vital field sales resources on selling large, complex solutions to the biggest, priority customer segment.Distributors sell large, complex solutions to smaller, lower priority segments. Desk-based sales teams handle the middle ground: modest complexity across customer segments. Self service over the internet is reserved for the simple products-services and lower priority customers who are considered to buy largely on price and for whom a lower cost sales model is needed in order to be co mpetitive. This exercise puts some structure on the channel strategy but it is not realistic in the modern world for one channel to manage an opportunity through the sales and service cycle.Whilst the company now has a lead channel for each opportunity, it needs to build secondary channels to reflect customer segment preferences and manage scarce resources optimally. Building alternate channel chains The channel chain maps out how we can reach the contiguous groups identified in the redrawn product coverage map. If the product coverage map allows the company to find a rationale for how it wishes to serve customers, the channel chain analysis encourages the company to think about creating customer value through channel innovation.Different customers have different needs for information, counselling and support at different stages of the sales, service and customer development cycle. For reasons of simplicity and accountability, many companies insist that one person (or team) take com plete responsibility for all communications with a customer at all stages of the cycle. This may be a luxury few firms can afford today. Additionally, many customers wish to supplement their traditional customer managers with immediate answers online whilst their account manager is otherwise occupied.Failure to provide a mix of channels can frustrate clients and drain valuable business development from account managers. Channel chains allow companies to think creatively about how to engage with a customer in the manner most 10 Developing multi-channel strategy valued by the customer whilst allocating customer management resources optimally. Figure 6 identifies four contiguous blocks of channel lead and productservice solution: field sales, distributor, desk-based and internet.Each of these blocks should be analysed further to create business rules for the management of opportunities through the sales, service and customer development cycle. Figure 7 illustrates the current channel c hain for the contiguous block of selling complex applications to large customers. There are a number of shortcomings with the current channel chain from the perspective of the company. The limited field sales resource is stretched by taking full responsibility at all stages of the customer engagement cycle.Whilst customers appreciate this simple and personal service, sales people do not have sufficient time to focus on developing big opportunities. During the early stages of a customer engagement, the channels operate in separate silos largely and respond to enquiries that come to them instead of operating to a set of business rules that determine where the opportunity is best handled. Figure 7: Current Field Sales Led Combinations Marketing activities Deskbased (telephone) Internet Distributor Field sales Operations Stage Lead generation Inquiry Qualify lead Proposal Follow up Close Implementation Assess new customer needs Customer developmentFigure 8 illustrates the result of the creative process that generated a framework for team based selling: integrating a number of channels that aligns the appropriate channel to the different tasks. Valuable field resources are focused upon the tasks for which they are uniquely and best suited: generating compelling sales proposals and closing the sale. Integrating the internet and desk-based channels into the process under the leadership of the field sales force, qualifies out poor leads quickly and therefore allows the company to pursue more sales leads.The teambased selling approach provides better response to customer queries 11 Developing multi-channel strategy throughout the selling engagement and reduces the cost of sale to the company. So the alternate channel chain increases the number of sales opportunities, reduces the cost of sale and increases the sales success rate. Figure 8: Alternate Channel Chain Marketing activities Internet Deskbased (telephone) Distributor Field sales Operations Stage Lead generation Inquiry Qualify lead Proposal Follow up Close Implementation Assess new customer needs Customer developmentSimilar channel chain reengineering is done for all four coverage map blocks identified in Figure 6 to generate strategies for improving sales effectiveness and increasing sales coverage. It remains to assess the impact of alternate channel chains on the target customer and develop a full costing for each to ensure that channel strategy maximises customer value as well as company efficiency. 12 Developing multi-channel strategy Step 4 Assess alternatives and choose The assessment of alternate channel chains is based upon two criteria: cost and customer value. Channel curves – how customers value alternativesCustomers have their own criteria for assessing how well a company manages the supplier-customer relationship. Channel curves assess how well different channel chains deliver against customers’ key criteria. Customer research generates a list of key criteria a nd the weighting of each criterion in the customers’ total assessment of a supplier. Judgement and research suggest how each chain delivers against each criterion on a one to ten scale. The result is a weighted average utility score for alternate chains. Figure 9 illustrates this for our case example: how large professional services firms assess IT suppliers’ channel chains.The new, mixed channel chain generates a slightly higher weighted average customer utility score but the difference is likely within the margin of error of the method. The extensive personal contact of the traditional channel chain generates small advantages for the most important customer criteria but this is offset by a mixed chain’s ability to respond very quickly to simple requests and greater access to technical resources 24/7 because field sales people do not have the deep technical know-how that is available via the desk and online channels. Figure 9: Channel Curve Weights 10 3 . 18 . 17 . 15 . 10 . 08 . 02 Traditional chain (Weighted Ave . 66) Alternate chain (Weighted Ave . 69) 5 1 le op pe of es ie y e er liit q qu na e so pll er Pe s sim tto se a al on o os sp o op re pr d id e ap at R ur cc ac e,, ett pl m se om tis C C er xp le s ca n ni m em c ch bl T Te ro pr off p h hi rs ce ic ne r rv wn s se O ed iis s om es st iin us us C bu y m m n nd U ds an s st er The channel curve analysis reassures the company that the mixed channel chain is no less preferred than its traditional approach and 13 Developing multi-channel strategy enerates a list of key issues that the mixed chain must address – intimate knowledge of the customer business for example. These can be translated into key metrics against which to assess the new chain. Cost analysis Cost reduction is always of interest to companies designing their channel policy and in this illustration, necessary for the company to remain competitive. Other companies might find that overall customer utility fall s with some new channel chains and they would expect a significant cost reduction in order to compensate for potential lost business.Conversely, some firms may design more expensive channel chains that are highly valued by customers and they need to know how much incremental cost will be generated. Costing channel chains is a matter of detailed estimation of the degree to which different customer groups will use different channels and each channel’s effectiveness at converting inquiries into sales. The exercise generates metrics for efficiency (cost) and effectiveness (conversion or attainment of other objectives) that will enable managers to assess channel policy continually.In this case, the IT services provider compared the cost of traditional field sales force against a team-based multi-channel approach as illustrated by Figure 7 and Figure 8. In this illustration, revenue increases 50% whilst costs decrease so that the cost per order falls by almost 3%. This results in s ales costs, as a percentage of total revenue falling from 23% to 15. 6%. Figure 10: Cost Comparison – Field Only versus Multi-Channel Field Only Sales process Inquiries Qualify Proposal Follow up Close Assess new opportunities Customer development Revenue Total cost Cost per order Cost ? 000 2000 3500 4000 2000 200 Cost per process ? 0000 50000 100000 200000 20000 Multi-Channel Cost ? 000 1200 3000 4000 3000 240 Cost per process ? 10000 30500 80000 200000 10600 Customers 100 100 70 40 10 10 Customers 120 120 85 50 15 15 10 50M 200 11900 20000 15 75M 240 11680 10600 1190 1160 14 Developing multi-channel strategy The sales processes above are taken directly from Figure 7 and Figure 8. Lead generation and implementation costs are not affected by the channel chain in this case example so they are excluded from the cost analysis. For purposes of presentation, we assume that the current channel chain generates sales of ? 0M through 100 orders. The new channel chain will allow more inquiries to be processed but there is no difference in the percentage of inquiries that pass through to proposal and are followed up. The closing success rate is slightly higher in the new channel chain because field sales people are focused on critical junctures of the sales process. The big difference is in the costs of qualifying each lead, generating a proposal and following it up. Prioritisation matrix The generation of alternate channel chains is both a rational and creative exercise.In the examples we present, some channel chain innovations are obvious – this is for presentation purposes. Some of the most exciting marketing developments over the past decade have resulted from very radical approaches to channels. The use of a comprehensive set of tools and frameworks should not diminish the creativity of managers in thinking about novel ways to meet customer needs. For example, online betting exchanges, such as Betfair (www. betfair. com), reduce customers’ cost , improve their access to betting occasions and for the first time, allow them to back and lay bets.The incumbent fixed odds, high street betting shops are responding but the online new entrants generated this innovation. Thinking creatively about channel chains for each contiguous block of customer-solutions will create a number of channel chain combinations that customers will value and may be cost effective. Few organisations, if any, can implement many channel chains simultaneously due to the complexity involved: implementation is discussed in the next section of this paper. A simple means of setting priorities amongst channel combinations is suggested – the prioritisation matrix illustrated in Figure 11.This matrix is defined by two axes: attractiveness of the channel chain to the organisation and attractiveness to the customer. It results in four solutions and attendant generic strategies for each. 15 Developing multi-channel strategy Figure 11: Prioritisation Matrix At tractiveness to organisation High Attractive to organisation †¢ †¢ †¢ †¢ †¢ †¢ Revenue potential Increased coverage Margin improvement Reduced complexity Fit to strategy Ease of implementation Selective trials with consumers Priority investments Attractive to customer †¢ †¢ †¢ †¢ †¢ †¢ Convenience Cost Speed of response Availability Product information Ease of useLow priority investments Partner Break into stages Gain experience Watch and prepare Low Low High Attractiveness to customer Much of the analysis required to complete the prioritisation matrix has already been done. Understanding the attractiveness to the customer and key dimensions of attractiveness are generated by the channel curve analysis. The attractiveness to the organisation is largely done; the prioritisation matrix adds some new dimensions, such as ease with which the company can implement the solution, fit to overall strategy and ability to reduce sales complexity in the organisation.The four generic strategies corresponding to the boxes of the matrix are: †¢ Invest: The channel chain is attractive to both customers and the organisation so it is a win:win. †¢ Selective trials: The channel chain is attractive to the organisation but not to the customer. Here judgement is needed. Is the potential gain, for example in cost, worth the loss of customer satisfaction? Will customers learn to accept the new channel chain? Will they defect if unhappy? Will competitors follow our lead so that this channel chain becomes the industry norm? Can some negatives with the new chain be overcome?Find â€Å"clever† solutions: These options are highly valued by customers but not by the organisation. Perhaps they are too costly, too difficult to implement or operate or do not fit with the overall strategy. Can you partner with another firm to reduce the cost and complexity? Can the new chain break the solution into smaller, more managea ble pieces or be implemented in stages? Perhaps you can trial the new chain and learn how to implement it at lower cost. At least, one needs to keep a watching brief on these channel combinations lest competitors implement them first and take valuable customers.Low priorities: These are valued neither by the organisation, nor its customers, so are generally not done. †¢ †¢ 16 Developing multi-channel strategy The organisation must agree a scale on which to grade high-low on the two axes and normally this is done on a scale between one and ten. The matrix itself is populated with channel chain investment options illustrated by circles and the size of each circle can be scaled to reflect the cost or potential revenue benefit. This is illustrated for our IT services company in Figure 12 below.Each channel chain investment is described by its chief characteristic; for example one says â€Å"field sales automation† and that is the channel chain that essentially enhances the productivity of the current field sales chain. The diameter of the circles represents the investment being made by the company in channel innovations. Figure 12: Example of Prioritisation Matrix Attractiveness to organisation †¢ †¢ †¢ †¢ †¢ †¢ Revenue potential Increased coverage Margin improvement Reduced complexity Fit to strategy Ease of implementation High Attractive to organisation Distributor extranet Field sales automation Desk based sales Customer portalAttractive to customer †¢ †¢ †¢ †¢ †¢ †¢ Convenience Cost Speed of response Availability Product information Ease of use Low Field sales Low High Attractiveness to customer In this example, we can see that the largest channel investments are in chains and solutions that are least attractive to customers. The channel investment most valued by customers (more field sales people) is unattractive to the company and not receiving a lot of investment. Perhaps this is t he most attractive to customers because they are not used to team based, multi channel selling from the company.Perhaps they are not convinced that the company can implement it effectively and are worried that service levels will fall. The two projects that are in the top right quadrant receive the smallest investment. The prioritisation matrix suggests that the company should increase investment in the portal and extranet. Field sales automation is not what customers value so that might be implemented selectively. Desk based sales might be critical to making team selling work but it seems to dominate the investment portfolio. Perhaps it could be introduced more slowly to allow funding to be redirected to projects of higher customer priority.Field sales investment is valued by customers but is not attractive to the company; can investment be more selective until other channels demonstrate their value to customers? 17 Developing multi-channel strategy Step 5 Implementation Developing new channel chains is a change programme and most managers have first hand experience of change. This white paper does not wish to summarise the vast literature and experience of change management in its final section. We will highlight some unique aspects of channel chain change programmes that merit attention.This section discusses: †¢ †¢ †¢ Design of metrics Piloting channel chains with customers Rolling out new channel chains and ongoing development thereof Metrics The prime metrics for assessing and managing the development of channel chains are illustrated by Figure 10, the cost and conversion analysis. Ultimately, the organisation wishes to sell more at lower cost per sale. Alternate chains are developed and their efficiency and effectiveness are measured. Achieving the targeted ROI for such investments is usually contingent upon a few key conversion and cost estimates.However the role of channels in marketing strategy goes beyond sales and most companies adop t a balanced scorecard type approach comprising: †¢ Financial measures such as costs per sale, sales costs as a percentage of revenue, number of sales, average order size, conversion from inquiry to sale and repeat purchase rates. Reputation measures the impact of alternate channel strategies on customers’ perception of the organisation – modernity, professionalism, value for money, value for time, knows-mybusiness, easy to do business with and other relevant measures.Relationship measures include the number of senior level contacts with a client per annum, the breadth of those contacts (in the case of the IT company it might measure marketing director contacts), frequency of customer interaction, customer satisfaction, customer willingness to recommend our company. Knowledge tries to measure how much we know about each customer’s behaviour, attitude and purchase process. People looks at the extent to which our own customer facing people are satisfied, enga ged, productive, supportive of the business’ overall goals, feeling confident about their customer management competencies. †¢ †¢ †¢ 18 Developing multi-channel strategy For a comprehensive review of metrics see the Customer Management Forum white paper ‘Measuring multi-channel effectiveness using the balanced scorecard’. Testing new channel chains Channel chain innovation represents two challenges: 1. Channel innovations are complex change programmes that require sales people to embrace new ways of working and are often accompanied by complex new technology. Unlike backoffice automation, channel chain mistakes impact customers and there are few â€Å"second chances† if customer service levels erode as new ways of working bed down in the organisation.The business case is normally â€Å"theoretical† and assumptive. We have described the stages of developing new channel chains and highlighted the need to seek customer research at key in tervals. Where the brief is cost reduction, savings can be forecasted. However, where the brief is to enhance customer experience and extend the offer, it is difficult to be sure to what extent improved customer experience leads to changes in customer behaviour. It is intuitively appealing to assume that a better experience improves customer satisfaction and that higher levels of satisfaction generate more purchases.Intuitive yes, but often wrong. Regrettably, proving empirically the relationship between customer satisfaction and behaviour is fraught and companies must test this in their own specific context. 2. Customer research cannot predict outcomes Whilst the process outlines some of the customer research activities that can be undertaken during the development of new channel chains, research experts have long realised that customers cannot predict how they will react to situations that they have yet to experience.So extensive surveys, observation of customer behaviour in resea rch laboratories and even examples from other industries do not predict behaviour. This is not to say that research is a wasted effort, only to suggest that research does not substitute for testing channel innovation on a small scale before proceeding to reorganise one’s entire channel strategy. Experimental design helps Given the difficulties identified above, companies need to prove channel innovation in the marketplace with real customers. However this process must be managed carefully in order not to damage vital customer relationships.We recommend that companies create an experiment where a small, but sufficient number of customers are exposed to the new channel chain. Key metrics, discussed above, are determined in advance of the experiment and they can be assessed in-market. 19 Developing multi-channel strategy On the basis of observed changes in customer behaviour, Sales ability to work in the new channel chains and the ability of the company’s processes to sup port the channel innovation, a company can invest with much greater confidence. Roll outSome of the case studies produced by the Cranfield Customer Management Forum illustrate how a successful pilot improves the chances for a successful roll out. With hard evidence of the benefit, people are more willing to support the changes required to scale the pilot into a full channel programme. People must support new ways of working The channel innovations we have seen at the Cranfield Customer Management Forum typically involve a company moving from a very dominant single channel (e. g. field sales) to a broad, team-based multichannel strategy.Case histories explored by the Forum illustrate a number of issues: †¢ Field sales forces feel threatened over their ability to control the customer experience (who is saying what to MY customers? ) and a potential reduction in status. There is often the unstated worry that senior management is evaluating critically individuals’ operationa l performance and ready to micro manage customers from head office. Finally, and perhaps most importantly, there are worries over compensation. Introducing team based selling with a view to reducing sales osts is often interpreted as a threat to sales peoples’ current compensation structure. How will sales incentives be shared between the channels? Managers of new channels, such as desk-based sales and the internet, do not know how to integrate with field sales operations. They are not sure how to measure success; what is their contribution to an overall sales target perhaps under the control of a field sales director? Their teams tend to be remote from the customer and field sales so personal relationships and trust are hard to develop.Companies do not know how to compensate each channel. During the introduction phase, management wishes to reassure the field that its compensation will not be reduced so that incentives for new channels represent added cost. This is not sustai nable. Team based selling often requires new technology and that entails risks of the technology not working, or people not operating the new technology properly. Customer facing technology is particularly risky as valuable customers experience your teething problems. †¢ †¢ †¢ 20 Developing multi-channel strategyThe Cranfield Customer Management Forum has documented successful channel innovation in such circumstances. The elements common in such cases are: †¢ The implementation of the channel innovation is not rushed. There is adequate time to consult with sales people, train people in ways of working, build teams between the old and new people and just get used to the idea of change. It is not uncommon for channel change programmes to last for three to four years. Of course, throughout that period, innovations are being introduced but at a pace that the organisation can manage.The customer relationship manager remains in control of the overall engagement with hi s or her customer. The relationship manager is fully aware of the activities of other channels with his or her account and can override the policies and recommendations of the â€Å"system†, retaining full control over the customer experience. Software is tried and tested thoroughly by live sales teams before large scale rollout. Support for changes in working practices are severely undermined when promised technology that makes â€Å"it all work† disappoints its users.People feel let down by the company and distrust the motives behind the changes. There is a frank and open discussion about compensation. Companies cannot be expected to fund double or triple compensation for the sake of harmony. However, the compensation system must encourage team selling. In the BT example of selling leased lines to bank branch offices, desk based sales people receive bonuses for each sale made. At the same time, the national account (field sales) manager for that bank is credited with the sales made by desk based sales against his or her overall target with the bank for the year.The relationship manager is therefore rewarded for the successful desk based sales campaign. In this way, there is alignment between the channels’ compensation plans. †¢ †¢ †¢ Management, not technology, guides channel innovation In all the cases of successful channel innovation reviewed by the Cranfield Customer Management Forum, we found that CRM technology played an essential role in enabling new ways of working to be managed at a large scale consistently. However, successful companies did not begin by picking an application and then building processes that embed the application in their organisation.They started with a clear view of what they were trying to accomplish and used approaches akin to channel mapping and channel chain development to achieve it. 21 Developing multi-channel strategy Once they understood the channel chains that they were trying to implem ent, they built a comprehensive set of business rules around each chain. This allowed the company to have rules for such events as major customers making enquiries online, telephone based sales campaigns to major customers and avoiding conflicts with distributors’ sales campaigns.These rules took time to develop and often were built with the help of outside consultants. The rules are managed by very senior sales managers as they represent the underlying logic of the channel strategy. For successful companies, the allocation of sales complexity scores to products and services is a top management issue as is the process by which various channels will work together. In order for the rules to be dynamically updated, there are important governance structures established for team based selling.Each company finds its own way to integrate the policies, investment, people development and compensation of its channels. However these policies are not developed in isolation of the overall customer relationship strategies. Resource owners are not free to do as they please; senior managers must live the team-based values that they espouse. 22 Developing multi-channel strategy Summary comments Traditionally, â€Å"channel† was a poor relation to other elements of the marketing mix.New technology and business models have changed this 180 degrees: scholarship and managerial practice are catching up to this new reality. We develop a systematic five step plan for companies to develop their channel strategy. Step 1: Identify the nature of the problem or opportunity Is the motivation for channel innovation cost, improving customer experience, increasing customer access or a mix of the above? Step 2: Conduct a current state analysis First look at the market context: define the market, determine and establish priorities between customer segments and inally determine and set priorities between product-service offers. Then determine the complexity of each priority product service offer and rank the offers in order of complexity. Using the Product Coverage Map, identify the lead channel for each priority customer segment along that ranked order of complexity. Identify anomalies. Step 3: Create a future state Product Coverage Map To address these anomalies, identify major groupings of offer-customer with lead channels. Draw channel chains for each grouping.Enter into a creative exercise to develop better channel chains for each grouping. Step 4: Evaluate potential new channel chains Evaluate in consideration of customer preference (Channel Curve analysis) and cost. Set priorities between alternatives. Step 5: Pilot priority new channel chains and roll out successful pilots. Consider that channel innovation is a major change process. Research and adoption of â€Å"best practice† alone will not provide the leadership necessary for successful channel innovation. Customers cannot evaluate that which they have not experienced.Best practice fails to account for the context-specific nature of each company’s customers, ways of working, established Sales practices and information technology expertise. In implementation it is important to ensure that customer-facing people support new ways of working, implementation is not rushed to meet artificial schedules, customer managers retain control of the process and act as guardians of the customer experience and there is effective feedback between those leading the change and those affected by it.Despite the difficulties in channel innovation, for many companies it is a must-do activity. Since best practice is very emergent, there are opportunities for companies to generate real competitive advantage through channel strategies. 23 Developing multi-channel strategy Appendix 1 Directional policy matrix The Directional Policy Matrix (DPM) is a strategic marketing planning tool that allows managers to make investment decisions across a portfolio of opportunities. Figure 13: Direction al Policy Matrix MARKET SEGMENT