Статті в журналах: "Sales Distribution"

1

Popova, Olga. "GREENMARKETING: DISTRIBUTION, SALES, SERVICE." Economical 1, no. 1(22) (2020): 90–96. http://dx.doi.org/10.31474/1680-0044-2020-1(22)-90-96.

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Goal. Substantiation of the theoretical basis for the use of green marketing technologies in the processes of distribution, sales and service in accordance with the evolution of models of sustainable development of economic relations at micro and macro levels in terms of manifestations and consequences of globalization, pandemics, economic crises and political instability. Method. Analysis of the impact of the main trends in the development of green marketing technologies on business processes at the micro and macro levels is based on methods of analysis and synthesis, a systematic approach, grouping and comparison. The study of the evolution of green marketing technologies in the processes of promotion, sales and service is based on methods of generalization, comparisons, dialectical approach. Results. Emphasis is placed on strengthening the role of the concept of sustainable development of economic relations at the micro and macro levels of management in terms of manifestations and consequences of globalization, pandemics, economic crises and political instability of the world economy. It is noted that the world economic space is characterized by increased competition for production and consumption. It is shown that decisions on the introduction of green marketing technologies in the processes of production, sales and service should be made on the basis of analysis of motivation of producers and consumers, assessment of environmental and economic efficiency of stimulating the transition to sustainable development at all levels of production and consumption. environmental friendliness of goods and services with technological production capabilities, projected production costs and expected results from the use of green marketing technologies on the market. It is substantiated that the logic of the dominant transformations of the world socio-economic space to the conditions of sustainable development is the spread of green marketing technologies. According to the concept of green marketing, these technologies should be planned and implemented taking into account environmental needs and market requirements and based on the principles of restoration, preservation and improvement of the environment, natural resources and optimal generation and use of waste. Emphasis is placed on the fact that the effectiveness of green marketing technologies is largely due to the state of its four interconnected complexes: production, sales, service and consumption, which form a single ecosystem. Thus change of parameters of functioning of any of the specified complexes in the course of realization of a green marketing policy, certainly, will affect both a condition of private consumption (microlevel), and on the general result of national well-being (macrolevel). It is proved that there is mutualism - a situation in which the effectiveness of interaction is important for both private (personal) and joint (at the level of society) result. It is shown that green marketing technologies provide additional economic benefits to producers and help to interact with consumers based on their assessment of not their own but public benefit. Scientific novelty. The expediency of introduction and dissemination to all levels of management at the micro and macro levels of management in terms of coevolutionary development of its four interconnected complexes: scientific and educational, socio-cultural, industrial, economic and public policy.

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2

Saxena, DR RP. "Sales and Distribution Management." Paradigm 4, no. 1 (January 2000): 171–82. http://dx.doi.org/10.1177/0971890720000118.

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Mahajan, Madhav, Vinayak Sharma, Mankit Arya, Harsh Choudhary, and Kevin Umaria. "HUL-sales and distribution channel." TRANS Asian Journal of Marketing & Management Research (TAJMMR) 8, no. 1 (2019): 4. http://dx.doi.org/10.5958/2279-0667.2019.00001.4.

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4

Hisano, Ryohei, and Takayuki Mizuno. "Sales distribution of consumer electronics." Physica A: Statistical Mechanics and its Applications 390, no. 2 (January 2011): 309–18. http://dx.doi.org/10.1016/j.physa.2010.09.033.

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5

Lee, Ming-Long, and R. Kelley Pace. "Spatial Distribution of Retail Sales." Journal of Real Estate Finance and Economics 31, no. 1 (August 2005): 53–69. http://dx.doi.org/10.1007/s11146-005-0993-5.

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6

Magrath, Allan J., and Kenneth G. Hardy. "Selecting sales and distribution channels." Industrial Marketing Management 16, no. 4 (November 1987): 273–78. http://dx.doi.org/10.1016/0019-8501(87)90036-8.

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Krishnamurthy, Rajeshwari. "Naturo products – sales and distribution management." Emerald Emerging Markets Case Studies 8, no. 4 (October 29, 2018): 1–15. http://dx.doi.org/10.1108/eemcs-06-2017-0111.

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Learning outcomes The learning outcomes are as follows: understand the factors that go into the assessment of a distributor performance; understand the criteria that may be useful to distributors while choosing distributorship of a fast-moving consumer goods (FMCG) company; understand the various parameters that define a distributor performance; and understand the critical aspects that sales force consider while staying with an organization on the long term. Case overview/synopsis This case is about how a FMCG Company in India – Patanjali Products is handling its sales and distribution management strategies. The FMCG segment in India is very competitive and is dominated by big multi- national players such as Unilever and Procter & Gamble as well as other Indian players such as Marico, Dabur, Cavinkare and Himalaya herbal. This industry is characterized by frequent product launches and the trade/ distributors play a key role in providing reach and visibility to the end users. Patanjali Products is a relative new entrant but has rapidly found success in this category. Through a product range that is positioned on “naturalness”, the company has achieved a turnover of US$735m in a span of six years. The case is written from the perspective of Anil Gupta, one of the distributors of the company. He is currently faced with the challenge of evaluating whether he should continue with the distributorship or go back to his old company Himalaya herbal. With this background, the case intends to elaborate on the specific aspects of distributor management and sales management. Some key questions discussed in the case are as follows: What are the aspects that determine the performance of a distributor? What are the parameters that a distributor needs to take into account while selecting a company? How does one calculate the financial return on investment for a FMCG distributor business? What are the elements that contribute to sales force loyalty? Complexity academic level Undergraduate and Post Graduate students of management Sales workshops Corporate training on sales management Particularly it can be taught under the course “Sales and Distribution Management”. The other courses where it can be a part of are: Retail Management, FMCG Sales and Marketing, Channel Management Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code Marketing

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8

Mukherjee, Jaydeep. "Durapro: Driving Sales through Distribution Channel." Vision: The Journal of Business Perspective 18, no. 1 (March 2014): 55–60. http://dx.doi.org/10.1177/0972262913517333.

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9

Prahada, Muhammad Hafiandi, Muhammad Yamin Siregar, and Sugito Sugito. "The Effect of Distribution Costs and Distribution Channels on the Sales of PT. Pasha Jaya Medan." Jurnal Ilmiah Manajemen dan Bisnis (JIMBI) 3, no. 1 (May 23, 2022): 42–50. http://dx.doi.org/10.31289/jimbi.v3i1.992.

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Distribution basically is the activity of delivering products from the hands of producers to the hands of consumers or customers in good condition, on time and in accordance with the wishes of the buyer. The distribution process can be done either directly or through a chain of distributors or intermediaries. In distribution activities, there must be distribution costs and distribution channels. Distribution costs and distribution channels must be managed properly in order to have a positive impact on sales. The purpose of this study was to determine the effect of distribution costs and distribution channels on sales of PT. Pasha Jaya Medan. The population in this study amounted to 9 companies that bought PT. Pasha Jaya Medan. Each of these companies, taken 5 respondents so that the total sample amounted to 45 respondents. Samples were taken using a saturated sampling technique. (significant effect on the sales of PT. Pasha Jaya Medan, Distribution Channel ( no significant effect on the sales of PT. Pasha Jaya Medan, and Distribution Costs and Distribution Fees simultaneously affect the sales of PT. Pasha Jaya Medan.

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10

Liu, Chengli, C. K. M. Lee, and K. L. Choy. "Sales effort deployment in decentralized dual-channel distribution." Industrial Management & Data Systems 116, no. 4 (May 9, 2016): 821–37. http://dx.doi.org/10.1108/imds-09-2015-0404.

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Purpose – The purpose of this paper is to determine the optimal sale effort deployment under dual-channel distribution which combines a traditional brick and mortar retail channel from the partner retailer and an online direct channel from the manufacturer. Design/methodology/approach – A sales effort competition game is set up in the dual-channel distribution between the manufacturer and the retailer. Demand under sales efforts is determined based on the consumer valuation, consumer’s channel preference and sales efforts. Then, the optimal sales effort deployment is studied with a game theory approach which allow the retailer and the manufacturer to maximize their own profit. Findings – Consumer’s channel preference is a key parameter of the demand assignment in the dual-channel distribution. Interestingly, the optimal sales effort and the profit of the manufacturer and the retailer can be limited by the other’s efficiency of sales effort. The finding suggests that the manufacturer and the retailer should collaborate to enhance the efficiency of the sales effort. It also shows that the manufacturer can utilize the direct channel as an important marketing channel even though no profit is obtained through the direct channel. Research limitations/implications – This research provides a new method to model the sales effort in the dual-channel distribution. The optimal sales efforts based on the consumer behavior are determined. However, since this study assumes a consistent product price across channels, the results is not applicable for a retailer who can set their own price. Practical implications – It is a win-win situation for adoption of the dual-channel distribution although the manufacturer can benefit more. Additionally, direct channel can be used as an effective marketing channel. Originality/value – This research contributes to a better understanding of demands in dual-channel distribution under sales efforts. Additionally, the research results provide a useful framework of sales effort deployment under different consumers’ channel preferences in the dual-channel distribution.

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11

Salim, Edy. "PERANAN BIAYA DISTRIBUSI DAN BIAYA PERSONAL SELLING TERHADAP PENJUALAN PADA TOKO ERA KERAMIKA PEMATANGSIANTAR." SULTANIST: Jurnal Manajemen dan Keuangan 7, no. 1 (June 28, 2019): 1–14. http://dx.doi.org/10.37403/sultanist.v7i1.131.

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The purpose of this study is to examine and analyze 1. The Description of distribution costs, personal selling costs, and sales at Keramika Pematangsiantar Era Store. 2. The role of distribution cost and personal selling costs on sales the Pematangsiantar Era Keramika Store both simultaneously and partially.Based on the results of the analysis through the trend formlula for 1. Distribution cost, it can be interpreted that the distribution cost are interpreted that the distribution costs are positively proportional to sales, where when X is raised one unit is predicted to increase sales. The trend for 2. Personal selling costs, it means that the costs of personal selling is positively proportional to sales, where when X is raised one unit is predicted to increase sales. 3. Sales trend, it means that sales experience a monthly increase of 197.368,42. Based on the results of the analysis and evaluation of distribution cost and personal selling cost, it has a role in increasing sales at Keramika Pematangsiantar Era Store. Keyword: Distribution Cost, Personal Selling Cost, and Sales

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12

Salim, Edy, Darwin Lie, Marisi Butarbutar, and Julyanthry Julyanthry. "PERANAN BIAYA DISTRIBUSI DAN BIAYA PERSONAL SELLING TERHADAP PENJUALAN PADA TOKO ERA KERAMIKA PEMATANGSIANTAR." SULTANIST: Jurnal Manajemen dan Keuangan 7, no. 1 (September 22, 2019): 1–14. http://dx.doi.org/10.37403/sultanist.v7i1.132.

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ABSTRACTThe purpose of this study is to examine and analyze 1. The Description of distribution costs, personal selling costs, and sales at Keramika Pematangsiantar Era Store. 2. The role of distribution cost and personal selling costs on sales the Pematangsiantar Era Keramika Store both simultaneously and partially.Based on the results of the analysis through the trend formlula for 1. Distribution cost, it can be interpreted that the distribution cost are interpreted that the distribution costs are positively proportional to sales, where when X is raised one unit is predicted to increase sales. The trend for 2. Personal selling costs, it means that the costs of personal selling is positively proportional to sales, where when X is raised one unit is predicted to increase sales. 3. Sales trend, it means that sales experience a monthly increase of 197.368,42. Based on the results of the analysis and evaluation of distribution cost and personal selling cost, it has a role in increasing sales at Keramika Pematangsiantar Era Store. Keyword: Distribution Cost, Personal Selling Cost, and Sales

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13

Kozlyaeva, E. V., and I. Y. Krylova. "ONLINE SALES: CHOOSING A SALES CHANNEL IN MODERN CONDITIONS." ECONOMIC VECTOR 1, no. 28 (March 2022): 143–47. http://dx.doi.org/10.36807/2411-7269-2022-1-28-143-147.

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The article shows the role of the Internet as a distribution channel for manufactured products. The analysis of such sales chan-nels as an online store, sales through social networks and marketplace is carried out, their main advantages and disadvantages are identified.

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14

Boudlaie, Hasan, Behrouz Keshavarz Nik, and Mohammadhosein Kenarroodi. "Identification and ranking of compensation strategies for oil distribution companies." Technium Social Sciences Journal 3, no. 1 (January 22, 2020): 112–40. http://dx.doi.org/10.47577/tssj.v3i1.78.

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The purpose of the current study was to identify the strategic dimensions of sales force compensation in distribution companies. In this regard, three research questions have been answered: What are the appropriate strategies for employee compensation? What are the strategic dimensions of sales force compensation? What is the status of the study population regarding compensation? The study population consisted of sales managers in oil products distribution companies, academic professors in the field of marketing and sales at expert judgment department, 120 sales force and managers working in 20 oil products distribution companies. For statistical analysis, the Delphi method, analysis of means, binomial test and Friedman test were used. The results have shown that initially 16 strategies out of 40 proposed strategic reference points and then 17 approved strategic reference points in the sales force compensation section can be derived among which the following strategy held the top rating, “sales force compensation for services should be based on motivating factors in order to improve the competitive environment among employees and improve their sales performance”. Moreover, in terms of compensation strategy, the appropriateness of compensation for incentive service of sales force in the studied companies was at a favorite level.

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15

Chang Boeun. "Restrictions on Online Sales in Distribution Agreements." HUFS Law Review 42, no. 4 (November 2018): 23–51. http://dx.doi.org/10.17257/hufslr.2018.42.4.23.

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16

Kumar Goud, Moula Sravan, Mr Venkat Reddy, and Mr Subbareddy. "Sales And Distribution At Kesoram Industries Ltd." Think India 22, no. 2 (May 19, 2019): 90–95. http://dx.doi.org/10.26643/think-india.v22i2.7979.

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17

Little, John D. C. "Integrated measures of sales, merchandising, and distribution." International Journal of Research in Marketing 15, no. 5 (December 1998): 473–85. http://dx.doi.org/10.1016/s0167-8116(98)00015-9.

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18

Bordley, Robert, Mark Beltramo, and Dennis Blumenfeld. "Consolidating distribution centers can reduce lost sales." International Journal of Production Economics 58, no. 1 (January 1999): 57–61. http://dx.doi.org/10.1016/s0925-5273(98)00117-0.

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19

Kahn, Kenneth B., Richard C. Reizenstein, and Joseph O. Rentz. "Sales–distribution interfunctional climate and relationship effectiveness." Journal of Business Research 57, no. 10 (October 2004): 1085–91. http://dx.doi.org/10.1016/s0148-2963(03)00015-8.

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20

Worster, Art, Thomas R. Weirich, and Frank Andera. "Managing IT Change-Sales, Marketing, and Distribution." Journal of Corporate Accounting & Finance 27, no. 4 (April 15, 2016): 37–43. http://dx.doi.org/10.1002/jcaf.22159.

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21

Park, Sung-Mo, Yong-Joo Choi, and Jae-Gun Eom. "The Study on Sales Competencies of Salespersons for Distribution Channels: Focusing on Sales for Distribution Channels of Cosmetics." Korea Association of Business Education 33, no. 1 (February 26, 2018): 161–81. http://dx.doi.org/10.23839/kabe.2018.33.1.161.

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22

Dedeh, Dedeh, and Rita Meila Lestari. "Pengaruh Biaya Saluran Distribusi Terhadap Volume Penjualan." Akuisisi: Jurnal Akuntansi 14, no. 1 (August 26, 2018): 34–43. http://dx.doi.org/10.24127/akuisisi.v14i1.239.

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The free trade era now requires every company to work more effectively, efficiently and competitively. The strategies used by companies such as by improving the quality of product distribution channels, because the distribution channels of quality products can increase customer satisfaction so that sales volume can also increase. That way the company can grow more rapidly and the company's continuity can be maintained.The problem formulation of this research are: 1) How distribution channel cost in PD. Azkia Snack Ciamis? 2) What is the sales volume in PD. Azkia Snack Ciamis? 3) How much influence the distribution channel cost to sales volume in PD. Azkia Snack Ciamis?The purpose of this study to determine: 1) The cost of distribution channels in PD. Azkia Snack Ciamis. 2) Sales volume in PD. Azkia Snack Ciamis. 3) Influence of distribution channel cost to sales volume in PD. Azkia Snack Ciamis.The research method used is descriptive method, the writer will analyze descriptively about the influence of distribution channel cost to sales volume at PD Azkia Snack Ciamis. Data collection techniques in this study through observation, interviews and documentation.Based on the results of the research are known: 1) The cost of distribution channel in PD Azkia Snack Ciamis from 2012 - 2016 has increased, 2) Sales volume in PD Azkia Snack Ciamis from 2012 - 2016 has increased, but the percentage of change fluctuate, 3) which is positive with a very strong relationship between distribution channel cost to sales volume on PD Azkia Snack Ciamis, with coefficient value of corelai (rx1y) equal to 0,99, coefficient of determination value (KD) equal to 98,80%, and simple linear regression equation is Y = 112.83 + 7.03X with the number of tcount 15.74 and ttable 3.18. This shows that there is a positive relationship between distribution channel cost to sales volume so that Ha accepted and HO rejected. Keywords: Channel Cost Distribution, Sales Volume.

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23

Li, Junxuan, Alejandro Toriello, He Wang, Seth Borin, and Christina Gallarno. "Dynamic Inventory Allocation for Seasonal Merchandise at Dillard’s." INFORMS Journal on Applied Analytics 51, no. 4 (July 2021): 297–311. http://dx.doi.org/10.1287/inte.2020.1068.

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We consider how to allocate inventory of seasonal goods in a two-echelon distribution network for Dillard’s Inc., a large department store chain in the United States. Our objective is to allocate products with limited inventory from a distribution center to multiple retail stores over the selling season to maximize total sales revenue. Under the assumption that the true demand distributions are available to the retailer, we develop an effective dynamic inventory allocation heuristic. We further consider a more realistic and challenging setting for seasonal goods, where demand distributions are unknown to the retailer, and propose two “learning-while-doing” extensions of our inventory allocation heuristic; these policies update demand distribution estimates in a rolling horizon using censored point-of-sales data. We evaluate the performance of the policies using simulation on Dillard’s historical sales data. Dillard’s Inc. has incorporated the proposed policy into their current replenishment methodology and has been using the policy to set order levels for its seasonal merchandise.

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24

Mostova, Anastasiia D., and Tetiana A. Pozniakova. "EFFICIENCY OF THE SYSTEM OF MANAGEMENT OF DISTRIBUTION AND SALE OF PRODUCTS OF A TRADE ENTERPRISE." Європейський вектор економічного розвитку 2, no. 31 (2021): 49–61. http://dx.doi.org/10.32342/2074-5362-2021-2-31-4.

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The theoretical substantiation of the distribution and sales management system of a trade enterprise is carried out in the article. The role of distribution and sales policy of the enterprise in realization of the purposes and tasks of business activity is shown. Sales activities of enterprises occupy a leading place in the management system. It has a goal subordinated to the management of strategic development of the enterprise, aimed at forming a system of support, taking into account industry characteristics, internal and external problems. The use of scientifically approaches to the management of sales activities of industrial enterprises will allow managers to make effective decisions. Sales is an integral part of marketing activities of the enterprise, which consists of a holistic process of bringing products to the final consumer through the use of marketing measures to study the needs, formation and stimulation of demand for products to meet consumer needs and make a profit. The organization of sales management system of a trade enterprise, which provides for the development, planning, coordination, organization and control of relevant measures and key indicators of efficiency and scale of product promotion in order to establish long-term relationships with business partners in a strategic partnership. The problems of sales management and distribution of a commercial enterprise are studied. The efficiency of the distribution and sales system is analyzed and practical ways to solve the research and production problem, which is to develop recommendations for the management of the distribution system and sales policy of the organization, the development of practical recommendations for its improvement. The directions of improvement of the system of distribution and sale of products are substantiated. In order to increase payment discipline in settlements with counterparties to improve sales activities in the direction of sales through a single-level (and multilevel) distribution channel, it is recommended to identify key aspects to be specified in supply and sale agreements. To improve the implementation of the strategy of management of distribution and sales of products, it is proposed to reorganize the scheme of implementation of logistics processes in the enterprise. To increase the financial efficiency of sales activities, it is proposed to introduce an optimal CRM-system for automation of business processes and interaction with customers in the direction of sales through the zero distribution channel.

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25

Kostecka-Jurczyk, Daria. "Selective Distribution Restrictions in the EU Competition Law." Lexonomica 12, no. 2 (2020): 261–80. http://dx.doi.org/10.18690/lexonomica.12.2.261-280.2020.

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The dynamic development of digital technologies favours the rapid increase the popularity of electronic commerce, but at the same time causes an ever-stronger competitive pressure, prompting manufacturers and wholesalers to use various tools for controlling the sales system, especially prices. They often impose various restrictions on commercial partners (e.g. distributors) by preventing them from using certain sales channels. However, it is difficult to delimit the legality of such sales restrictions. It is very difficult to find an answer to the question of where the appropriate demarcation line should be drawn that determines the violation of competition rules, especially in online sales. Regulation 330/2010 seems not to be tailored to the assessment of restrictions in online distribution channels. The aim of the article is to point out the lack of appropriate tools to assess the restrictions of internet sales. The article shows that there is currently no uniform approach by antitrust authorities, which in turn results in legal uncertainty. It seems that the amendment of Regulation 330/2010 should be considered and the market share threshold set out in it should be lowered, while at the same time ensuring that it will be an actual safe harbour for companies, including online distributors.

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Khalil Zadeh, Neda, Mohammad Mehdi Sepehri, and Hamid Farvaresh. "Intelligent Sales Prediction for Pharmaceutical Distribution Companies: A Data Mining Based Approach." Mathematical Problems in Engineering 2014 (2014): 1–15. http://dx.doi.org/10.1155/2014/420310.

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One of the problems of pharmaceutical distribution companies (PDCs) is how to control inventory levels in order to prevent costs of excessive inventory and to prevent losing customers due to drug shortage. Consequently, the purpose of this study is to propose a novel method to forecast sales of PDCs. The presented method is a combination of network analysis tools and time series forecasting methods. Due to lack of enough past sales records of each drug, an explorative network based analysis is conducted to find clique sets and group members and to use comembers’ sales data in their sales prediction. Afterwards, time series sales forecasting models were built with three different approaches including ARIMA methodology, neural network, and an advanced hybrid neural network approach. The offered hybrid method by applying each drug and its comembers past records facilitates capturing both linear and nonlinear patterns of sales accurately. The performance of the proposed method was evaluated by a real dataset provided by one of the leading PDCs in Iran. The results indicated that the proposed method is able to cope with low number of past records while it forecasts medicines sales accurately.

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He, Fu Bao, Yi Lai Zhang, and Yi Huang. "Research and Design of Ceramic E-Commerce Dual-Channel Collaborative Distribution System." Applied Mechanics and Materials 220-223 (November 2012): 2375–78. http://dx.doi.org/10.4028/www.scientific.net/amm.220-223.2375.

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With the rapid development of the network information technology and logistics processing technology, the information and services are changing the people’s lifestyle, and meanwhile, exerting an influence on the sales channel. Many manufacturers are developing the network sales channel actively and selling products through the traditional channel at the same time. If manufacturers set the network sales channels incorrectly, or implement the network direct distribution thoughtlessly, it will cause the distributors’ boycott in the traditional distribution channel. Based on the existing ceramic e-commerce platform, this paper tries to develop the real dual-channel collaborative distribution system for the ceramic manufacturers. Through the system, the traditional distributors can join the network distribution channel, and sell products with dual-channel: one is the physical store sales channel after the products are delivered from the manufacturer using online procurement and payment; the other is the non-inventory network sales channel after the customers order and pay, then the manufacturer delivers to the customer directly according to the distributor’s virtual online procurement. Through the system, the ceramic manufacturer can maintain the traditional distribution channel, broaden the network distribution channel and develop the network distributors only using the non-inventory network sales model, and realize the collaborative distribution management in the traditional and the network distribution channel.

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Purohit, Devavrat, and Richard Staelin. "Rentals, Sales, and Buybacks: Managing Secondary Distribution Channels." Journal of Marketing Research 31, no. 3 (August 1994): 325. http://dx.doi.org/10.2307/3152220.

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29

Skurpel, Dagmara. "Digital Distribution as an E‑commerce Sales Channel." Comparative Economic Research. Central and Eastern Europe 25, no. 1 (March 22, 2022): 95–107. http://dx.doi.org/10.18778/1508-2008.25.06.

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In a matter of decades, digital technologies have transformed the way we communicate with others, conduct business, produce goods and services, as well as the way we live, work, and spend our spare time. These, often rapid, developments hold a lot of promise for the future, in terms of wealth generation, technological advances, and improving the quality of life. At the same time, they also bring challenges associated with a lack of skills, new and fast‑emerging markets, consumer protection, industrial re‑organization, trust, security, and privacy.The private life of society, as well as the world of business, have moved to the virtual world. The transformation to e‑business is complex, and to be successful, a balance needs to be struck between strategy, a customized business model, the relevant processes, and the technology used.The aim of the article is to present the essence of digital distribution and the key factors in the dynamics of its development. Secondary data on the development of digital distribution in the world and in Europe over the past 20 years are presented, and the forecasts for the coming years are calculated.

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30

Grabowski, Henry G., and John Vernon. "The Distribution of Sales Revenues from Pharmaceutical Innovation." PharmacoEconomics 18, Supplement 1 (2000): 21–32. http://dx.doi.org/10.2165/00019053-200018001-00005.

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31

Purohit, Devavrat, and Richard Staelin. "Rentals, Sales, and Buybacks: Managing Secondary Distribution Channels." Journal of Marketing Research 31, no. 3 (August 1994): 325–38. http://dx.doi.org/10.1177/002224379403100301.

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The authors analyze a problem facing a durable product manufacturer who has to manage two “noncompeting” channel systems.ln particular, they focus on the practices of U.S. automakers who distribute new cars through both dealers and rental agencies. In their stylized model, the dealer sells cars to customers and the renter satisfies customers’ short-term needs by renting cars. As a result, in the short run, the rental market does not compete with the dealer's market. However, if the renter eventually sells some of its used cars into the consumer market, then these sales can compete with the dealer's sales of new cars. Using a two-period model, the authors analyze three channel structures that exist in today's auto market. They discuss the implications of their work on the structure of distribution channels in the automobile industry and show how dealer profits and total manufacturer sales depend on the type of channel structure used.

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Betancourt, Roger R., Raquel Chocarro, Monica Cortiñas, Margarita Elorz, and Jose Miguel Mugica. "Private Sales Clubs: A 21st Century Distribution Channel." Journal of Interactive Marketing 37 (February 2017): 44–56. http://dx.doi.org/10.1016/j.intmar.2016.09.001.

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Johan, Johan, Yokie Susanto, Yusmin Joe, and Robby Robby. "Analisis dan Perancangan Aplikasi Pendukung Erp Sap R/3 Modul Sales and Distribution PT. United Tractors, Tbk." ComTech: Computer, Mathematics and Engineering Applications 1, no. 2 (December 1, 2010): 645. http://dx.doi.org/10.21512/comtech.v1i2.2564.

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The purpose of this research is to analyse sales process having been implementing Sales and Distribution module of ERP SAP R/3 and also to design a supporting application for sales process at PT United Tractor, Tbk. The benefit of this application is to help sales person and customer in doing inquiries, quotation and sales order also material information through short message. The method of this research is data capturing, literature review, object oriented analysis and design and Rational Unified process including UML ( Unified Modeling Language) for application design. Based on the problem, we designed a web based and sms gateway application to support Sales and Distribution module ERP SAP R/3 to help customer and sales person in doing sales transaction and information inquiry.

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Park, Yongjin, Youngsok Bang, and Jae-Hyeon Ahn. "How Does the Mobile Channel Reshape the Sales Distribution in E-Commerce?" Information Systems Research 31, no. 4 (December 2020): 1164–82. http://dx.doi.org/10.1287/isre.2020.0937.

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This study empirically investigates (1) how the sales distribution in the mobile commerce channel is different from the sales distribution in the traditional PC channel and (2) how mobile commerce channel adoption affects e-market users’ search intensity and their aggregate sales distribution. Our analysis shows that transactions in the mobile channel are more concentrated on “head” products compared with PC channel sales. However, it does not imply that the presence of the mobile channel concentrates the demand on head products in online markets, given that mobile channel users can purchase products in the PC channel as well. On the basis of the subsequent user-level analysis, we reveal that in the case of preference goods such as books, CDs, toys, and fashion items, mobile commerce channel adoption increased e-market users’ search activities and resulted in more “tail” product sales. For quality goods such as PCs, phones, cameras, and digital appliances, however, adoption intensified the search activities but resulted in more head product sales. Finally, for convenience goods such as home supplies and processed foods, adoption discouraged search activities and decreased the choice of tail products.

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Monti, Giorgio. "Restraints on Selective Distribution Agreements." World Competition 36, Issue 4 (December 1, 2013): 489–511. http://dx.doi.org/10.54648/woco2013039.

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The application of competition law to selective distribution agreements has softened somewhat as a result of the new Block Exemption for Vertical Restraints; however the recent approach by the French Competition Authority to online sales, supported by the Court of Justice of the European Union (ECJ), reveals that there remain traces of the old regulatory approach, which rests on poorly worked out theories of harm that afford competition authorities the power to monitor closely the details of selective distribution contracts. While the episode discussed here may be driven by a policy of facilitating online sales, there is a risk that given the broad sweep of the ECJ's judgment, it risks widening the scope of application of Article 101, and the remedies available thereunder, to breaking point.

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Unland, Holly D. "Message from the Vice President, Solutions & Global Technical Sales, IBM Global Sales & Distribution." IBM Systems Journal 47, no. 4 (2008): 1. http://dx.doi.org/10.1147/sj.2008.5386518.

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37

Lehmann, Donald R., and Charles B. Weinberg. "Sales through Sequential Distribution Channels: An Application to Movies and Videos." Journal of Marketing 64, no. 3 (July 2000): 18–33. http://dx.doi.org/10.1509/jmkg.64.3.18.18026.

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This article focuses on the sale of a product across channels that are entered sequentially. Using a two-channel model, the authors derive the optimal time to enter the second channel and then obtain a specific parametric solution for movie distributors regarding theater attendance and subsequent sales to video stores. Using data from 35 movies, the authors estimate exponential sales curves for both theater attendance and video rentals and demonstrate how knowledge of the sales parameters in the first channel (theaters) helps predict sales in the second channel (video rentals). Finally, from the movie distributor's perspective, the authors calculate optimal release times based on the model and its estimated parameters. The results suggest that profits would increase if movies were released to video sooner than is the current practice.

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Dede Serlina, Anggun Fergina, and Ivana Lucia Kharisma. "Cement Distribution System in CV. Indosatu With a Supply Chain Management Approach." Applied Technology and Computing Science Journal 5, no. 1 (December 29, 2022): 11–20. http://dx.doi.org/10.33086/atcsj.v5i1.3275.

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CV. Indosatu, which is engaged in building material, a three-wheel cement distributor, has more than 80 customers for building shops and projects located in the Sukabumi city and district areas, so a sales and delivery information system is needed that helps customers and receives fast information, as well as for sales. and the admin will make it easier for orders received from the store and forwarded to the admin section to be verified for further delivery by the logistics section, for sales and stock data information it will be easier to get too.This system will be built using PHP Nativ framework, JavaScript, CSS and MySQL databaseThe final result obtained is a system with (SCM) Supply Chain Management used by CV. Indosatu. This system is able to provide information about orders from sales, store information, shipping information and stock information. From the test results on users, it shows that this marketing and logistics management system helps in processing sales data and processing stock shipping data.

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Mrázová, Monika, J. Peter Neary, and Mathieu Parenti. "Sales and Markup Dispersion: Theory and Empirics." Econometrica 89, no. 4 (2021): 1753–88. http://dx.doi.org/10.3982/ecta17416.

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We characterize the relationship between the distributions of two variables linked by a structural model. We then show that, in models of heterogeneous firms in monopolistic competition, this relationship implies a new demand function that we call “CREMR” (Constant Revenue Elasticity of Marginal Revenue). This demand function is the only one that is consistent with productivity and sales distributions having the same form (whether Pareto, lognormal, or Fréchet) in the cross section, and it is necessary and sufficient for Gibrat's Law to hold over time. Among the applications we consider, we use our methodology to characterize misallocation across firms; we derive the distribution of markups implied by any assumptions on demand and productivity; and we show empirically that CREMR‐based markup distributions provide an excellent parsimonious fit to Indian firm‐level data, which in turn allows us to calculate the proportion of firms that are of suboptimal size in the market equilibrium.

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Imron Mashadi, Ali. "Pengaruh Diferensiasi Produk dan Saluran Distribusi terhadap Volume Penjualan di M2M Indonesian Fast Food." JEBDEER: Journal of Entrepreneurship, Business Development and Economic Educations Research 2, no. 1 (December 7, 2020): 51–64. http://dx.doi.org/10.32616/jbr.v2i1.235.

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The marketing paradigm shifts from selling to customer creation. The marketing strategy is one of the starters in order to introduce products to consumers and in this case it becomes very important because it will relate to the benefits that the company will get. It is certain that a company wants to always increase the number of its sales to get a greater profit, and we see how important product differentiation plays in an effort to achieve the company's goal of increasing sales volume. The objectives of this study are: 1) To determine whether Product Differentiation and Distribution Channels simultaneously influence Sales Volume 2) To find out whether Product Differentiation and Distribution Channels partially affect Sales Volume 3) To find out which of the two has a dominant effect among Differentiation Products and Distribution Channels to Sales Volume. This research is included in quantitative correlational research by following the exploratory, descriptive and explanatory research design. The primary data in this study were collected by the author through the distribution of research questionnaires. Collecting data using questionnaires, observation and documentation. The population of this study were employees of the M2M Indonesian Fast Food outlet. sampling using the Slovin formula with a significance level of 0.01 so that the sample was determined to be 98. The data analysis technique used multiple linear regression with the SPSS program. V. 24.0. From the research results it can be concluded as follows: 1) Product Differentiation and Distribution Channels simultaneously have a significant effect on Sales Volume at M2M Indonesian Fast Food. 2) Product Differentiation and Distribution Channels partially affect the Sales Volume in M2M Indonesian Fast Food. 3) Distribution Channels have the most dominant (tight) effect of Product Differentiation on Sales Volume at M2M Indonesian Fast Food.

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Dayu, Scarleta, Suryadi Poerbo, and Erika Devie. "The influence of Premium Insurance and Sales Distribution Method on Customer Buying Decision (A case study at PT Asuransi Allianz Utama Indonesia Semarang Branch)." JOBS (Jurnal Of Business Studies) 6, no. 1 (October 20, 2020): 33. http://dx.doi.org/10.32497/jobs.v6i1.2531.

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This research aims to explain the influence of premium insurance and sales distribution method on customer buying decision of marine insurance in PT Asuransi Allianz Utama Indonesia Semarang Branch. The independent variables used in this study were premium insurance and sales distribution method, while the dependent variable was customer buying decision. The methods of data collection used in this study were literature studies and questionnaires with 38 samples. The analysis results from this research showed that both premium insurance and sales distribution method had significant and positive effect on customer buying decision partially and stimulously. The value of t count in premium insurance was greater than t table (2.564 > 2.03011) with significant value 0.015 < 0.05 and the value of t count in sales distribution method was also greater than t table (5.140 > 2.03011) with significant value of 0.00. The F test stated that both premium insurance and sales distribution method simultaneously had a significant effect on customer buying decision. It was indicated with significant value of 0.000 < 0.05 and the value of F count > F table (36.225 > 4.110). This study shows premium insurance and sales distribution methood were able to contribute on customer buying decision by 67.4% and the remaining 32.6% influenced by other variables not examined in this research.

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Li, Qiang, and Huanling Li. "Pricing Decisions and Online Channel Selection Strategies in Dual-Channel Supply Chains considering Block Chain." Discrete Dynamics in Nature and Society 2022 (May 31, 2022): 1–15. http://dx.doi.org/10.1155/2022/3027249.

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Pricing decisions and online channel selection strategies are playing an increasingly important role in e-commerce. In this paper, we consider two different types of dual-channel supply chain sales models, namely, an online direct + online distribution sales model consisting of an online direct sales channel and online distribution sales channel and an online direct + delegation sales model consisting of an online direct sales channel and an online delegation sales channel. By introducing the customer sensitive coefficient and block chain technology into these dual-channel supply chain sales models, we analyzed pricing decisions and online channel selection strategies in dual-channel supply chains in terms of the adoption and nonadoption of block chain technology. In the two different dual-channel sales models, the results showed that (1) without block chain technology, retail prices increase when the manufacturer’s unit retail cost increases; (2) with block chain technology, retail prices are higher than those of sales models that do not adopt block chain technology; and (3) with block chain technology, the manufacturer should choose the online direct + delegation sales model to sell its products.

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Ikbal, Muh, Sahat Saragi, and Maura Linda Sitanggang. "The Effect of Sales Distribution Channels and Promotion Policies on Consumer Buying Behavior and Its Impact on Sales Volume." International Journal of Business Review (The Jobs Review) 4, no. 1 (June 2, 2021): 23–32. http://dx.doi.org/10.17509/tjr.v4i1.36172.

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Distribution is an important part of the sales business which influences the customer's decision to buy a product which in turn increases sales volume. The purpose of study to determine and analyze the effect of sales distribution channels and promotional policies on consumer buying behavior and its impact on sales volume. Data were analyzed using descriptive analysis and SEM (Structural Equation Modeling) SPSS 25 and AMOS 24 programs. The results showed that distribution channel has a positive and significant effect on sales volume with p-value = 0.002 with a coefficient of 0.559. Sales force has a positive and significant effect on sales volume with p-value = 0.48 and a coefficient of 0.268. Promotion policy has no effect on sales volume p-value = 0.652 (0.05) and the coefficient is 0.112. Consumer behavior has a positive and significant effect on sales volume with p-value = 0.001 with a coefficient of 0.691. Promotion policy is the weakest part in an effort to increase sales so that serious efforts are needed to fix: it is necessary to increase above the line and below the line promotional activities so that the word of mouth effect is quickly achieved; making material design changes regarding citrex products to make it easier to understand and understand; and conduct diverting advertisements by an increase in the promotional budget.

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Steemers, Jeanette. "International Sales of U.K. Television Content." Television & New Media 17, no. 8 (August 1, 2016): 734–53. http://dx.doi.org/10.1177/1527476416653481.

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Focusing on the United Kingdom, this article addresses key issues facing the international distribution industry arising from over-the-top (OTT) digital distribution and the fragmentation of audiences and revenues. Building on the identification of these issues, it investigates the extent to which U.K. distribution has altered over a ten-year period, pinpointing continuities in the destination and type of sales alongside changes in the role and structure of the industry as U.K.-based distributors adapt to a changing U.K. broadcasting landscape and global production environment. At one level, increasing U.S. ownership of U.K.-based distributors and the arrival of OTT players such as Netflix highlight the tensions between the national orientations of U.K. broadcasters and the global aspirations of independent producers and distributors. At another level, video-on-demand (VOD) has boosted international sales of U.K. drama. Although the full impact of subscription VOD (SVOD) on content and rights has yet to materialize, significant changes in the industry predate the arrival of SVOD.

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45

Head, Keith, Thierry Mayer, and Mathias Thoenig. "Welfare and Trade without Pareto." American Economic Review 104, no. 5 (May 1, 2014): 310–16. http://dx.doi.org/10.1257/aer.104.5.310.

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Quantifications of gains from trade in heterogeneous firm models assume that productivity is Pareto distributed. Replacing this assumption with log-normal heterogeneity retains some useful Pareto features, while providing a substantially better fit to sales distributions-especially in the left tail. The cost of log-normal is that gains from trade depend on the method of calibrating the fixed cost and productivity distribution parameters. When set to match the size distribution of firm sales in a given market, the log-normal assumption delivers gains from trade in a symmetric two-country model that can be twice as large as under the Pareto assumption.

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Park, Jin. "Distribution Systems and Efficiency of Life Insurers in Korea." Journal of Finance Issues 18, no. 2 (December 31, 2019): 19–32. http://dx.doi.org/10.58886/jfi.v18i2.2224.

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This study investigates technical efficiencies of all life insurance companies in Korea using data environment analysis (DEA) for the sample of 2006 – 2017. During the sample period studied, new life policy sales by cyber marketing and traditional face-to-face sales have significantly increased and sales by other distribution methods have parred or decreased. The estimates of average technical efficiency measures of Korean life insurers are about 18 percentage higher than those of foreign life insurers. Among competing regression models, a random effects model is found to be an appropriate model and shows that cyber marketing and tele-marketing have statistically significantly positive impact on insurers’ efficiency, while there is a statistically significantly negative relationship between the capital input and the efficiency. The findings of this suggests insurers should strive to increase their operational efficiency by reevaluating and restructuring their distribution channels.

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Morrell, Peter S. "Airline Sales and Distribution Channels: The Impact of New Technology." Tourism Economics 4, no. 1 (March 1998): 5–19. http://dx.doi.org/10.1177/135481669800400101.

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Airline sales and distribution costs have been increasing faster than other costs over the past decade, particularly travel agent commissions and incentive payments. At the same time ticketless travel and the development of on-line services offer airlines an apparent solution to the dilemma of achieving both increased market share and reductions in sales costs. It is argued here, however, that travel agents will maintain their dominant position in airline sales distribution, because they will continue to offer the consumer the best response to their disadvantages of small size, ignorance and immobility. This will involve agents making full use of new technologies, offering a wider range of value added services, and moving to a pricing system which will be more acceptable to both travellers and airlines.

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Wibowo, Hendi Ari, and Heni Hirawati. "ANALISIS KINERJA TENAGA PENJUALAN BERDASARKAN GENDER PADA PT. TELKOM INDONESIA WITEL MAGELANG." Transekonomika: Akuntansi, Bisnis dan Keuangan 2, no. 2 (April 2, 2022): 61–72. http://dx.doi.org/10.55047/transekonomika.v2i2.117.

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This study aims to see whether there are differences in performance between salespeople at PT Telkom Indonesia Witel Magelang from a gender perspective. The population of this study was 306 salespeople consisting of 214 males and 92 females. The analysis of this research is seen from the difference in average, highest sales, and standard deviation of sales for each gender. The results showed that the average sales showed the differences between male and female salespeople. From the highest sales, it shows the dominance of female salespeople from the number of individual sales. The standard deviation describes the distribution of the average sales. This study shows that female salespeople have a more unequal distribution than male salespeople. The dominance of male salespeople in terms of numbers did not make sales performance increase drastically. Female salespeople dominate on average and from maximum sales in a few months. These results indicate that there are differences in performance between male and female salespeople.

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Zaka, M., and R. Yunanto. "Web-based Online Sales." International Journal of Research and Applied Technology 1, no. 1 (June 25, 2021): 120–26. http://dx.doi.org/10.34010/injuratech.v1i1.5654.

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The purpose of this research is to design an online sales website in the fashion field to increase sales at the Fashionku store. The research method used a waterfall method by observing and designing a web-based system, which uses the help of XAMPP software as well as analytical tools using PHP, HTML, and CSS. The research results show that website design for Fashionku online sales. The existence of online websites for Fashionku stores is expected to increase sales. Product innovation, distribution of advertisements, and website appearance with complete features are things that will attract the attention of customers to buy products

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Oliinyk, V. "Models of innovative product distribution: global PC sales market." Marketing and Management of Innovations, no. 4 (2017): 15–26. http://dx.doi.org/10.21272/mmi.2017.4-01.

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