Sie sind bereits eingeloggt. Klicken Sie auf 2. tolino select Abo, um fortzufahren.
Bitte loggen Sie sich zunächst in Ihr Kundenkonto ein oder registrieren Sie sich bei bücher.de, um das eBook-Abo tolino select nutzen zu können.
Using numerous real-life examples from global technology corporations, and with a foreword from Tim Curran the Chief Executive Officer of the Global Technology Distribution Council, Technology Distribution Channels explores the chain that makes technology products and services available for market and explains how to make the most of each step of the process. By defining the role and significance of the various partners involved, including distributors, wholesalers and final-tier channel players, it provides a clear understanding of the entire go-to-market process, whilst also explaining…mehr
Using numerous real-life examples from global technology corporations, and with a foreword from Tim Curran the Chief Executive Officer of the Global Technology Distribution Council, Technology Distribution Channels explores the chain that makes technology products and services available for market and explains how to make the most of each step of the process. By defining the role and significance of the various partners involved, including distributors, wholesalers and final-tier channel players, it provides a clear understanding of the entire go-to-market process, whilst also explaining channel partners' business models and how to engage with them for effective market access.
Technology Distribution Channels covers both the tactical and strategic dimensions of channel economics as well as containing information on accessing and servicing markets and customers, controlling brands, integrating web and online channels, building the value proposition and creating differentiation.
As the only approved text book for the Global Technology Distribution Council's Accreditations, Technology Distribution Channels contains expert guidance for both the Certificate and the Diploma programs.
Comprehensive and clear, Technology Distribution Channels provides readers with the knowledge needed to improve their business model to ensure maximum market exposure and successful product delivery.
Die Herstellerinformationen sind derzeit nicht verfügbar.
Autorenporträt
Julian Dent is Chairman of VIA International, a specialist routes-to- market consultancy. He has over 25 years' experience in distribution throughout the world, specializing in channel strategy and implementation, working at global, corporate and regional levels. His clients have included Barclays Bank, BP, Esso, IBM, Microsoft, Nokia, Orange, Subway and Xerox.
Inhaltsangabe
Foreword by Tim Curran Preface Acknowledgements PART ONE Introduction 01 How to get the best out of this book Who this book is for What do we mean by business model? How the book is set out 02 The business of getting technology products and services to market Distribution matters Challenging business dynamics Business models are key to value propositions A structured approach to positioning your value proposition Be careful with comparisons PART TWO Distributors and wholesalers 03 The role of the technology distributor Distributors/wholesalers Customer role - core functions Supplier role Vendor role - core functions 04 How the technology distributor business model works Role defines business model Profit is a very small number between two very big numbers Managing working capital is a balancing act The measures that matter and how to manage with them 05 Margins and profitability Multiple margins Gross margin and value add Margin mix or blended margin Contribution margin Net margin and operating margin 06 Working capital Working capital management Vendor credit Inventory Customer credit Working capital cycle 07 Productivity Earn and turn Contribution margin return on inventory investment Returns on working capital 08 Sustainability Sustainability - longer-term business health Return on net assets and return on capital employed Return on invested capital Value creation Managing value creation on an operational basis 09 Managing growth Growth dynamics Internally financed growth rate formula Economies of scale - profitability Economies of scale - working capital management Risks of growth - diseconomies of scale 10 The technology distribution landscape The global landscape Special characteristics and capabilities Recent trends and future outlook 11 How technology vendors can get the best from distribution The engagement process Managing the account relationship Some rules of thumb for making compelling business cases Summary PART THREE Final-tier trade channel players 12 The roles of the final-tier trade channel players The final-tier trade channel players The possible roles of final-tier trade channel players Matching channel roles to channel players Different roles command different compensation models Customer advocates and sell-with players Sell-with players and strategic alliances Applying this framework to your sector or channel 13 How the business model of the final-tier trade channel players works Role defines business model Services come from people, either directly or indirectly (eg web-delivered) Managing a service business The web-based service business model Overview of service business model measures 14 Sales and utilization Sales Utilization 15 Gross margin and recoverability Gross margin Recoverability Measures for the web-based service model 16 Working capital management The cash-to-cash cycle Improving working capital 17 Value creation and growth Value creation and improving the numbers Managing growth - the integrated product and service business model 18 How to sell to final-tier trade channel players What we mean by selling to final-tier trade channel players Segmenting the final-tier trade channel What the final tier looks for in a vendor What the final tier looks for in a distributor Managing the account relationship Some rules of thumb for making compelling business cases Selling 'with' the final tier in an advocacy role Conclusion PART FOUR Retailers 19 The role of retailers Retailers and retailing Online retailing and catalogue 20 How the retail business model works Role defines business model Earn and turn Layout and planogramming Ranging and merchandising 21 The measures that matter and how to manage with them Sales (or takings or revenues) Margins Direct product cost (DPC) and direct product profitability (DPP) Turns and productivity 22 How to sell to retailers What we mean by selling to retailers The sales process Retailer challenges and their implications for suppliers Managing retail relationships at a strategic level Managing retail relationships at a tactical level Selling in to the retailer's buying cycle and open-to-buy Should you deal with retailers direct or through a wholesaler? Summary Key ratios Glossary of technical terms Index
Foreword by Tim Curran Preface Acknowledgements PART ONE Introduction 01 How to get the best out of this book Who this book is for What do we mean by business model? How the book is set out 02 The business of getting technology products and services to market Distribution matters Challenging business dynamics Business models are key to value propositions A structured approach to positioning your value proposition Be careful with comparisons PART TWO Distributors and wholesalers 03 The role of the technology distributor Distributors/wholesalers Customer role - core functions Supplier role Vendor role - core functions 04 How the technology distributor business model works Role defines business model Profit is a very small number between two very big numbers Managing working capital is a balancing act The measures that matter and how to manage with them 05 Margins and profitability Multiple margins Gross margin and value add Margin mix or blended margin Contribution margin Net margin and operating margin 06 Working capital Working capital management Vendor credit Inventory Customer credit Working capital cycle 07 Productivity Earn and turn Contribution margin return on inventory investment Returns on working capital 08 Sustainability Sustainability - longer-term business health Return on net assets and return on capital employed Return on invested capital Value creation Managing value creation on an operational basis 09 Managing growth Growth dynamics Internally financed growth rate formula Economies of scale - profitability Economies of scale - working capital management Risks of growth - diseconomies of scale 10 The technology distribution landscape The global landscape Special characteristics and capabilities Recent trends and future outlook 11 How technology vendors can get the best from distribution The engagement process Managing the account relationship Some rules of thumb for making compelling business cases Summary PART THREE Final-tier trade channel players 12 The roles of the final-tier trade channel players The final-tier trade channel players The possible roles of final-tier trade channel players Matching channel roles to channel players Different roles command different compensation models Customer advocates and sell-with players Sell-with players and strategic alliances Applying this framework to your sector or channel 13 How the business model of the final-tier trade channel players works Role defines business model Services come from people, either directly or indirectly (eg web-delivered) Managing a service business The web-based service business model Overview of service business model measures 14 Sales and utilization Sales Utilization 15 Gross margin and recoverability Gross margin Recoverability Measures for the web-based service model 16 Working capital management The cash-to-cash cycle Improving working capital 17 Value creation and growth Value creation and improving the numbers Managing growth - the integrated product and service business model 18 How to sell to final-tier trade channel players What we mean by selling to final-tier trade channel players Segmenting the final-tier trade channel What the final tier looks for in a vendor What the final tier looks for in a distributor Managing the account relationship Some rules of thumb for making compelling business cases Selling 'with' the final tier in an advocacy role Conclusion PART FOUR Retailers 19 The role of retailers Retailers and retailing Online retailing and catalogue 20 How the retail business model works Role defines business model Earn and turn Layout and planogramming Ranging and merchandising 21 The measures that matter and how to manage with them Sales (or takings or revenues) Margins Direct product cost (DPC) and direct product profitability (DPP) Turns and productivity 22 How to sell to retailers What we mean by selling to retailers The sales process Retailer challenges and their implications for suppliers Managing retail relationships at a strategic level Managing retail relationships at a tactical level Selling in to the retailer's buying cycle and open-to-buy Should you deal with retailers direct or through a wholesaler? Summary Key ratios Glossary of technical terms Index
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Internetauftritt der buecher.de internetstores GmbH
Geschäftsführung: Monica Sawhney | Roland Kölbl | Günter Hilger
Sitz der Gesellschaft: Batheyer Straße 115 - 117, 58099 Hagen
Postanschrift: Bürgermeister-Wegele-Str. 12, 86167 Augsburg
Amtsgericht Hagen HRB 13257
Steuernummer: 321/5800/1497
USt-IdNr: DE450055826
