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| Every quarter John Henderson, President/CEO, allows a limited number of complimentary half-day consulting sessions for companies who have not used our services in the past 3 years. These half-day consulting sessions are always scheduled well in advance. To arrange a complimentary session, please call Karl Edmunds at (312) 558-4866 to determine availability. |
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Successful integration of brands and channels requires a detailed look at positioning, channel conflict and competitive response.
Positioning. Channel and brand are two of the most important elements that position your company in the mind of the customer. Consequently, you need to make sure their messages are in sync. For example, a logistics-oriented channel should not be selling your complex, high-end brand.
Conflict. Deploying separate brands for separate channels is one option for managing conflict among competing channels. While maintaining separate brands increase costs, in many cases, it more than compensates by reducing destructive channel pricing conflicts.
Competitive Response. In many cases, your channels may demand that they have access to all of your brands. They may feel that each brand attracts a different market and they want to appeal to all buyers. If you refuse to open up your brand portfolio, the channel may threaten to pick up a competing line to fill the perceived gap. While multiple solutions exist, the best is to help the channel understand that "a jack of all [brands] is a master of none." A formal process for writing joint partner plans is a good way of accomplishing this.
What are your most challenging sales channel problems?
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| March 18, 2010 |
| Professional Sales Channel Management |
Using proven management tools, frameworks and methods to prepare channel managers to drive sales and market share through indirect sales channels.
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