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| For more information regarding Frank Lynn Education contact Karl Edmunds at 312-558-4866 or kedmunds@franklynn.com. |
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Strategic Issues in Distribution
New Routes to Competitive Advantage.
Take a day to examine how executives must use channels in a broader, more holistic approach to achieve strategic and financial goals. The need for a more expansive approach to distribution is a function of multiple factors. For example:
| > | Manufacturers' brand power has weakened, not only due to the rise of viable imported brands, but also because channels have consolidated | | > | Large channel partners -- Wal-Mart or Home Depot in retail; W.W. Grainger, Ferguson or Motion Industries in industrial; Ingram, Tech Data or Accenture in technology -- now wield tremendous clout in the supply chain | | > | Globalization and downsizing have led many companies to flatten their organizations. Consequently, channel managers must work in closer unison with product marketing, field sales, engineering, marketing communications, finance and even legal departments | | > | Customer needs, driven to a large degree by technology, are changing more rapidly. As new needs and new customer segments emerge, suppliers must quickly adapt their channel strategies. "Rounding up the usual suspects" no longer qualifies as a viable channel strategy |
This workshop is designed to help managers and executives develop a better understanding of the strategic aspects of distribution and the relationship of channels to other parts of the organization.
To reach this goal, the workshop addresses the following issues:
| > | Effective corporate strategy and channel strategy | | > | How to effectively use channel power | | > | Channel selection | | > | How to minimize destructive channel conflict | | > | Intra-organizational relationships | | > | Brand strategy and the channel | | > | The influence of technology on channel strategy | | > | Future trends in distribution |
What Will I Learn?
Our Strategic Issues in Distribution workshop is designed to teach executive management how to:
| > | Use channel strategy as a source of competitive advantage | | > | Coordinate, rather than conflict, with the rest of the organization | | > | Successfully launch new products through sales channels | | > | Manage external channel conflict | | > | Build channel power and beat the competition | | > | Create an entire channel ecosystem |
Who Should Attend?
| > | Senior management including CMO's, CFO's, etc. | | > | Marketing and sales vice presidents | | > | Managers involved in the channel strategy process |
Executives who need...
| > | Solid improvement in distribution channel performance | | > | A fresh perspective about critical issues in sales channel management | | > | More consistent growth in sales and market share | | > | To identify new channels to reach new customers | | > | To identify new channels to launch new products | | > | To improve their understanding and management skills in direct and indirect channels |
Price: $1195.00
2010 Schedule:February 18, April 21, September 22, and December 8
Location: Chicago, IL
Register: Register online by clicking here, for groups of 2 or more contact Karl Edmunds at 312.558.4866 or email kedmunds@franklynn.com.
This workshop is also available for on-site presentations. To discuss this opportunity, please contact Karl Edmunds.
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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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