A-9.降低零售商压货疑虑的方法V1: 进货商有进货过多会导致压货的疑虑,因而不会购进过多的存货,为了阻止这个趋势,生厂商会采取两种方法,一种是收回货物,一种是补偿销售商打折销售的损失。学术上更多的是将第一种方法。因为这个方法怎样怎样,这个评价有两个假设。一个是什么什么,一个是什么什么。第二段就第一个假设开始批判。第三段评论第二个假设。 渠道促销(trade promotion) inventory surplus(存货盈余) 考古V4【长】 P1:生产商(manufacturer)如果库存过大,生产商的库存成本就会增大;但销售商(retailer)如果库存过大,那销售商的销售压力也会很大,并且一旦卖不出去,销售商也会面临损失。但为了让销售商多压货over-stock,现在通行的做法有两个:markdown和return,一个是卖不出去的可以退还(return)给生产商,另一个是当卖不出去后,生产商把后续的货多打折,这样用多打折而少收销售商的钱来补偿销售商在前一批货中没卖出去的损失(markdown)。由于有这两种方法,打消了销售商对压货的抵触,改善了生产商和销售商之间由于压货而导致的Channel关系。最后,本段介绍了这两种策略是要基于两种假设(assumption)的。 P2:return策略广为使用,学者们常常强调return这种策略的好处,并推荐使用return。但return的有效性是基于两个错误的假设:一个是return不会造成额外某些方面的成本;但其实有shipping cost,部分会产生货物的运输,并且在运输过程中还会出现破损、丢失等现象,这些全都是生产商要考虑的成本。 另一个这部分说的是wrongly assumes that channel management ability are the same, 其实我有点看不懂,不知道他说的是说retailer's ability or vendor's ability大家仔细看啰! Q:但是这一段的句末考了两题 针对最后的两个字考,大家读到这一定要好好注意 第一题考的是这两个最后亮黄字的推论题。 Return策略的使用有一个重大需要考虑的的问题,那就是return举例说如果是时装厂商,那么他的运输、破损等方面的损失才几十刀,这对他来说是很少的成本,完全可以忽略。但是有个人站出来,对return 策略之所以成立的两个assumption 进行分析,批驳assumption的合理性。讲了上段末的一个假设不成立,所以一种不好。第一个假设不成立,事实上return会造成各个方面的额外成本。然后又根据第一段末说的假设应用到return 策略上进行分析(好象没有出题点,我也就没仔细看)。 P 3:第三段:超长,针对第二个假设。好像讲了它的一个优点,好像讲了其中一个的优点。(有题:给了四个具体事例,问哪一个具体的例子符合这段的说法)说这些销售商多压了这么多货,那它怎么卖呢,好象只能用打折的方法向它现有的客户多卖,但估计还是会有剩,于是生产商最终还是不得不在事后的订货中用折扣的方法补偿销售商多进了但卖不出去的货的价钱,那么对于生产商来说,他是有经济利益损失的,所以这种方法不应该被广泛使用。而对于return的情况,那些return回来的货就算没有破损,对生产商来说很可能也已经没什么用了,比如前文说到的那个时装厂商,那些时装可能已经不时髦了,就算想便宜点儿卖出去也没人买了。 Q1:文中第二段举例说时装厂商想说明什么。我选举例说明return时是会有成本的 Q2:生产商用这两种让销售商压货的策略会有什么后果。我选影响生产商的利润 Q3:问和Markdown有关,我看文章的时候没注意到这个点,也不想再花时间回原文去找,随便选了一个。但个人感觉应该是在介绍那两种假设的部分去定位(仅供参考)。 Q4:mark down和return有哪一点不一样呢? Q5:我补充第三段的问题,题目问下列哪个例子符合生产商可购回存货再利用的原则,有个选项说某衣服含有很贵的fiber可以拿来再利用的 Q6:生产商用这两种让销售商压货的策略有什么好处,有混淆选项A是让零售商更愿意存货B是让零售商愿意存足够数量的货,我回第一段定位,发现零售商不是不存,只是都存不够,所以选了B,各位到时可以再自行判断
参考资料http://www.accessmylibrary.com/coms2/summary_0286-27299009_ITM 红色字体标注的是与考试原文完全相同或相似的句子 If a product has a finite 【有限的】 selling season and uncertain demand, retail overstock is a possibility. Anticipating how such surplus will devalue, the retailer may stock less of the item than the manufacturer would like, if any at all. As illustrated by P&G, manufacturer return policies and markdown money are two common strategies used by manufacturers to combat this tendency. Both work by decreasing the retailer's net cost of overstock. 如果某种产品销售季有限且需求不确定,零售商就有可能存货过多。通过对这些过剩产品贬值的预期,零售商可能至少会存较制造商期望的少的存货。P&G案例表明,return和markdown补贴策略是制造商弥补这一趋势的两种常用策略。两种策略都旨在降低过剩存货的净成本。 Return policies are often observed when demand is unpredictable and/or the risk of obsolescence(过时) is high, as extensively documented by Padmanabhan and Png (1995) and Kandel (1996). Markdown money also has a rich tradition among products facing such environments, including fashion apparel(时装) (Ryan 1998; Monget 1998), cosmetics and fragrances (Parks 1996), toys (Leccese 1993), specialty products (Gallagher 1999), certain food categories and over-the-counter medications (Tenser 1997). However, nothing in our discussion thus far suggests if, when, or why either method might be preferable to the other. Return 策略通常用在当需求难以预测,并且/或者产品过时的风险很高时。……Markdown money策略常用在时装、化妆品香氛、玩具、专用产品、某些特定食品和OTC药物中。…… The academic literature is silent on these questions. Return policies are certainly relatively well-studied (Pasternack 1985; Kandel 1996; Padmanabhan and Png 1997; Emmons and Gilbert 1998; Donohue 2000; Webster and Weng 2000), as will be discussed in greater detail in the next section. These works advocate return policies as a way to improve the efficiency of the channel to the participants' mutual benefit(共同利益). However, this conclusion relies on two assumptions that mask the differences between the practices in question: (1) the physical return of product does not incur additional cost, and (2) the channel members are equally effective at liquidating(清偿) overstock (2). The first assumption is problematic in that the handling, logistics, and administrative overhead(费用) associated with moving product back up the channel may be substantial(实际存在的). For instance, P&G Cosmetics has calculated that each handling of an item (because of damage, discontinuation, or simple return) costs 34 cents, a nontrivial(重大的) fraction of typical profit margins for such products (Born 1997). And Hal Upbin, CEO of Kellwood Co. (a manufacturer of ready-to-wear apparel(非定制成衣)) notes, "We don't take anything back; the cost of handling would be absurd (Infotracs 1997)." ……这些研究支持return policy来提高渠道效率实现双方的共同利益。然而,这个结论是基于对现实中实际不同的以下两个假设而作出的: (1)产品的实体返回不会产生附加成本 (2)各渠道成员在清偿存货方面同等有效 第一个假设是有问题的,因为把存货运回渠道上游(制造商)处理、运输、管理的费用确实是实际存在的。例如,P&G日化曾计算过(由于损坏、废弃、或者简单的发回)每件产品的处理费用是34美分,相当于该产品通常利润的很大部分。成衣制造商的CEO H·U也说:“我们不回收任何产品,处理成本太不合理了” With respect to the second assumption, the reality is that recovering value from surplus product is a substantive professional competency(能力), and different parties likely have different aptitude and tolerance for this (Hungerford 1999). The retailer obviously has the most immediate option, i.e., to sell to the same customer base at a discount. Indeed, access to markets and comparative advantage in merchandising(广告推销) are among the underlying reasons a retail channel would be used in the first place, and these factors should persist at the clearance phase(清仓甩卖阶段). However, if the residual(剩余的) value comes from recovering and reusing the raw materials, the manufacturer could have an advantage. Also, by consolidating(合并) the returns from multiple retailers a manufacturer might be able to assemble an assortment that becomes economically viable for resale to a discount specialist (e.g., T. J. Maxx in the apparel industry). Additional aging of the product and potential damage during the processing of returns should be considered, of course. Similar points are raised, but not formally pursued, by Kandel (1996) and Padmanabhan and Png (1997). 针对第二项假设,现实情况是从过剩产品中找回价值是一个相当具有专业要求(的过程),并且各方对此的倾向和耐受力也不同。零售商们显然有最直接的方法,即以折扣方式卖给同样的消费群。实际上,接近市场和广告优势是削弱零售作为首要渠道的的原因之一,而且这些因素在清仓甩卖阶段仍然存在。然而,如果可以回收多个零售商的原材料对剩余价值加以利用,制造商就能获得竞争优势。同样,将多个零售商的return合并在一起组成在经济上可以再销售的专用折扣组合。当然,产品的额外老化和产品返回过程中的潜在折损应该被考虑进去。…… |