Kambrook Channel Marketing Strategy
Kambrook Channel Marketing Strategy
A channel strategy is a method used to expose products, services and brand identity to possible consumers of products (Watson et al., 2015). Kambrook is increasing its range of products and now trades in kitchen, household and other electronic appliances. Some kitchen and electric devices may require after-sale services in fitting and usage instructions, therefore requiring direct channels, and personal selling to get to the consumer. Also, retail trading will be appropriate due to the nature of Kambrook products. The products could be distributed to Retail shops where consumers place their orders. Due to the wide range of products and development in technology, Kambrook will apply e-commerce and social media marketing to make its products known to its potential consumers. The marketing channel will be through the creation of media platforms, where consumers get to know more about the company and products through digital means and can also make orders of purchases.
In selecting the channels, factors such as the marketing environment, competitors and channel compensation were considered. The marketing environment has developed to using technological methods in marketing hence appropriate to reach a broader range of audiences. The competitors in the electronic appliances are also applying e-commerce means; therefore, to achieve an added advantage, Kambrook requires a developed e-commerce strategy. The channel compensation is the benefit derived from the marketing channel used. The cost needed for the eCommerce channel strategy is lower and reaches a broad audience at the same time, compared to other channels. Papua New Guinea is a developed region with diverse cultures but with the common characteristic of technological device usage. Therefore, the Kambrook company will apply eCommerce, social media strategy, and direct selling strategy to market its products to potential consumers. Also, the products that Kambrook trades serve broader demographics, making eCommerce an appropriate channel for its marketing.
The selection of the channel members will involve approaches that directly lead to sales of the products. The company will apply the marketing skills and commitment level criteria while considering the market coverage and sales performance. A good marketing skill enables a member to reach to a group of potential consumers and create an impact by convincing the possible consumers to make purchases (Irani et al., 2011). The commitment level of the channel member will encourage them to work towards a goal and find ways to reach it. A committed channel member is dedicated to achieving an objective; hence it is an appropriate attribute in marketing. Most households use electric appliances; thus, there is a vast potential market that requires commitment and skill to cover.
The channel members require motivations for the successful marketing of the products and to attain the set objectives of the company. The company should make corporative arrangements with the channel members to have incentives when a sales target is reached. The availability of the incentives will encourage the channel members to work towards achieving their goals to get extra cash or benefit (Gilliland, 2004). Also, partnerships and strategic alliances address a supportive and continuing relationship between the management and the members, hence highly motivates them. The agreement may be made through assessing the capabilities of the members in achieving their roles and continual appraising of the policies that guard the relationship.
Providing policies for the promotion of the products through eCommerce also motivates the channel members. It can be done through developing a plan with price concessions, providing the members with financial assistance and ensuring their safety during distribution and marketing activities. Price concessions allow bargains with consumers, which enhances marketing strategies and sales of products. When the members are guaranteed security and financial assistance, they are inspired to work harder and reach their targets, consequently benefitting the company.
Gilliland, D. (2004). Designing channel incentives to overcome reseller rejection. Industrial Marketing Management, 33(2), 87-95. https://doi.org/10.1016/s0019-8501(03)00031-2
Irani, H., Shahanaghi, K., & Jandaghi, G. (2011). Develop a framework for selection of intermediary in marketing channel. Iranian Journal Of Marketing Studies, 4(1). Retrieved 21 May 2020, from.
Watson, G., Worm, S., Palmatier, R., & Ganesan, S. (2015). The Evolution of Marketing Channels: Trends and Research Directions. Journal Of Retailing, 91(4), 546-568. https://doi.org/10.1016/j.jretai.2015.04.002