INTRODUCTION TO DISTRIBUTION

Marketing
According to Robert, it is the action of making commercial.

According to Mansillon et al (1984), these are all the business activities of a company.
from the invention of the product to its destruction by the consumer or the end user

According to the Academy of Commercial Sciences: Pre-sales and post-sales activities.

Business studies and research, commercial communication, sales,

commercial administration and physical distribution, after-sales service, commercial control.

A study, a strategy

APPLIED STUDIES

Company Commercial Audit

Study of Merchandising Point of Sale

Statistical analysis

Client / Non client Management analysis

Field study Documentary study

APPLIED ACTIONS

The analysis of market understanding will lead us to a strategy.

A strategy, an action....
 Company

Direct marketing

Patronage Advertising Product

Sponsorship

Purchase? Exhibitions, fairs

Promotion Open Doors

Target
Force
for sale

An impersonal contact. An approach A personalized contact.

more focused on the product and the company. A more focused approach on
the client. (One to One)

link + or - discreet
apparent lien

Market adjustment

[see page 11 of the file (diagram: The Marketing Approach (IMN model)]

Knowing is not enough, one must understand the market. There is a process:

. First step: Knowledge of the market.

We will see it through data:

. Qualitative (example: the mentality of individuals, attitudes, motivations,
the obstacles, the customer categories, the ages, the sexes...)
. Quantitative (number of consumers....)

Market understanding
. Process the data to make it usable.
. Search for correlations (for example: between the attendance at a location
sale and C.S.P...

. Update client typologies

. Develop a demand segmentation (breaking down into subsets
homogeneous needs, behaviors...)
Proposal for adjustment
. Use the data and transform it into a proposal made to the market.

CENTRAL POINT OF THE MARKETING APPROACH...

COMBINATION Phase B. Segmentation = phase of observation and diagnosis

+ Analyze competitive offer

Here, prepare several possible decision axes:

1- choice of one or several targets (selection of segments...)

2- Definition of positioning (to situate the place to be occupied in the mind of the public)

Proposals for adapting the offer to needs, setting prices, proposal for
communication policy, distribution organization...

MARKETING MIX (4P), Mac Carthy

Integration

That is to say, the hinge between marketing choices and the policy to be pursued... (Policy
general)

Make choices related to general policy (long-term objectives, goals,

constraints...)

The commercial action

It is a field action (CT), the company is entering the market.

The fundamentals of commercial action

. segmentation
. targeting
. the positioning (mapping)
it is the space left in the consumer's mind
. the commercial policy for each segment
 . The distribution policy

Physical distance ...

Inability for a manufacturer to assume all the tasks and

functions...

Use of intermediaries

Loss of control over certain elements of the marketing process

The distribution policy

The set of actions aimed at establishing and maintaining

a distribution network (or system)

The Multichannel:
Force of
sale
Centres
of call

Mail Agency

Internet
Audiotel mailing
 I- the distribution circuits
1. Distribution channels

The use of terms by researchers

Indifferent use of the terms channel and circuits

DAYAN: A circuit or a channel is composed of the various states of distribution of a

product that intervenes between the production of the good and its arrival to the consumer.

KOTLER, DUBOIS: Every producer seeks to establish a system that allows them
to reach its market. The different intermediaries make up the circuits or channels of
distribution.

Use of one term to the exclusion of the other

FILSER: Distribution channels are sequences of institutions that allow for

product to be transported from the producer to the consumer.

COLIN, PACHE: Distribution circuits are the means of transporting a good from
producer to the final consumer. It can integrate different intermediaries.

Distinction between distribution channel and distribution circuit.

SERRAF: A distribution channel is the means of transporting goods or products between

two types of distribution intermediaries.
A circuit is a more or less long chain of channels, it is a succession of
channels.

Sector of final consumer

the production

Different intermediate stages

J Bon, Marketing Techniques

THE CIRCUIT It is the path from the producer to the customer (from producer to final customer it is a
circuit

PRODUCER WHOLESALER DETAILING CLIENT FINAL

THE CHANNEL: Part of the circuit that separates two stages Wholesaler Retailer is a
channel)

Example: Producer

3- wholesaler retailer clients

4- VPC or door to door clients
5- Purchasing center popular stores clients

The economic functions of distribution circuits

Hardware functions

They are of two kinds:

. the special functions:
the transport of goods (from point A to point B),
grouping or allotment (products are sold by lot)
the splitting
the assortment
. time functions:
the storage of goods (stock limitation, produce and store at the manufacturer)
the financing of goods (the large retailers buy and pay 60 or
90% by the end of the month)
the management of inventory risk

The intermediary facilitates the reduction of space and time.

The commercial functions:

. The distributor takes the initiative to sell the product. But he takes the risk.
that product cannot be bought.
. La réalisation de l’assortiment : le distributeur va proposer des produits qui
are adapted to the needs of customers (site marketing = local adaptation)
. The services provided to the consumer:
information about the products (you will be able to find such and such stores, there will be
sold in such or such way, the characteristics of the product
the credits
SAV

The hardware functions + the commercial functions = distribution flows.

Distribution flows:
. Ownership flow (until we buy, it is the distributor who is)
owner, then it’s us.)
. Physical flow (from producer to customer)
. Financial flow (we buy a product in cash, checks, credit card)
. Flow of information (information about the customer, from distributor to producer...)
Consequences that justify the existence of intermediaries:
. The multiplication of contacts (creating opportunities to meet in order to create
occasions to consume
. Economies of scale (fixed costs are spread over large volumes)
important
. Reduction of operating ideas
. Best assortment in line with consumer needs
. Best service

The production of companies is characterized by:

periods of places of of the of the

production fabrication productions in fabrications
related to some concentrés big series of a range
factors (volumes) of goods
techniques materials
limited

Commercial enterprises adapt products to needs

Adaptation Adaptation Adaptation Adaptation

in the time geographic quantitative qualitative
storage Localization subdivision Assortment
Delivery condition me service
nt

Consumption is characterized by:

Purchases Places of Purchases Desires of

continuous or consumption individuals in choice and of
tied seasonal workers scattered small services
to factors quantities accompanying
socio-cultural goods
I.2. The configurations of a distribution circuit
A / The criteria for classifying distribution circuits:

. The length of the circuit criterion

. The legal criterion related to property ownership
. The criterion related to the form of organization of the circuit.

The criterion of the circuit length:

The concept of a long circuit: when there are at least four independent levels

Producer or importer

Trader: the commission agents, the brokers, the

sales agents

Intermediate of the wholesale level (wholesaler)

reseller
Intermediate retail level (retailer)

Final consumer

The associated long circuit:

Producer

Voluntary chain (wholesalers and affiliated retailers)

Consumer
According to Y CHRIOUZE: The distribution
 Concept of short circuit: There is only one intermediary (the retailer, who is a
isolated independent

The short circuit:

Producer or importer

Retail institution retail trade in stores

retail without a store (Internet...)

Final consumer

Direct selling:

We have a short circuit if the company is not a producer of the marketed products.
In the opposite case, it would be an ultra-short circuit.

Traditional short circuits:

Producer

Retailers, isolated independents

End consumer

Associated short circuits:

producer

buying group of retailers (retailers who decide to join forces to gain in

competitiveness

Final consumer
Integrated short circuits:

Producer

Integrated commerce companies

Final consumer

Short Circuit Contractual:

Granting producer

Dealer distributor

Final consumer

or

Franchisor producer

Franchised retailer

Final consumer
Short supply chains:

There is no intermediary (e.g., outlet stores)

Ultra contractual courts:

Producer

Branch (store owned by the producer)

Final consumer

B / The legal criterion related to the ownership of the property:

A legal dimension that coexists:

==> A direct circuit: In this type of circuit, no intermediary takes the title of
ownership of the goods (we are in the ultra short)

An indirect circuit: We have one or more intermediaries (traders, wholesalers...) who

They take ownership of the property to sell the merchandise later. It can therefore be long or
court.

Small aside: it also helps to determine who is the owner of the goods at a
given moment. For example: we are on the platform, merchandise falls from a crate, which is
responsible ???

C /The criterion related to the organization of the circuit:

The traditional channels:

It is a set of independent organizations that each separately adapts their policy.

commercial
There is therefore a lack of formalization of information, so there is a lot of flexibility, but
risk of undermining existing relationships.

The managed channels:

These are organized channels. We have one or more members who have supremacy in the
channel, they have power, they are in a position of strength.
==> The contractual channels:

We are in modes of operation that have been stipulated by contract.

voluntary chains (merchants who decide to join forces to reduce costs)
retail cooperatives, franchising.

Integrated channels:

A member of the channel chooses to implement an upstream integration strategy (e.g. up to the
manufacturing plants) or downstream integration (e.g. having its own network)
The advantage of integrated channels is to master all the steps that can go up to the
final distribution.
 II- Process of choosing a circuit
II.1. The determination of possible solutions
A/ The background to the choice of a distribution channel

The questions posed by distribution:

Which sales method to use?

What distribution of tasks, what intermediaries to adopt to keep costs to a minimum?

Who will be the resellers

How to choose the channels???

upon leaving the market

The characteristics of buyers: one must be able to find the product where one wants it.
We will identify the possible meeting points between the consumer and the
product.
Consumption at home
coca cola
food distributor
(branches, GMS)
Consumer on site
work, passing through
distributors (cinemas,
company...)

Coca Cola

Consumption during
Consumption during meals movement
homeless service station
collective catering restau-route
-restaurants railway restaurant
cafeterias aerial restaurant
fast food
starting from the product

Commonly purchased products: these are products that are routinely bought (e.g.:
the bread, canned goods for students, the light bulbs). For these products, we are looking for a
maximum market coverage.
Common purchase products correspond to basic products: soap, drinks, aspirin.
What is important for these products is customer loyalty ==> pre-sold products, the
packaging does it all.

Impulse products: candies, flowers, chocolates, ... CDs and DVDs for 1 €

Emergency products: umbrella, they must be widely available and should not be lost.
sales opportunities.

The products of considered purchasing: the shopping goods: the consumer compares according to their criteria.
Clients are willing to invest time. The price is generally high, and the frequency
the purchase is easier than in the previous case. There is selective coverage, one does not find
not the product everywhere.

Specialty goods: a lot of effort to discover them.

Not much comparison effort on the part of the client. He is looking for a wind point.
specific (high-end) ==> role of loyalty. Selective to exclusive distribution

Unwanted products: these are products that the consumer does not know about, or
So these are products that he knows but for which he has no spontaneous buying interest.
(ex: life insurance).
Unrequested products require cooperation from the intermediary because one cannot
Selling this on your own requires the intermediary to take an active approach ==> the distributor

starting from the company

What are the financial resources of the company?

What are the objectives pursued by the company?

If quantitative objectives: it is about covering the market as much as possible, hence multiple channels

Qualitative objective: optimal qualitative coverage of the market (specialized channels)

B/ Cost arbitration, contact and respect for marketing

The intermediary risks:

Deform or of Distort the marketing

retain information retained for the product
II.2. The use of intermediaries

A/ Autodistribution and/or intermediaries?

Advantages Risks, disadvantages

Good knowledge of the heavy investments
clientele
Operating expenses
Autodistribution Distribution control high

Preservation of the image of Equipment management

manufacturer and staff

Reduction of quality/speed of customer service

initial investments
Commercial productivity
Reduction of costs
commercial Distance from the request
finale
Intermediaries Prospecting / sales follow-up
more effective Skill, dynamism
Regularity of purchases resellers

Greater commercial risk

weak

Decrease in costs of
logistique commerciale

Productivity effort of
distributors

B/ The uniqueness or plurality of channels?

A single channel or multiple channels?

Homogeneous or Heterogeneous Market

Unique channel Several channels

What impact does a change in the existing distribution method have on sales?
other products in the range => exist on the sale of other products in the range?
C/ The level of control exercised over the circuit

● Intensive distribution: The manufacturer supplies the largest number

possible sales points to achieve maximum market coverage (products
but at the risk of losing control of the actions of
distribution
Intensive distribution is often incompatible with maintaining a brand image.
with precise positioning (dilution of the image).

● Controlled distribution: choice to maintain control of the network by limiting the

number of points of sale.

It is selective distribution as it involves using a smaller number of intermediaries.

in terms of available intermediaries. Criteria used: size of the distributor, quality criterion
of the service, technical skills.
By being selective, the producer agrees to voluntarily limit the availability of the product.
for:
 reduce its distribution costs
 obtain better cooperation from these distributors

The risk is not ensuring sufficient market coverage. There may be a

obligatory selective distribution:
 in the case of a new product that has not yet proven itself
 When there is a customer service that requires long and expensive training.

Exclusive distribution: it is an extreme form of selective distribution.

Only one distributor receives the exclusive right to sell the brand and the product. He commits not to
do not sell competing brands.
Most distribution contracts include exclusivity clauses, in terms
notably in terms of geographic area, types of clients, and possibilities
supply

One of the particular forms of exclusive distribution is franchising or

"franchising" where on one side there is a franchisor who owns the business, the brand, the concept
and on the other hand a franchisee who wants to acquire this name. There is always an entry fee called
Also initial flat-rate fee which is based on the market price. The franchisor receives
periodic royalties, which are calculated on the net sales and also on the net hours.
The periodic royalty is generally between 5 to 6% of the turnover excluding tax.
The franchise is also a contribution to national advertising costs.

Approved concession/distribution

The concession is an agreement that binds a supplier to a limited number of retailers.

There are several obligations for the dealer:
 sales quotas (to meet a certain number)
 minimum stocks
 Mandatory layout of sales points
A concession space: a point of sale provides a manufacturer with a location
commercial space reserved for it within the store. The dealer manages it in a way
autonomous its location. On the other hand, it will have to pay a commission on the revenue of about
10% of revenue.

The authorized distributor: the reseller can invoke a recognized competence by the
manufacturer, as part of a contract.

D/ Communication strategies towards intermediaries

See poly II - market coverage strategies

The cooperation of distributors in achieving the objectives of

the business is an essential condition for success

Three possible communication strategies:

See the poly P 6

Pressuring Strategies
Aspirational Strategies
Mixed strategies (it's both)

E/ The quantitative evaluation of the proposed circuits

The qualitative analysis that precedes must be preceded by a quantitative assessment of

different distribution channels considered.

The calculation of distribution margins

Distributor margin = selling price - purchase cost (added value)

% distributor margin:
outside

% MD = P of final sales including tax - cost of HA X 100 tx of the margin

P of sale including taxes

inside

% MD = P of net HT - cost of HA X 100

Cost of HA
Rules of equivalence:

MD = MD / 1 + MD

MD = MD / 1 - MD

The comparison of distribution costs

The revenue outlook is not the same depending on the distribution channels; we calculate the
profitability rate of each circuit:

TR = CA - Distribution cost
distribution cost

It is the estimate of the expected rate of return.

Example of a Table to Use in Copies for Comparing Circuit Costs

Functions Indirect long circuit Indirect circuit court

Coûts Commentaires Coûts Commentaires
Transports
Storage
Assortment
Etc ....
 III- The commercial apparatus
Intro:

The French commercial apparatus is one of the most complex systems.

III.1. The choice of a classification

Classifications specific to each author:

The different criteria:

==> Place and function in the distribution circuit

 Wholesaler/Retailers

Cumulative or not of wholesale and retail functions

 independent/integrated commerce

Agree or not to go through centralizing organizations for the HA and the sale of
products

 independent isolated/associated commerce

Other criteria:

Sales method criteria

The criterion of the size of companies

The criterion of legal form

III-2. The classification of the direction of internal trade of
Ministry of Craftsmanship and Commerce

The Commerce Grossites

Independent Independent
The voluntary chains wholesaler
+

Retailers
A retailer orders from a wholesaler, this wholesaler lists
all the requests from the retailer and place an order for
large. The wholesaler centralizes the HAs, it is the intermediary between
the manufacturers and the retailers (e.g. Spar)

Le commerce The HA groups: - of wholesalers

associated independent
of retailers
cooperatives of
retailers
Retailers join together, they create a company
retail cooperative (group of HA) and they do a
order directly from the manufacturer (it is at the initiative of the
directly retailers
The franchise
Integrated commerce Branch-based companies (e.g., André, Bata, Eram...)
concentrated branch store: MAS==> (def) sets formed by at
fewer than 10 geographically decentralized sales outlets and
a purchasing center that will supply them
 The commercial companies operating the large stores of
sale
Large multi-specialist retail outlets:
Dominant equipment of the person:
department stores: store of about 40,000, 60,000 m²,
multiple levels, cash registers by islands, city center stores
generally in old buildings with quality
architectural, 400,000 references, aisles often free
assisted service, escalators
popular stores: e.g. Monoprix, Uniprix, Casino...
These stores are intended to be popular, in the city center,
competed by the hypers so they have gotten closer and closer
large department stores, sales by islands, escalators.
About 10,000 references on average, many products from
current consumption
Food dominant:
- supermarchés: supermarchés, champion, ... va de 400 à 2500
m², self-service, mainly food (80% of
CA), parking lot ('no parking, no business'), a
service station, from 3000 to 5000 references
hypermarkets: over 2500 m², stores located in
periphery of cities, self-service, from 20,000 to 50,000 references
essentially food, large parking area,
a gas station, an auto center and others, play a role
locomotives, loading ramps...

Specialized large retail outlets GSS:

Darty
// Consumer cooperative enterprises:

III.3. Classification according to sales methods

In-store sales:
 traditional selling/ with seller:

It is a classic sales method characterized by a direct exchange between buyer and seller.
seller. It's personalized selling, the seller is almost more important than the product
=> advice, touch-ups, etc. This is suitable for the purchase of anomalous goods (clothing, goods
household equipment, luxury food), these anomalous goods require
professionalism and advice. If we are in ordinary goods (pasta...), we will rather use the free market.
Service while the more we enter anomalous products, the more advice is needed.
The seller will gain the buyer's trust.
 Self-service/without sales assistant:
The causes of the development of self-service (LS):

5 major causes:
 the phenomenon of urbanization
 the development of the car fleet
 the increase in purchasing power
 always more consumption therefore expansion of the offer
 the rise of female work => previously supplementary, additional work
 the increase in time allocated to leisure and reduction of time dedicated to shopping

Definition of self-service: it is a sales method by which the customer serves themselves.

in the different sections where there is global checkout at the exit.

1915: Clarence Saunders

There is a wholesale store in self-service = cash and carry store
Waiving of management fees in terms of delivery and credit
He is struggling to convince his retail partners, so he will open a first store in
LS: the Piggly Wiggly (which still exists) ==> it has experienced some financial difficulties in
departure but later he created the principle of the path to be taken by the consumer, he also creates
to the right entrance, he creates the notion of cashier ramps in front of the exit, it is the birth of the LS
Success is so rapid that in 1923 there are 2660 LS stores in the USA including
650 piggly wiggly.

Self-service is not a category of point of sale, it is a method of wholesale selling.

and in detail.
The advantages of self-service:
speed of service with payment in a single transaction at the checkout
no presence of sellers anonymity in the act of purchase
provision of bags and/or carts
the presence of a parking lot (no parking no business)
freedom in consumer purchasing behavior

Self-service developed in France especially after the 2andworld war, starting from
1948. Boulet Turpin 1erstore in LS in Paris and casino similar in Saint Etienne.

Important figures to remember:

about 112 department stores in France (177 in 2003 and 148 in 2000)
7434 m² of sales area (increasing)
The average number of employees is increasing, just over 200 employees per.
magasins, total = 24752
- 273 popular stores, with an average sales area of 1776 m² per store,
55 employees per store on average, total number of 15,000.

 Local commerce:

Their surface area is less than 120 m², they are small self-service stores (PLS) Small self-service
Area less than 120 m²
In this category are convenience stores, which sell emergency products.
Service stations can be classified in this category, like in the USA (store).
The convenience store is a PLS of 120 to 400 m², mostly food.
Supermarkets with an area of less than 1200 m² = max discount store are PLS.

A few numbers:

15000 PLS in France (19000 in 1996)

4605 convenience stores from 120 to 400 m²
the maxi discounter, 2933 in 2003 (4000 in 1994)
The revenue of convenience stores between 199 m² and 1199 m² in 2003 is 29.2 billion euros.
distributed as follows:

Casino (small casino, Eco service, Franprix, 31%

the mutant, supermarket casino, maxi coop
G20, Leader Price, Vival, Spar
Carrefour (eight to eight, Champion, Corsaire, 25%
ED, Market Plus, Proxi, Score
Lidl 13 %
System U 6%
Aldi 6%
Auchan (ATAC, hypermarket) 3%

Regarding the Atlantic Coop, there are Champion stores that belong to
- the Alsace coop: maxi supermarket, the mutant
Cora, it's the PLS, match
Francap coccimarket and ladybug
super U: U Market, Useful,
Maxi discount name: in a Lidl 653 m² on average and 107 parking spaces in
average, ramp made up of 5 boxes in general
When a survey was conducted, 70% of French households reported that they frequent
regularly maxi disconnectors

Some social data: The large discount stores employ 33,300 employees, 92% of
effectifs ont un CDI, l’effectif est à 70 % féminin 78% workers, 17% agents
of management, 5% of executives
Lidl, Aldi, the mutant, Netto of 600 m² thrive near hypermarkets and neighborhoods
of residence.
SUPERMARKETS:

In 2005 9315 supermarkets from 400 to 2500 m² (in 1990 => 6400), generated 66.1
Billions of euros in revenue.

In 2005, in summary it is:

Supermarket Name g9315

Sales area 400 to 2500 m²
Revenue in billions of € 66.1
Average sales area 142
Average number of parking spaces 142
Name means of cash 7
Average number of fuel pumps 4
Market shares in consumption 33.1%
food
Market shares in consumption 4.5%
non-food

9 out of 10 stores have a parking lot

Offer: the 2005 assortments in number of references:

Fresh products 17.5%

Grocery store 42%
Liquids 9.3%
Drugstores, hygiene products 26.5%
Non-food 4.7%
THE HYPERMARKET:

General characteristics:

1990 1995 2000 2004 2005

Name 862 1087 1155 1344 1374
Turnover (M€) 52.6 64.5 82.1 94.7 96,7

In summary, hypermarkets at 1erJanuary 2005:

Total number 1374

Average surface 5741 m²
Average number of parking spaces 989
Average number of boxes 28
Average number of fuel pumps 8
Market shares in the food retailing sector 33.1%
Market share in non-food retail 13.7%

Offer 2004: the average assortments in number of references:

Grocery store 37.1%

Drugstore, hygiene products 29.3%
Liquids 17.5%
Non-food items 7.7%

In 2005, 300,000 people working in hypermarkets (+ 0.41% compared to

2004
89% of employees benefit from a permanent contract.
66% of the workforce works part-time
69% of the workforce is female
56% of the workforce are cashiers and sales employees.
58% of the workforce is in the age group under 35 years old.
Distribution of staff:

Employees, workers 78 %
Master agents 8%
Frames 14 %

Some statistics:

Hypermarkets
Leclerc 408
Carrefour 216
Auchan 124
Giant 110
Cora 57
Hyper U
Roundabout 6

Supermarkets
Intermarché 1660
Champion 1047
Super U 574
Casino 402
Attack 332
Monoprix 212
Match 147
Leclerc 100
Prisunic 49
Maxicoop 38

Small supermarkets
Shopi 600
Franprix 448
The large international groups:

Rank 2000 Rank 2001 Rank 2002 Group Country CA Part

millions food in
of USD %
1 1 1 Wal-mart States 244 524 40
2 2 2 Carrefour France 64 774 70
5 3 3 Ahold 59 267 84
3 4 4 Kroger All 51 760

French groups established abroad:

Auchan 46 hypermarkets in Spain

123 supermarkets in Spain
Hungary 10 hyper
Italy 42 hyper, 218 integrated supermarkets, 542 franchised supermarkets and 732 supermarkets
partners
Luxembourg 1 hypermarket
Poland 19 hypermarkets and 14 supermarkets
Portugal 17 hypermarkets
Russia 7 hyper, in China 13 hyper
Taiwan 19 hyper Auchan
Morocco 12 hyper and 20 supers.

Carrefour Belgium 56 hypermarkets and 277 supermarkets

Spain 146 hyper and 81 super
Greece 21 hyper and 154 super
Italy 53 hypermarkets and 457 supermarkets
Poland 32 hyper and 74 super
Portugal 8 hyper, Roumanie 6 hyper
Slovakia 4 hyper
Switzerland 12 hyper
Turkey 13 hyper and 88 super
Argentine 28 hyper and 114 super
Brazil 136 hyper
Colombia 23 hyper
China 79 hyper
Korea 31 hyper
Indonesia 24 hyper
Saudi Arabia 1 hyper

Casino 19 hyper in Poland

13 hyper in Argentina
Brazil 80 hyper, 168 supermarkets sugar loaf
Colombia, 32 hyper
United States 183 supermarkets 'smart and final US'
Mexico 13 super casinos under the brand 'smart and final US'
Uruguay 1 hyper
Venezuela 6 hyper
Sales without a store:

 personal direct sales

Home selling:

1898, Quillet starts home sales of encyclopedias

In 1901, the Singer company used door-to-door sales to sell its sewing machines.
In 1901, the Electrolux company sold its household products at home.
The 60s, the company Avon, Tupperware, Starrhome, of American origins

Home selling techniques:

The sale through private meetings, representatives of a company will encourage the organization
from a meeting at the home of a hostess, who invites their friends, neighbors...
There is a network of dealers
More than a million meetings each year

The conventional network sales, with an exclusive representative, has a national sales director.
We have regional directors, departmental directors, and area managers.
Sales by delegate/ delegation, mainly used for products whose cost of
the production/ cost price is low (cosmetics and cleaning products), we use
so people who work part-time or occasionally (women who sell to
their relatives, areas close to their homes

Critiques:

Home selling does not comply with the competition law of commerce, it is a method of
aggressive selling, some salespeople present themselves to customers as pollsters
of opinions, there is often a promise of gifts, influence on the guest's decision by
the influence of the group.
Examen ; 2 thèmes au choix, maximum 1,5 copie double
The themes are the main chapters... under main chapters

III- 4. The major changes in distribution from 1850 to the present day