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In recent years, online retailers (also called e-tailers) have started allowing manufacturers direct access to their customers while charging a fee for providing this access, a format commonly referred to as agency selling. In this paper, we use a stylized theoretical model to answer a key question that e-tailers are facing: When should they use an agency selling format instead of using the more conventional reselling format? We find that agency selling is more efficient than reselling and leads to lower retail prices; however, the e-tailers end up giving control over retail prices to the manufacturer. Therefore, the reaction by the manufacturer, who makes electronic channel pricing decisions based on their impact on demand in the traditional channel (brick-and-mortar retailing), is an important factor for e-tailers to consider. We find that when sales in the electronic channel lead to a negative effect on demand in the traditional channel, e-tailers prefer agency selling, whereas when sales in the electronic channel lead to substantial stimulation of demand in the traditional channel, e-tailers prefer reselling. This preference is mediated by competition between e-tailers—as competition between them increases, e-tailers prefer to use agency selling. We also find that when e-tailers benefit from positive externalities from the sales of the focal product (such as additional profits from sales of associated products), retail prices may be lower under reselling than under agency selling, and the e-tailers prefer reselling under some conditions for which they would prefer agency selling without the positive externalities. This paper was accepted by Chris Forman, information systems.

This paper studies information sharing in a distribution channel where the manufacturer possesses better demand-forecast information than the downstream retailer. We examine three information-sharing formats: no information sharing (i.e., the manufacturer ex ante commits to not sharing its forecast), voluntary information sharing (i.e., the manufacturer makes the sharing decision ex post after receiving the forecast), and mandatory information sharing (i.e., the manufacturer is mandated to share its forecast). We characterize the equilibrium outcomes under the three sharing formats and investigate the firms’ preferences regarding these formats. It is shown that when the retailer is risk-neutral, both firms are indifferent between voluntary and mandatory sharing. Among the three formats, ex ante, the retailer prefers the no-sharing format whereas the manufacturer prefers the mandatory-sharing format. In addition, we find that a more accurate forecast benefits both firms under voluntary- and mandatory-sharing formats, but may hurt both firms under the no-sharing format. Finally, we show that risk aversion plays a critical role in the firms’ sharing decisions and the impact of forecast accuracy. Specifically, when the retailer is risk-averse, the manufacturer may prefer the no-sharing format over the voluntary-sharing format, and improving forecast accuracy may hurt both firms even under voluntary sharing.

[Display omitted] •Investigate the interactions between quality advertising and market research tactics.•Explain the variation in arrangements for product-consumer related information transmission.•The retailer prefers to postpone the market research decision after manufacturer's movement.•Either information decision sequence could become manufacturer's preferred scenario. Two-way asymmetric information frequently hampers performances of manufacturer-retailer distribution channel members. Typically, the manufacturer is better informed about the quality of his product than the retailer while the latter knows more about her consumers’ preference for product quality than the manufacturer. Bridging these information gaps can enable more profitable channel (wholesale and retail) pricing decisions. Specifically, once the manufacturer knows his product quality, he can at some cost advertise it to the downstream retailer and her consumers. Similarly, the retailer can decide to conduct market research at some cost to more precisely determine her consumers’ preference for product quality and share her finding with the manufacturer. In this paper, the authors examine the strategic impacts of two alternative timings of these information gap-filling decisions: In the “Upfront Market Research” (UMR) scenario, the retailer moves first with her market research decision and then the manufacturer makes his product quality advertising decision. Alternatively, in the “Upfront Quality Advertising” (UQA) scenario, the manufacturer first decides about product quality advertising and then the retailer proceeds with her market research decision. This paper analytically investigates and compares the strategic impacts of the UMR and UQA scenarios on the firms’ equilibrium information strategies and payoffs in a two-way asymmetric information setting for the first time. The authors find that the retailer is always better off in the UQA than the UMR scenario while the manufacturer can find either UMR or UQA decision sequence more beneficial depending on the relative costs of market research and product quality advertising. The analyses offer new insights and guidelines for more efficient and profitable information acquisition and coordination in bilateral manufacturer-retailer channels.

This paper shows that the effect of different distribution channel structures on product quality depends on the type of consumer heterogeneity and its distribution in a market. When consumer heterogeneity is uniformly distributed either vertically on willingness to pay or horizontally on transaction costs, a manufacturer may provide the same or lower product quality in a decentralized channel than in a centralized channel. In contrast, when consumer heterogeneity follows a more general distribution on willingness to pay, under certain conditions, the manufacturer may provide higher product quality in a decentralized channel than in a centralized channel. Decentralization also may lead to a higher product quality if consumer heterogeneity is uniformly distributed both vertically and horizontally, but not if consumer heterogeneity is uniformly distributed vertically on each of two product-quality attributes. Additionally, competition at the retail level may amplify these findings. This paper was accepted by J. Miguel Villas-Boas, marketing.

PurposeThe successive waves of the Covid-19 SARS-II pandemic and the attendant lockdown imposed by the governments worldwide drove the economic activities to a halt. Offices and factories closed, production of goods and services declined and supply chains got severely disrupted. Many companies were embattled with the grim reality of shrinkage of aggregate demand, first due to supply shock and later due to loss of jobs and wages. Amidst all this, the handling and shipping of commodities became extremely complex. As the pandemic shifted consumer preference in favour of digital platforms, more and more fast-moving consumer goods (FMCG) companies were confronted with multiple strategies and choices of an appropriate distribution channel to ensure smooth delivery of raw materials and products. The present study aims to study this shift and its implications in the Indian context.Design/methodology/approachA mix-method approach, integrating quantitative and qualitative analysis, is employed to investigate the factors influencing the selection of distribution channels amongst general trade, modern trade, e-commerce and hyperlocal for FMCG companies in India. The first phase of the study uses exploratory factor analysis (EFA), followed by the application of analytical hierarchy process (AHP) approach in a fuzzy environment to realise the priority weights and ranking of the identified factors. Finally, sensitivity analysis is performed to confirm the robustness of the fuzzy analytical hierarchy process (FAHP) outcomes.FindingsThe study revealed that modern trade has emerged as the most favoured channel in the post-pandemic Indian economy. It has the potential to disrupt general trade. The study also revealed that the hyperlocal delivery model is not economically viable, and the partnership of FMCG companies with these applications is at best a short-term solution. However, it must be submitted that due to its sheer capability to ensure quick deliveries within a confined geographic area, hyperlocal delivery will gain momentum with the advancement of technology.Originality/valueThis study can be seen as the first attempt to investigate the issues related to the selection of the distribution channels in the FMCG sector of India using multi-criteria decision-making technique (MCDM).

The surge of e-commerce has revolutionized distribution channels, escalating from simple single-channel frameworks to complex multi-channel and omni-channel networks. In particular developments in information technology and rising customer expectations have popularized the transition from multi- to omni-channel distribution, where the classic brick-and-mortar stores can also be part of the omni-channel distribution strategy. This evolution poses intricate challenges for manufacturers, especially in the integration and optimization of these channels. Thus, there is a strong need for an in-depth analysis of how manufacturers navigate the transition across diverse distribution channels to meet the varying needs of different customer segments. To this end, we investigate single-, multi-, and omni-channel distribution strategies for the case of a manufacturer selling both standard and customized products to different customer segments with varying preferences. A central contribution of this research is the creation of an integrated optimization model that resolves a location-routing problem, designing a complex and realistic supply chain configuration suitable for an omni-channel distribution system. This model strategically serves to fragmented customer demands through multiple shopping and delivery options. The outcomes of our study indicate that an omni-channel distribution system is a viable approach, capable of serving more customer segments while simultaneously minimizing logistics costs. In addition, we offer a detailed analysis of the cost implications of in-store pickup versus home-delivery options, providing a comprehensive evaluation of their respective impacts on total logistics costs and customer responsiveness.

This paper explores how AI drives GCC sector retail towards the fulfillment of the UN SDGs. Analyzing a survey conducted on 410 retail executives, using PLS-SEM, this study underlines the role of AI in promoting operational efficiency, waste reduction, and consumer engagement with greener products. Key highlights include that AI-enabled marketing strategies improve the adoption of sustainable practices among consumers; AI-powered smart distribution channels enhance supply chain efficiency, reduce carbon emissions, and optimize logistics. For a retailer, practical applications of AI include the use of AI in demand forecasting to potentially reduce waste, personalized marketing to efficiently promote sustainable products, and deploying smart systems that reduce energy consumption. While these benefits are real, data privacy and algorithmic bias remain valid concerns, thus underlining the need for ethics and transparency in the practice of AI. The following study provides actionable insights for GCC retailers on how to align AI adoption with sustainability goals, fostering competitive advantages and environmental responsibility.

Although collaborative business arrangements based on relationship marketing have become ubiquitous over the past decades, research studies of relationship value in international marketing channels are scarce. Drawing on the relational view of competitive advantage, this study investigates the drivers of relationship value in exporter-importer relationships and its impact on customer loyalty. The study findings reveal that relationship-specific investments, knowledge sharing, complementary capabilities, and relational norms are powerful contributors of importer-perceived value in an overseas supplier relationship. Importantly, exporter cultural sensitivity weakens the negative effect of psychic distance on relationship value; when cultural sensitivity is low, psychic distance takes on greater importance in attenuating relationship value, whereas when cultural sensitivity is high, psychic distance has no discernible effect. In addition, the results demonstrate that relationship value results in insensitivity to competitive offerings and future purchase expansion. The article concludes with a discussion of implications for international marketing theory and practice.

The selection of the appropriate distribution channel is crucial for the success of any business dealing with physical goods. When dealing with this selection, it is crucial to have an effective decision support system (DSS) that can assist with such decisions. While various DSS approaches exist in the literature, not all are suitable for real-world applications. This research aims to address this gap by developing practical DSS tools that can aid decision-makers in making optimal decisions even in situations of uncertainty. The paper explores six different distribution channels (retailer’s warehouse, wholesaler’s warehouse, manufacturer’s warehouse, cross-dock, 3PL services, and direct delivery) in order to select the optimal one based on nine established criteria (inventory costs, distribution costs, delivery speed, service level, market coverage, product availability, order consolidation capability, reverse logistics, and order tracking) by using the FUCOM (Full Consistency Method) and ADAM (Axial-Distance-Based Aggregated Measurement) methods. After applying the FUCOM method, C1 (inventory costs) had the highest value when observing criteria weights, whereas C9 (order tracking) had the lowest. The results of the ADAM method showed that A5 (3PL services) was the best-ranked alternative, whereas A4 (cross-dock) was ranked as the worst. Based on the results, a model validation, and sensitivity analysis was conducted to determine whether the final ranking of the alternatives will change. This research provides decision makers with the necessary tools for better decision making, leading to improved distribution operations and increased profitability for the business.

Purpose The purpose of this study is to analyze the problem of optimal product line design in marketing channels where consumers are heterogeneous in both horizontal and vertical dimensions. Design/methodology/approach This paper develops a model to evaluate when it is preferable for a firm to extend the product line in a vertical or horizontal direction. Consumers are modeled as being vertically heterogeneous with respect to their valuation of quality and horizontally heterogeneous with respect to their preference on the esthetic component of the product. These model characteristics allow us to consider a broader set of product line extension strategies. By considering both a vertically integrated channel and a decentralized channel, this study investigates how channel structure influences optimal product line design. The problem with supplemental numerical analyses is mathematically analyzed. Findings The analysis shows that a horizontal product line extension strategy that offers the customized product can be used as an alternative to a vertical product line extension strategy. If the fixed cost is not too high, offering the customized product with low quality may be preferred to the quality-based segmentation strategy. Furthermore, the analysis shows that the channel structure is influential as the preference for the horizontal product line extension strategy is more pronounced in the decentralized channel than in the centralized channel. Research limitations/implications The analysis presented in this paper is limited by the consideration of full market coverage. Further research is needed to see how the results can be generalized to the case with partial market coverage. Practical implications The analysis suggests that a firm may consider product customization as part of its product line strategy. Information regarding market characteristics and channel structure is important when deciding on the optimal product line design. Originality/value The model reflects a more realistic marketing strategy and channel structure than previous studies that typically consider product line extension in only one direction and focus on the centralized distribution channel. Combining the standard product line extension and customization strategies also represents an important contribution to the literature. These extensions produce interesting new results and insights into a firm’s optimal product line design strategy.