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Focusing on the challenges of managing multiple channels of distribution in an evolving marketplace--rather than the process of designing a distribution channel from scratch--it leans more heavily on metrics and tools and incorporates perspectives from academic research, as well as in-depth case studies from marketing and general management practice.
* Introduces an organizing framework of pull and push marketing for how suppliers work together with their channel partners.
* Integrates across physical and digital, independent and company-owned, routes to market.
* Maps the functions of traditional and newer intermediaries in the channel ecosystem and identifies the root causes of conflict between them.
* Provides tools and frameworks for how much distribution coverage is required and where.
* Shows how product line, pricing, trade promotions, and other channel incentives can help to coordinate multiple channels and manage conflict.
* Illustrates how push and pull metrics can be combined into valuable dashboards for identifying positive feedback opportunities and sustaining the channel partnership.
With the help of Getting Multi-Channel Distribution Right you'll discover how to successfully develop, execute, and adapt distribution strategy to the evolving marketplace.
Focusing on the challenges of managing multiple channels of distribution in an evolving marketplace--rather than the process of designing a distribution channel from scratch--it leans more heavily on metrics and tools and incorporates perspectives from academic research, as well as in-depth case studies from marketing and general management practice.
* Introduces an organizing framework of pull and push marketing for how suppliers work together with their channel partners.
* Integrates across physical and digital, independent and company-owned, routes to market.
* Maps the functions of traditional and newer intermediaries in the channel ecosystem and identifies the root causes of conflict between them.
* Provides tools and frameworks for how much distribution coverage is required and where.
* Shows how product line, pricing, trade promotions, and other channel incentives can help to coordinate multiple channels and manage conflict.
* Illustrates how push and pull metrics can be combined into valuable dashboards for identifying positive feedback opportunities and sustaining the channel partnership.
With the help of Getting Multi-Channel Distribution Right you'll discover how to successfully develop, execute, and adapt distribution strategy to the evolving marketplace.
KUSUM L. AILAWADI is Charles Jordan Professor of Marketing at the Tuck School of Business at Dartmouth. Her research focuses on the interaction, distribution of power, and performance of manufacturers and their distribution channel partners. She has published extensively in the top marketing journals, and several of her articles have been honored for best contributions to marketing theory, practice, and academic-practitioner collaboration, and for long-term impact. She is an Associate Editor for the Journal of Marketing, Journal of Marketing Research, and Marketing Science. She is also an Academic Trustee of the Marketing Science Institute and President-Elect of the INFORMS Society for Marketing Science.
PAUL W. FARRIS is Emeritus Landmark Professor of Marketing at the Darden School of Business, University of Virginia. Over his career he has worked in marketing for UNILEVER and was a director on boards for six companies including retailers, manufacturers, and distributors. He has consulted for Apple, Best Buy, Google, Kroger, and Procter & Gamble among other companies. His authored or co-authored books and articles include award-winning research on distribution channels, marketing metrics, retail power, marketing strategy, and budgeting. He has served on several editorial boards for marketing journals and as an Academic Trustee of the Marketing Science Institute.
About the Authors xxi
Acknowledgments xxiii
Preface xxv
Chapter 1 Distribution Channels Today 1
1.1 Introduction 1
1.2 What is New: Radical Changes in the Navigation of Distribution Channels 4
1.2.1 Changing Business Models 5
1.2.2 Omni-Channel Retailing 6
1.2.3 Data 7
1.2.4 Regulation 9
1.3 The Road Ahead 10
Part I The Bedrock of Channel Functions, Power, and Conflict 13
Chapter 2 Push, Pull, and Total Channel Performance 15
2.1 Introduction 15
2.2 An Organizing Framework Illustrated with Natura's Distribution Channel 16
2.2.1 Push 16
2.2.2 Pull 17
2.2.3 Supplier Inputs, Downstream Effects, and Channel Performance 17
2.3 Push-Pull Inputs and Downstream Effects in PepsiCo's Channel 20
2.4 Push and Pull for Services and Digital Channels 21
2.5 Beneficial and Harmful Feedback Loops in the Push-Pull System 23
2.6 Conclusion 26
Chapter 3 Root Causes of Channel Conflict 29
3.1 Introduction 29
3.1.1 Examples of Channel Conflict 31
3.1.2 Myopia and Four Root Causes of Conflict that Strain the Partnership 32
3.2 Uncoordinated Pricing and Selling Effort 33
3.2.1 Double, Triple, and Quadruple Marginalization 33
3.2.2 Loss Leaders Have Their Own Problems 37
3.3 Over- and Under-Distribution 40
3.3.1 Under-Distribution 40
3.3.2 Over-Distribution 42
3.3.3 Competing with Your Customers 44
3.3.4 Unauthorized Distribution 45
3.4 Division of Work and Pay: Who Sold That? 46
3.4.1 The Case of Leather Italia: Functions Performed and Margin Earned 46
3.4.2 Free Riding on Showrooms, Webrooms, and Billboards 49
3.5 Adapting to Change: Where Does the Future Lie? 51
3.6 Conclusion 52
Chapter 4 Middlemen in Today's Channel Ecosystem and Their Functions 57
4.1 Introduction 57
4.2 Brick-and-Mortar Intermediaries 60
4.3 New Digital Intermediaries 64
4.4 Support Service Providers 67
4.5 What's Different about Today's Channel Functions 69
4.5.1 The Critical Nature of Delivery and Returns 69
4.5.2 Increasingly Targeted Selling and Peer Persuasion 71
4.5.3 Location Means More, Not Less 72
4.5.4 Agglomeration is Alive and Well 74
4.6 Conclusion 74
Chapter 5 The Sources and Indicators of Power in the Channel 79
5.1 Introduction 79
5.2 Power in the Channel and Its Sources 81
5.2.1 How Social Psychologists and Economists Think about Power 81
5.2.2 Sources of Power in the Distribution Channel 83
5.3 Consumer Search Loyalty: The Ultimate Source of Power 85
5.3.1 Loyalty to the Brand or to the Channel? 86
5.3.2 Search Loyalty: Hard to Get, Harder to Measure in the Physical World 87
5.3.3 Fake It Till You Make It? 89
5.3.4 is Loyalty a Dinosaur in the Digital World? 89
5.4 Economic Indicators of Power 91
5.4.1 Monopoly Power: The Lerner Index and Price Elasticity 91
5.4.2 Manufacturer versus Retailer Price Elasticity and How It Can Distort Power Assessment 93
5.4.3 Profitability as a Sign of Power 94
5.5 Conclusion 96
Chapter 6 Using Power Without Using It Up 99
6.1 Introduction 99
6.2 Applying Power in Channel Relationships 100
6.3 Investments and Safeguards: Efficient Partnership or Power Struggle? 103
6.3.1 Make Partner-Specific Investments with Open Eyes 103
6.3.2 Safeguards Protect Each Party's Interests 104
6.3.3 Safeguards Can Outlive Their Usefulness 105
6.3.4 How Automobile Dealer Safeguards Came to Be 106
6.4 The Challenge of Preserving Power 107
6.4.1 Using Up Power: The "Objectification" of Leather Italia USA 108
6.4.2 Pushing Power Too Far or Giving It Up: Retailers and Their Private Labels 110
6.4.3 Should National Brand Manufacturers Produce Private Labels? 111
6.5 Vertical Restraints: Welfare Enhancing or Anticompetitive? 112
6.6 Conclusion 116
Part II Metrics, Tools, and Frameworks for Getting the Right Distribution 121
Chapter 7 Metrics for Intensity and Depth of Distribution Coverage 123
7.1 Introduction 123
7.2 A Framework for Measuring Distribution and Matching It to Demand 124
7.3 Measuring Stocking Outlet Findability: Metrics for Intensity of Distribution Coverage 127
7.3.1 Importance of Outlets Can Be Measured by Their ACV, PCV, and GMV 128
7.3.2 Traffic and Search are Important, Perhaps Even More Than Sales Volume 131
7.3.3 Online or Offline, Stocking Outlets Have to Be Findable 133
7.3.4 The Double-Edged Sword of Increasing Importance of a Channel Member 136
7.3.5 Integrate Metrics Across Offline and Online Channels 137
7.4 Metrics for Distribution Depth 138
7.4.1 Total Distribution Provides More Information Than Brand Distribution 139
7.4.2 Aggregate Other Depth Metrics Only Across Stocking Outlets 140
7.4.3 Getting the Data to Monitor These Metrics 141
7.5 Conclusion 142
Appendix: An Example to Calculate Basic Distribution Metrics 143
Chapter 8 What are You Managing Towards? 147
8.1 Introduction 147
8.2 A Hierarchy of Performance Metrics 149
8.2.1 Compliance Metrics Can Catch Problems Early 150
8.2.2 Cross- and Omni-Channel Metrics are Increasing in Importance 152
8.2.3 Both Parties Care about Sales, Share, and Sales Velocity but in Slightly Different Forms 154
8.2.4 Gross and Net Margins, Category, and Customer Profitability 156
8.3 Conclusion 160
Chapter 9 The Challenge of Optimizing Distribution Breadth 163
9.1 Introduction 163
9.2 Classic Categorizations of Products and Distribution Coverage 165
9.3 Consumer Search Loyalty and Distribution Elasticity 167
9.3.1 How Consumer Search Loyalty Reduces Distribution Elasticity 169
9.3.2 Empirical Evidence of Distribution 170
9.3.3 Feedback Effects and Longer-Term Distribution Elasticity 172
9.4 The Difficulties of Optimizing Distribution Coverage 172
9.4.1 The Complexity of Distribution Costs 173
9.4.2 Discontinuities Arising from Retail Structure 175
9.4.3 Distribution is Not under the Complete Control of the Supplier 175
9.5 Conclusion 176
Chapter 10 Using Velocity Graphs to Guide Sustainable Distribution Coverage 179
10.1 Introduction 179
10.2 The Concept of a Velocity Graph 180
10.2.1 Sustainable Positions Likely Lie Close to the Velocity Graph 181
10.2.2 Special Logistics Can Allow a Brand to Persist "Off" the Graph 182
10.2.3 Three Main Variants of Velocity Graphs 182
10.3 Insights from Velocity Graphs: An Illustration with Laundry Detergents 183
10.3.1 Brand Distribution Velocity Graphs 183
10.3.2 Total Distribution Velocity Graphs 186
10.4 Velocity Graphs, State Franchise Laws, and Overdistribution of U.S. Auto Makers 188
Chapter 11 Augmenting the Distribution Mix: Digital Channels and Own Bricks and Clicks 193
11.1 Introduction 193
11.2 A Variety of Own-Stores to Augment Distribution by Independent Resellers 194
11.2.1 Store-Within-a-Store to Improve Distribution Depth 194
11.2.2 Flagship Stores and Outlets Stores are at Two Extremes of the Branding Spectrum 196
11.2.3 Look Before You Leap with Regular Physical and Web Stores 198
11.2.4 Showrooms are a Little Like Flagship Stores 200
11.3 The Inevitability and Challenge of Online Distribution 201
11.3.1 Whether to Be Online is No Longer Debatable 201
11.3.2 Coverage Versus Control is a Steeper Trade-off Online 202
11.3.3 How Viable is the Online Channel's Revenue and Profit Model? 205
11.4 Be Clear about "Why" to Decide "How" to Distribute Online 205
11.4.1 Which Segments are You Trying to Reach and Why Do They Go Online? 206
11.4.2 Own Website is Usually Not Enough and Omni-Channel Retailers Will Expect to Sell Online 208
11.4.3 Think Hard About the Functions That Pure Play Web Intermediaries Perform 209
11.4.4 Whether and How to Do Business with Tech Behemoths is a Strategic Question All Its Own 209
Chapter 12 Is Three Cases on Online Distribution 215
12.1 Introduction 215
12.2 The Saga of Brooks Running and [...] 215
12.2.1 What Do Segments of Runners Search for Online and Where? 216
12.2.2 Coverage without Sacrificing Control 218
12.3 Aggregation: Work Worth the Pay in the Online Travel Channel? 220
12.3.1 Why Online Travel Intermediaries Thrive 221
12.3.2 Power from Consolidation and Pull Marketing 223
12.3.3 Limits to Power from Regulation and Competition 224
12.3.4 What is Sustainable? 228
12.4 Building a Viable Revenue Model Online: News, Music, and TV 229
12.4.1 Online Erosion of a Two-Sided Platform's Business Model 230
12.4.2 Music and Pay-TV Tread More Carefully 231
12.5 Conclusion 235
Part III Aligning the Marketing Mix to Manage Distribution 239
Chapter 13 Using the Product Line to Manage Multiple Channels 241
13.1 Introduction 241
13.2 Channel-Motivated Expansion of SKUs, Brands, and Categories 243
13.3 Portfolios of SKUs for a Portfolio of Channels 245
13.3.1 Product Line Length is Tied to Marketing and Distribution Structure 245
13.3.2 Product Line Guidance from Total Distribution and SKU Distribution Velocity Graphs 246
13.3.3 Use the Opportunity to Be a "Category Captain" Judiciously 248
13.3.4 Be Clear About Why and How SKUs are Aligned with Channels 250
...| Erscheinungsjahr: | 2020 |
|---|---|
| Fachbereich: | Management |
| Genre: | Importe, Wirtschaft |
| Rubrik: | Recht & Wirtschaft |
| Medium: | Buch |
| Inhalt: | 384 S. |
| ISBN-13: | 9781119632887 |
| ISBN-10: | 1119632889 |
| Sprache: | Englisch |
| Einband: | Gebunden |
| Autor: |
Ailawadi, Kusum L
Farris, Paul W |
| Hersteller: | Wiley |
| Maße: | 234 x 157 x 33 mm |
| Von/Mit: | Kusum L Ailawadi (u. a.) |
| Erscheinungsdatum: | 14.04.2020 |
| Gewicht: | 0,608 kg |
KUSUM L. AILAWADI is Charles Jordan Professor of Marketing at the Tuck School of Business at Dartmouth. Her research focuses on the interaction, distribution of power, and performance of manufacturers and their distribution channel partners. She has published extensively in the top marketing journals, and several of her articles have been honored for best contributions to marketing theory, practice, and academic-practitioner collaboration, and for long-term impact. She is an Associate Editor for the Journal of Marketing, Journal of Marketing Research, and Marketing Science. She is also an Academic Trustee of the Marketing Science Institute and President-Elect of the INFORMS Society for Marketing Science.
PAUL W. FARRIS is Emeritus Landmark Professor of Marketing at the Darden School of Business, University of Virginia. Over his career he has worked in marketing for UNILEVER and was a director on boards for six companies including retailers, manufacturers, and distributors. He has consulted for Apple, Best Buy, Google, Kroger, and Procter & Gamble among other companies. His authored or co-authored books and articles include award-winning research on distribution channels, marketing metrics, retail power, marketing strategy, and budgeting. He has served on several editorial boards for marketing journals and as an Academic Trustee of the Marketing Science Institute.
About the Authors xxi
Acknowledgments xxiii
Preface xxv
Chapter 1 Distribution Channels Today 1
1.1 Introduction 1
1.2 What is New: Radical Changes in the Navigation of Distribution Channels 4
1.2.1 Changing Business Models 5
1.2.2 Omni-Channel Retailing 6
1.2.3 Data 7
1.2.4 Regulation 9
1.3 The Road Ahead 10
Part I The Bedrock of Channel Functions, Power, and Conflict 13
Chapter 2 Push, Pull, and Total Channel Performance 15
2.1 Introduction 15
2.2 An Organizing Framework Illustrated with Natura's Distribution Channel 16
2.2.1 Push 16
2.2.2 Pull 17
2.2.3 Supplier Inputs, Downstream Effects, and Channel Performance 17
2.3 Push-Pull Inputs and Downstream Effects in PepsiCo's Channel 20
2.4 Push and Pull for Services and Digital Channels 21
2.5 Beneficial and Harmful Feedback Loops in the Push-Pull System 23
2.6 Conclusion 26
Chapter 3 Root Causes of Channel Conflict 29
3.1 Introduction 29
3.1.1 Examples of Channel Conflict 31
3.1.2 Myopia and Four Root Causes of Conflict that Strain the Partnership 32
3.2 Uncoordinated Pricing and Selling Effort 33
3.2.1 Double, Triple, and Quadruple Marginalization 33
3.2.2 Loss Leaders Have Their Own Problems 37
3.3 Over- and Under-Distribution 40
3.3.1 Under-Distribution 40
3.3.2 Over-Distribution 42
3.3.3 Competing with Your Customers 44
3.3.4 Unauthorized Distribution 45
3.4 Division of Work and Pay: Who Sold That? 46
3.4.1 The Case of Leather Italia: Functions Performed and Margin Earned 46
3.4.2 Free Riding on Showrooms, Webrooms, and Billboards 49
3.5 Adapting to Change: Where Does the Future Lie? 51
3.6 Conclusion 52
Chapter 4 Middlemen in Today's Channel Ecosystem and Their Functions 57
4.1 Introduction 57
4.2 Brick-and-Mortar Intermediaries 60
4.3 New Digital Intermediaries 64
4.4 Support Service Providers 67
4.5 What's Different about Today's Channel Functions 69
4.5.1 The Critical Nature of Delivery and Returns 69
4.5.2 Increasingly Targeted Selling and Peer Persuasion 71
4.5.3 Location Means More, Not Less 72
4.5.4 Agglomeration is Alive and Well 74
4.6 Conclusion 74
Chapter 5 The Sources and Indicators of Power in the Channel 79
5.1 Introduction 79
5.2 Power in the Channel and Its Sources 81
5.2.1 How Social Psychologists and Economists Think about Power 81
5.2.2 Sources of Power in the Distribution Channel 83
5.3 Consumer Search Loyalty: The Ultimate Source of Power 85
5.3.1 Loyalty to the Brand or to the Channel? 86
5.3.2 Search Loyalty: Hard to Get, Harder to Measure in the Physical World 87
5.3.3 Fake It Till You Make It? 89
5.3.4 is Loyalty a Dinosaur in the Digital World? 89
5.4 Economic Indicators of Power 91
5.4.1 Monopoly Power: The Lerner Index and Price Elasticity 91
5.4.2 Manufacturer versus Retailer Price Elasticity and How It Can Distort Power Assessment 93
5.4.3 Profitability as a Sign of Power 94
5.5 Conclusion 96
Chapter 6 Using Power Without Using It Up 99
6.1 Introduction 99
6.2 Applying Power in Channel Relationships 100
6.3 Investments and Safeguards: Efficient Partnership or Power Struggle? 103
6.3.1 Make Partner-Specific Investments with Open Eyes 103
6.3.2 Safeguards Protect Each Party's Interests 104
6.3.3 Safeguards Can Outlive Their Usefulness 105
6.3.4 How Automobile Dealer Safeguards Came to Be 106
6.4 The Challenge of Preserving Power 107
6.4.1 Using Up Power: The "Objectification" of Leather Italia USA 108
6.4.2 Pushing Power Too Far or Giving It Up: Retailers and Their Private Labels 110
6.4.3 Should National Brand Manufacturers Produce Private Labels? 111
6.5 Vertical Restraints: Welfare Enhancing or Anticompetitive? 112
6.6 Conclusion 116
Part II Metrics, Tools, and Frameworks for Getting the Right Distribution 121
Chapter 7 Metrics for Intensity and Depth of Distribution Coverage 123
7.1 Introduction 123
7.2 A Framework for Measuring Distribution and Matching It to Demand 124
7.3 Measuring Stocking Outlet Findability: Metrics for Intensity of Distribution Coverage 127
7.3.1 Importance of Outlets Can Be Measured by Their ACV, PCV, and GMV 128
7.3.2 Traffic and Search are Important, Perhaps Even More Than Sales Volume 131
7.3.3 Online or Offline, Stocking Outlets Have to Be Findable 133
7.3.4 The Double-Edged Sword of Increasing Importance of a Channel Member 136
7.3.5 Integrate Metrics Across Offline and Online Channels 137
7.4 Metrics for Distribution Depth 138
7.4.1 Total Distribution Provides More Information Than Brand Distribution 139
7.4.2 Aggregate Other Depth Metrics Only Across Stocking Outlets 140
7.4.3 Getting the Data to Monitor These Metrics 141
7.5 Conclusion 142
Appendix: An Example to Calculate Basic Distribution Metrics 143
Chapter 8 What are You Managing Towards? 147
8.1 Introduction 147
8.2 A Hierarchy of Performance Metrics 149
8.2.1 Compliance Metrics Can Catch Problems Early 150
8.2.2 Cross- and Omni-Channel Metrics are Increasing in Importance 152
8.2.3 Both Parties Care about Sales, Share, and Sales Velocity but in Slightly Different Forms 154
8.2.4 Gross and Net Margins, Category, and Customer Profitability 156
8.3 Conclusion 160
Chapter 9 The Challenge of Optimizing Distribution Breadth 163
9.1 Introduction 163
9.2 Classic Categorizations of Products and Distribution Coverage 165
9.3 Consumer Search Loyalty and Distribution Elasticity 167
9.3.1 How Consumer Search Loyalty Reduces Distribution Elasticity 169
9.3.2 Empirical Evidence of Distribution 170
9.3.3 Feedback Effects and Longer-Term Distribution Elasticity 172
9.4 The Difficulties of Optimizing Distribution Coverage 172
9.4.1 The Complexity of Distribution Costs 173
9.4.2 Discontinuities Arising from Retail Structure 175
9.4.3 Distribution is Not under the Complete Control of the Supplier 175
9.5 Conclusion 176
Chapter 10 Using Velocity Graphs to Guide Sustainable Distribution Coverage 179
10.1 Introduction 179
10.2 The Concept of a Velocity Graph 180
10.2.1 Sustainable Positions Likely Lie Close to the Velocity Graph 181
10.2.2 Special Logistics Can Allow a Brand to Persist "Off" the Graph 182
10.2.3 Three Main Variants of Velocity Graphs 182
10.3 Insights from Velocity Graphs: An Illustration with Laundry Detergents 183
10.3.1 Brand Distribution Velocity Graphs 183
10.3.2 Total Distribution Velocity Graphs 186
10.4 Velocity Graphs, State Franchise Laws, and Overdistribution of U.S. Auto Makers 188
Chapter 11 Augmenting the Distribution Mix: Digital Channels and Own Bricks and Clicks 193
11.1 Introduction 193
11.2 A Variety of Own-Stores to Augment Distribution by Independent Resellers 194
11.2.1 Store-Within-a-Store to Improve Distribution Depth 194
11.2.2 Flagship Stores and Outlets Stores are at Two Extremes of the Branding Spectrum 196
11.2.3 Look Before You Leap with Regular Physical and Web Stores 198
11.2.4 Showrooms are a Little Like Flagship Stores 200
11.3 The Inevitability and Challenge of Online Distribution 201
11.3.1 Whether to Be Online is No Longer Debatable 201
11.3.2 Coverage Versus Control is a Steeper Trade-off Online 202
11.3.3 How Viable is the Online Channel's Revenue and Profit Model? 205
11.4 Be Clear about "Why" to Decide "How" to Distribute Online 205
11.4.1 Which Segments are You Trying to Reach and Why Do They Go Online? 206
11.4.2 Own Website is Usually Not Enough and Omni-Channel Retailers Will Expect to Sell Online 208
11.4.3 Think Hard About the Functions That Pure Play Web Intermediaries Perform 209
11.4.4 Whether and How to Do Business with Tech Behemoths is a Strategic Question All Its Own 209
Chapter 12 Is Three Cases on Online Distribution 215
12.1 Introduction 215
12.2 The Saga of Brooks Running and [...] 215
12.2.1 What Do Segments of Runners Search for Online and Where? 216
12.2.2 Coverage without Sacrificing Control 218
12.3 Aggregation: Work Worth the Pay in the Online Travel Channel? 220
12.3.1 Why Online Travel Intermediaries Thrive 221
12.3.2 Power from Consolidation and Pull Marketing 223
12.3.3 Limits to Power from Regulation and Competition 224
12.3.4 What is Sustainable? 228
12.4 Building a Viable Revenue Model Online: News, Music, and TV 229
12.4.1 Online Erosion of a Two-Sided Platform's Business Model 230
12.4.2 Music and Pay-TV Tread More Carefully 231
12.5 Conclusion 235
Part III Aligning the Marketing Mix to Manage Distribution 239
Chapter 13 Using the Product Line to Manage Multiple Channels 241
13.1 Introduction 241
13.2 Channel-Motivated Expansion of SKUs, Brands, and Categories 243
13.3 Portfolios of SKUs for a Portfolio of Channels 245
13.3.1 Product Line Length is Tied to Marketing and Distribution Structure 245
13.3.2 Product Line Guidance from Total Distribution and SKU Distribution Velocity Graphs 246
13.3.3 Use the Opportunity to Be a "Category Captain" Judiciously 248
13.3.4 Be Clear About Why and How SKUs are Aligned with Channels 250
...| Erscheinungsjahr: | 2020 |
|---|---|
| Fachbereich: | Management |
| Genre: | Importe, Wirtschaft |
| Rubrik: | Recht & Wirtschaft |
| Medium: | Buch |
| Inhalt: | 384 S. |
| ISBN-13: | 9781119632887 |
| ISBN-10: | 1119632889 |
| Sprache: | Englisch |
| Einband: | Gebunden |
| Autor: |
Ailawadi, Kusum L
Farris, Paul W |
| Hersteller: | Wiley |
| Maße: | 234 x 157 x 33 mm |
| Von/Mit: | Kusum L Ailawadi (u. a.) |
| Erscheinungsdatum: | 14.04.2020 |
| Gewicht: | 0,608 kg |
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