1、4-1,第三章思考題,CR (2004) Prentice Hall, Inc.,Chapter 4,為何市場傾向于FOB目的港定價,4-2,為何市場傾向于FOB目的港定價,Why do marketers tend to prefer FOB destination pricing rather than FOB origin pricing? There are several reasons why marketers like FOB destination pricing. First, it enables a company to expand the geographic ar

2、ea to which its product is sold because distant customers in a region do not pay the full costs of transportation. Second, because each buyer has the same landed cost, it is easier for a company to apply a uniform retail price on a regional or national basis. Third, because the seller controls the l

3、ogistics network, it can function in a manner that is most beneficial to the sellers overall objectives.,4-3,為何市場傾向于FOB目的港定價,為什么營銷人員傾向于更喜歡目的地定價而原產(chǎn)地定價？ 首先，它使一個公司能夠擴(kuò)大其產(chǎn)品的地理區(qū)域，因為遠(yuǎn)距離客戶不支付運(yùn)輸?shù)娜抠M(fèi)用。其次，因為每個買家都有相同的落地成本，對某區(qū)域而言更容易為公司申請一個統(tǒng)一的零售價。第三，因為賣方控制的物流網(wǎng)絡(luò)，它可以以一個最有利的方式，實現(xiàn)賣方的總體目標(biāo)。 2010國際貿(mào)易術(shù)語解釋通則,4-4,抵岸成本指的是（

4、） A通過水陸運(yùn)輸發(fā)運(yùn)的產(chǎn)品 B貨到付款的產(chǎn)品 C預(yù)付費(fèi)的裝運(yùn) D 既包括產(chǎn)品成本又包括運(yùn)輸成本,4-5,Landed costs refer to: a product that is shipped via surface transport a product that is quoted cost on delivery (COD) a prepaid shipment a price that includes both the cost of the product plus transportation to the buyer (d; p. 15),4-6,_是由住在裝運(yùn)點附近

5、的顧客支付超額運(yùn)費(fèi)。 A運(yùn)費(fèi)吸收 B包括運(yùn)費(fèi)的價格 C在售價上加計的假設(shè)運(yùn)費(fèi) D抵岸價格,4-7,_ is the excess freight bill paid by customers who live near the shipping point. freight absorption運(yùn)費(fèi)吸收 delivered price包括運(yùn)費(fèi)的價格 phantom freight在售價上加計的假設(shè)運(yùn)費(fèi) landed price卸岸價格,4-8,(c; p. 15),4-9,在FOB裝運(yùn)港定價中，下面哪一個是錯誤的（） A報價不包括到收貨人的運(yùn)輸 B市場采用全國統(tǒng)一價格 C收貨人必須為采購的產(chǎn)品

6、運(yùn)輸安排 D賣方從每一筆銷售中總接受相同的凈利潤,4-10,In FOB origin pricing, all of the following are true except: prices quoted報價 do not include transportation to the consignee收貨人 marketers can adopt uniform prices on a regional or national basis consignees must arrange for the transportation of the purchased product the

7、seller always receives the same net from each sale (b; p. 15),4-11,_ 指的是在裝運(yùn)時支付費(fèi)用給承運(yùn)人。 A 運(yùn)費(fèi)預(yù)付 B 運(yùn)費(fèi)吸收 C 虛假運(yùn)費(fèi) D FOB船上交貨(離岸價格) origin,4-12,(a; p. 16),4-13,_ refers to a situation where the applicable charges are paid at the time a shipment is tendered to a carrier. freight prepaid freight absorption pha

8、ntom freight FOB船上交貨(離岸價格) origin (a; p. 16),4-14,_ 指的是在交貨時支付運(yùn)費(fèi). A 運(yùn)費(fèi)吸收 B 貨運(yùn)收益率 C 運(yùn)費(fèi)到付 D FOB 目的地,4-15,_ refers to charges being paid at the time of shipment delivery. freight absorption freight yield freight collect FOB destination (c; p. 16),4-16,市場營銷組合的四個基本組成部分包括所有以下情況除外： A 價格 price B 生產(chǎn)production

9、 C 產(chǎn)品product D 地點place,4-17,The four basic components of the marketing mix include all of the following except: price production product place (b; p. 14),4-18,物流供應(yīng)鏈客戶服務(wù)Logistics/Supply Chain Customer Service,物流不再是成本降低的最后領(lǐng)域，它是需求產(chǎn)生的新領(lǐng)域?！癓ogistics is no longer the last frontier of cost reduction, its t

10、he new frontier of demand generation.”,CR (2004) Prentice Hall, Inc.,Chapter 4,4-19,產(chǎn)品計劃三角形 Product in the Planning Triangle,CR (2004) Prentice Hall, Inc.,庫存戰(zhàn)略,預(yù)測,客戶服務(wù)目標(biāo),采購和供應(yīng)時間決策,存儲基礎(chǔ)知識,存儲決策,產(chǎn)品,物流服務(wù),訂單管理和信息系統(tǒng),庫存決策,運(yùn)輸戰(zhàn)略,運(yùn)輸基礎(chǔ)知識,運(yùn)輸決策,選址戰(zhàn)略,選址決策,網(wǎng)絡(luò)規(guī)劃流程,4-20,Customer Service in Planning Triangle,CR (2004

11、) Prentice Hall, Inc.,4-21,客戶服務(wù)的定義Customer Service Defined,客戶服務(wù)被認(rèn)為是企業(yè)使他們的產(chǎn)品差異化，保持顧客忠誠度，增加銷售，提高利潤的手段。它的因素包括產(chǎn)品價格；質(zhì)量，服務(wù)。Customer service is generally presumed to be a means by which companies attempt to differentiate their product, keep customers loyal, increase sales, and improve profits. Its elements

12、 are: Price； Product quality ；Service。,4-22,它是營銷矩陣的組成部分。 營銷組合包括：價格、產(chǎn)品、促銷、實物配送 服務(wù)的重要性： 實物分撥決定價格、產(chǎn)品，促銷的主要因素是服務(wù) 產(chǎn)品的可獲得性和訂單周期時間是實物分撥的決定因素,-,-,-,It is an integral part of the marketing mix of:,-,Price,-,Product,-,Promotion,-,Physical Distribution,Relative importance of service elements,-,Physical distrib

13、ution variables dominate price, product, and,promotional considerations as customer service considerations,-,Product availability,and,order cycle time,are dominant physical,distribution variables,Customer service here,CR (2004) Prentice Hall, Inc.,客戶服務(wù)因素Customer Service Elements,CR (2004) Prentice H

14、all, Inc.,4-4,4-24,常見的客戶投訴的內(nèi)容 Common Customer Service Complaints,CR (2004) Prentice Hall, Inc.,4-25,最重要的客戶服務(wù)的因素 Most Important Customer Service Elements,CR (2004) Prentice Hall, Inc.,及時配送On-time delivery 訂單滿足率Order fill rate 產(chǎn)品條件Product condition 正確的文件Accurate documentation,4-26,訂單周期時間 Order Cycle T

15、ime,CR (2004) Prentice Hall, Inc.,CUSTOMER Retail outlet 客戶零售點,Customer order transmittal客戶訂單傳輸,Transmittal of backorder items缺貨訂單的傳輸,Order delivery送貨,Express order delivery加急送貨,FACTORY Order processing, assembly from stock, or production if no stock訂單處理，從倉庫配貨或在無存貨時生產(chǎn),WAREHOUSE Order processing and

16、assembly 倉庫訂單處理和配貨,Components of a Customer Order Cycle,CR (2004) Prentice Hall, Inc.,4-10,4-28,訂單周期的因素Order cycle elements - 運(yùn)輸時間Transport time - 訂單傳輸時間Order transmittal time -定單處理和配貨時間 Order processing and assembly time - 生產(chǎn)時間Production time - 存貨可得率Stock availability,29,訂單周期時間被表示為雙峰的頻率分布 Order cyc

17、le time is expressed as a bimodal frequency distribution,30,訂單周期的限制因素Constraints on order cycle time - 訂單處理的先后次序Order processing priorities - 訂貨條件Order condition standards (e.g., damage and filling accuracy) - 訂貨的限制條件Order constraint,4-31,物流客戶服務(wù)的重要性 Importance of Logistics Customer Service 當(dāng)用正確的服務(wù)水平

18、滿足客戶需求時，物流能直接增加銷售，市場份額，最終增加利潤。,CR (2004) Prentice Hall, Inc.,4-32,服務(wù)對銷售的影響,-服務(wù)影響5-6%的供應(yīng)商的銷售差距 Service differences have been shown to account for 5 to 6% variation in supplier sales Service affects customer patronage - Service plays a critical role in maintaining the customer base: On the average app

19、roximately 6 times more expensive to develop a new customer than it is to keep a current one.,4-33,服務(wù)觀察,最重要的客戶服務(wù)因素是物流 最常見的服務(wù)投訴是遲延交貨和最重要的服務(wù)要素是運(yùn)送速度 對服務(wù)失敗的懲罰主要是減少了贊助，即失去了銷售 物流客戶服務(wù)對銷售的影響是很難確定的,CR (2004) Prentice Hall, Inc.,4-34,客戶服務(wù)失敗的罰則 Penalties for Customer Service Failures,CR (2004) Prentice Hall, I

20、nc.,29%業(yè)務(wù)量減少,2%拒絕支持促銷,2%項目中止,4-35,Service Observations,The dominant customer service elements are logistical in nature Late delivery is the most common service complaint and speed of delivery is the most important service element The penalty for service failure is primarily reduced patronage, i.e.,

21、lost sales The logistics customer service effect on sales is difficult to determine,CR (2004) Prentice Hall, Inc.,4-36,服務(wù)對客戶購買的影響,物流服務(wù)對留住客戶至關(guān)重要。 65%的業(yè)務(wù)來自現(xiàn)有客戶。 開發(fā)新客戶比留住現(xiàn)有客戶的成本平均高約6倍。,CR (2004) Prentice Hall, Inc.,4-37,定義銷售-服務(wù)關(guān)系,入門階段-邊際收益遞減階段-收益下降階段 隨著服務(wù)水平提高，接近競爭者提供的服務(wù)水平，可能產(chǎn)生的銷售收益很少。假如企業(yè)產(chǎn)品的價格和質(zhì)量與競爭者相當(dāng)

22、，那么在企業(yè)服務(wù)水平達(dá)到競爭者的水平之前，業(yè)務(wù)是開展不起來的。該點就是入門的服務(wù)水平。 每一階段都表明服務(wù)水平的等量提高帶來的銷售收入并不相等。,CR (2004) Prentice Hall, Inc.,提升供貨商的物流客戶服務(wù)水平加強(qiáng)競爭力Increasing logistics customer service level of a supplier to the best of its competition,銷售額Sales,0,0,門檻 Threshold,邊際收益遞減 Diminishing returns,收益下降 Decline,轉(zhuǎn)換期Range of transition,

23、轉(zhuǎn)換期Range of transition,銷售與客戶服務(wù)關(guān)系示意圖 Sales-Service Relationship,CR (2004) Prentice Hall, Inc.,4-15,4-39,銷售服務(wù)關(guān)系模型Modeling a Sales-Service Relationship,Remember Revenue in ROLA,CR (2004) Prentice Hall, Inc.,4-40,Sales-Service Relationship by the Two-Points Method 兩點法,CR (2004) Prentice Hall, Inc.,4-41,

24、成本與服務(wù)Cost vs. service 原理Theory 邊際收入與邊際成本相等的點 Optimum profit is the point where profit contribution equals marginal cost P是供應(yīng)渠道中產(chǎn)品在倉庫所在存儲點的總利潤，C是倉庫的安全庫存成本,利潤最大化Profit maximization,收入Revenue,物流成本Logistics costs,改進(jìn)物流客戶服務(wù)Improved logistics customer service,0,0,成本或銷售額Costs or sales,成本收入的權(quán)衡 Generalized Co

25、st-Revenue Tradeoffs,4-41,4-43,確定最優(yōu)的服務(wù)水平 Determining Optimum Service Levels,CR (2004) Prentice Hall, Inc.,4-44,確定最優(yōu)的服務(wù)水平 Determining Optimum Service Levels (Contd),CR (2004) Prentice Hall, Inc.,4-45,Given the following data for a particular product Sales response rate = 0.15% change in revenue for a

26、 1% change in the service level (fill rate) Trading margin = $0.75 per case Carrying cost = 25% per year Annual sales through the warehouse = 80,000 cases Standard product cost = $10.00 Demand standard deviation = 500 cases over LT Lead time = 1 week,4-46, P = 銷售毛利 銷售反映系數(shù) 年銷售量 C = 年庫存持有成本 標(biāo)準(zhǔn)產(chǎn)品成本 補(bǔ)貨提

27、前期內(nèi)的需求的標(biāo)準(zhǔn)偏差 z Set P = C and 按照一定的服務(wù)水平找到 z,4-47,Practice For a constant rate, P = trading margin sales response rate annual sales C = annual carrying cost standard product cost demand standard deviation over replenishment lead-time z Set P = C and find z corresponding to a specific service level,4-48

28、,Determining Optimum Service Levels (Contd),Find P P = 0.75 0.0015 80,000 = $90.00 per year Find C C = 0.25 10.00 500 z = 1250 z Set P = C and solve for z, i.e., 90.00/1250 = z z = 0.072,CR (2004) Prentice Hall, Inc.,4-49,0,50,100,150,200,250,300,350,87-86,88-87,89-88,90-89,91-90,92-91,93-92,94-93,9

29、5-94,96-95,97-96,98-97,99-98,在補(bǔ)貨提前期內(nèi)有存貨的可能性 Probability of being in stock during replenishment lead time, %,收入的變化Change in gross profit, P,確定服務(wù)水平的圖解法 Graphically Setting the Service Level,CR (2004) Prentice Hall, Inc.,4-50,D,SL (%) U L,D,z,87-86,1.125-1.08 = 0.045,88-87,1.17 -1.125 = 0.045,89-88,1.2

30、3 -1.17 = 0.05,90-89,1.28 -1.23 = 0.05,91-90,1.34 -1.28 = 0.06,92-91,1.41 -1.34 = 0.07,93-92,1.48 -1.41 = 0.07,94-93,1.55 -1.48 = 0.07,95-94,1.65 -1.55 = 0.10,96-95,1.75 -1.65 = 0.10,97-96,1.88 -1.75 = 0.13,98-97,2.05 -1.88 = 0.17,99-98,2.33 -2.05 = 0.28,SL Levels in % for Various z Values,*Develope

31、d from entries in a normal distribution table,zU zL =,CR (2004) Prentice Hall, Inc.,4-51,在正態(tài)分布表中找到z ，在提前期內(nèi)最優(yōu)庫存可得率92%。For the change in z found in a normal distribution table, the optimal in-stock probability during the lead time (SL*) is about 92%.,4-52,4-53,4-54,Areas under Standardized Normal Dist

32、ribution,4-55,是正態(tài)分布曲線從預(yù)測值（分布的均值）到曲線以下面積對應(yīng)的點所代表的標(biāo)準(zhǔn)差的倍數(shù)。A table entry is the proportion of the area under the curve from a z of 0 to a positive value of z. To find the area from a z of 0 to a negative z, subtract the tabled value from 1.,4-56,最優(yōu)的服務(wù)水平變化損失函數(shù),按照田口玄一的理論設(shè)定服務(wù)的變化 損失函數(shù)的形式 L = 損失， $ k = 常數(shù)，待定

33、y = 服務(wù)變化的值 m = 服務(wù)變量的目標(biāo)值,4-57,Setting service variability according to Taguchi A loss function of the form L = loss in $ k = a constant to be determined y = value of the service variable m = the target value of the service variable,Target Service variable, m,4-58,Cost penalty, L,Missing target causes

34、 increasing penalty Taguchi,超出范圍的服務(wù)懲罰Service penalty only if outside this rangeTraditional,y,適用于物流客戶服務(wù)的田口損失函數(shù),目標(biāo)值 服務(wù),下限,上限,4-59,Setting the allowable deviation from the target service level m is to optimize the sum of penalty cost for not meeting the service target and the cost of producing the serv

35、ice. TC = service penalty cost + service delivery cost If the service delivery cost is of the general form DC = A B(y-m), then find the optimum allowed deviation from the service target.,Optimizing on Service Performance Variability (Contd),CR (2004) Prentice Hall, Inc.,4-60,If m is set to 0, y is t

36、he optimal deviation allowed from target,Marginal delivery cost = marginal penalty cost,CR (2004) Prentice Hall, Inc.,4-61,4-62,Example 匹薩餅要求在30分鐘內(nèi)送到，超過10分鐘懲罰3美元每單。配送成本是2美元，但是下降的速率是0.15元/分鐘。配送服務(wù)中允許多大的偏差？Pizzas are to be delivered in 30 minutes (target.) Pizzas delivered more than 10 minutes late inc

37、ur a penalty of $3 off the pizza bill. Delivery costs are estimated at $2, but decline at the rate of $0.15 for each minute deviation from target. How much variation should be allowed in the delivery service?,4-63,No more than 2.5 minutes should be allowed from the 30-minute delivery target to minim

38、ize cost.,Service Variability Example,Convert fixed penalty to Taguchi-style loss curve,Delivery service, min,Cost penalty, $,30,40,3,4-64,設(shè)定服務(wù)水平 Setting Service Levels 服務(wù)作為約束條件Service treated as a constraint on design 服務(wù)突發(fā)計劃Planning for service contingencies,4-65,衡量服務(wù)水平 Measuring Service Performanc

39、e,訂單錄入 運(yùn)輸 庫存和產(chǎn)品的可得率 產(chǎn)品破損 生產(chǎn)/倉庫的作業(yè)時間,CR (2004) Prentice Hall, Inc.,4-66,應(yīng)急服務(wù),Service Contingencies 系統(tǒng)故障System Breakdown Actions 就所承受的風(fēng)險投保Insure the risk 就被選供應(yīng)源制定計劃Plan for alternate supply sources 安排備選運(yùn)輸方案Arrange alternate transportation 調(diào)整需求Shift demand 快速響應(yīng)需求的變化Build quick response to demand shifts

40、 就中斷設(shè)定庫存Set inventories for disruptions,4-67,CR (2004) Prentice Hall, Inc.,產(chǎn)品召回 Product Recall Actions 成立專案小組委員會Establish a task force committee 跟蹤產(chǎn)品Trace the product 逆向物流渠道的設(shè)計Design a reverse logistics channel,4-68,物流客戶服務(wù)的措施評估 Appraise This Measure of Logistics Customer Service,按照客戶要求送貨的比例 Percent

41、of customer orders shipped by customer request date,Parker-Hannifin Corp.,CR (2004) Prentice Hall, Inc.,4-69,企業(yè)中由誰來制定客戶服務(wù)目標(biāo),Who in the firm should establish customer service goals and objectives? Which departments should assist in arriving at this decision? Why? It is generally acknowledged that the

42、 establishment of customer service standards is a marketing function. Increasingly, however, logistics personnel are acting in an advisory capacity to the marketers. As pointed out in Question 1, logisticians are particularly adept at identifying and quantifying cost/service tradeoffs.,4-70,客戶服務(wù)的目標(biāo),

43、Define in general terms customer service goals and customer service objectives. Give a specific example of each. Goals tend to be the broader, generalized statements regarding the overall results that the firm is trying to achieve in the area of customer service standards. Objectives, on the other h

44、and, are the means by which the goals are achieved. They start from a base point and the idea is to improve the specific requirements over a given time period. A customer service goal might be to provide a level of customer service that is consistently better than major competitors; an objective mig

45、ht be to reduce the order cycle, on average, from five days to four days.,4-71,客戶服務(wù)目標(biāo)經(jīng)常使用哪些指標(biāo),What are the most commonly used specific objectives for customer service programs? The answer to this question may vary from customer to customer. Some customers, for example, may place a premium on order a

46、ccuracy, or the percentage of orders that are both picked and sent correctly to the customer. Other customers might be more concerned with order fill rates, or the percentage of orders that can be filled immediately and completely from existing inventory.,4-72,訂單周期,Define and describe the order cycl

47、e. Why is it considered an important aspect of customer service? The order cycle is the elapsed time from when a customer places an order until the customer receives the order. It is an important aspect of customer service in part because the order cycle is frequently used to determine the parameter

48、s of customer service goals and objectives. The order cycle is also being used by some firms as a competitive weapon (generally the shorter the better), and technological advances now make it extremely easy (and fast) for customers to determine the exact status of their order(s).,4-73,訂單傳輸、訂單處理、訂單撿取

49、、訂單傳遞,Discuss fully the basic parts that combine to form the order cycle. The order cycle is composed of four distinct parts (components). The first is order transmittal, and it is the time from when the order is placed until the vendor receives the order. The second component is order processing, a

50、nd it is the time from when the order is received by the vendor until when the applicable warehouse is notified to assemble the order for shipment. The third component, order picking and assembly, refers to the time to pick and assemble the order and to notify the relevant transportation carrier(s).

51、 Finally, order delivery refers to the transportation carrier(s) collecting the product at the applicable warehouse and then transporting the product to the customer.,4-74,確定客戶服務(wù)水平之前應(yīng)掌握哪些信息,What are the three basic types of information that should be ascertained prior to designing a customer service

52、 program? Three basic types of information must be ascertained prior to designing a customer service program. First, which types of service are important to the customer? Secondly, are customers willing to pay more for improvements in various aspects of customer service? Finally, what levels of cust

53、omer service are being provided by competitors?,4-75,The text indicates that the role of the logistics staff is to act as an adviser to the marketing department regarding customer service standards. Explain the rationale for this statement. The logistics group is an advisor to the marketing departme

54、nt because the latter organization is ultimately responsible for establishing the firms customer service standards. In some cases, the marketing department will set customer service goals and objectives at unreasonably high levels that ignore the costs incurred to achieve them. As such, the logistic

55、s staff can provide an important role by informing the marketing group of the costs involved in providing various levels of customer service.,4-76,Assume that you are asked to establish a firms customer service goals and objectives. What information should you collect, and how would you gather it? S

56、ee question 10 for an answer to the first part of the question. In terms of how to gather the information, one could ask both customers and corporate operating departments a series of questions related to customer service. Although various techniques can be used to collect such information, the auth

57、ors prefer personal interviews so that respondent reactions can be gauged衡量 along with their actual answers to the respective questions.,4-77,Discuss the importance of measurement and control in achieving an effective customer service program. The value of any corporate objective or goal depends to

58、a large extent on the tools used to measure it. Unfortunately, some firms choose those aspects of customer service that are the easiest to measure, rather than those that may be the most important from the customers point of view. Control is the process of taking corrective action when measurements

59、indicate that the goals and objectives of customer service are not being achieved. Measurement by itself is merely wasted time and effort if no action is taken based on the feedback received.,4-78,A potential weakness in the measurement of customer service standards is that the wrong elements may be measured. Discuss why this could happen. As pointed out in question 13, some firms