H — the product matches the segment; L — the product weakly matches the segment; empty cell — the product does not match the segment.
Let's move on directly to the assessment of product distribution channels. Let's consider their analysis using the example of the B2B product market. In this case, the market is segmented by region - by the regions of the Russian Federation where the product is presented. And the distribution channels are divided by dealers (or partners) who sell the goods (Table 2). Note that instead of dealers there could be retail outlets, online stores, etc.
First, we check whether venezuela email list all market segments (regions of the Russian Federation) are covered by our partners. Before assessing them, we need to check whether they exist at all. In our case, there is at least one dealer in each region. Of course, the segments are not equal: in one region, one dealer is enough, and in another, five are not enough.
This example shows that segments 1, 2 and 3 are covered by different dealers to a sufficient degree (sufficiency is determined by the market capacity, which we must know). Next, we evaluate segment 4. We have only one strong dealer and two weak ones. The remaining segments are also poorly covered. However, for the sixth segment it is indicated that it is unique, a single channel is sufficient for now, and for the seventh - that diversification is required. What do these conclusions follow from? From the analysis of each distribution channel (in our case, the dealer).
Analysis of sales channels in B2B
Let's move on to a detailed analysis of each distribution channel (dealer), then return to Table 2 and draw conclusions. We need to understand whether our partner is reliable or whether there are any risks, whether our products are exclusively represented or whether they also sell other products, etc. For example, at Renault Trucks we proceed from the principle that dealers should sell only our product. But there are exceptions. In particular, a remote region will not survive by selling only Renault trucks, and it is possible to allow the sale of products of indirect competitors, such as KamAZ or MAZ.
So, we evaluate each dealer by eight parameters. These are sales quality, sales efficiency, marketing efficiency, technical efficiency, logistics, finance, partnership and production (if any). Each indicator must be given a certain weight criterion. Since the most important thing for us is sales, this parameter will have the greatest weight. But other points also play an important role in assessing product sales.
For example, willingness to invest in personnel, efficiency of personnel management, reputation in the market, availability of training centers, company infrastructure, etc. These parameters can be adapted to a specific situation, they are not dogma. The number of indicators can increase or decrease. For example, in the car market, since the product is expensive and complex, more characteristics are taken into account than indicated here. And if you trade in sunflower seeds, you can reduce the number of evaluation parameters - sales efficiency, logistics and finances are important.
As a result of the analysis, each dealer receives a certain percentage for each parameter (table 3). Based on this, we can draw conclusions in which segment it is necessary to increase the number of distribution channels, in which to look for new ones, and in which nothing needs to be done (table 2).