[Live] Prof. Dr. Gerrit Heinemann, Hochschule Niederrhein: Price Strategies in E-Commerce



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[Live] Prof. Dr. Gerrit Heinemann, Hochschule Niederrhein: Price Strategies in E-Commerce [Live] Prof. Dr. Gerrit Heinemann, Hochschule Niederrhein: Price Strategies in E-Commerce

Prof. Dr. Gerrit Heinemann heads the eWeb Research Center at Niederrhein University of Applied Sciences teaches business administration, management and commerce. The first part of the interview deals with price strategies in eCommerce.

Heinemann studied business administration in Münster and obtained his doctorate as a research assistant at the Institute of Marketing with Prof. Dr. Dr. hc mult. Heribert Meffert. He began his non-university career as the head of marketing for Douglas Holding AG before moving to Kaufhof Warenhaus AG, where he completed a trainee program and subsequently became department store manager. He returned to the Douglas Group as the chief executive officer of Drospa Holding before switching to the international consultancy Droege and Comp. and led there the "Competence Center trade and consumer goods". 2005 Heinemann received a call to the University of Applied Sciences Niederrhein. He is the author of several bestselling books on e-commerce topics and deputy chairman of the board of buch.de internetstores AG.


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Overview

Mr. Professor Dr. Heinemann, end consumers nowadays expect the entire product portfolio of a manufacturer on their online brand appearance and want to reach next to a stationary dealer search online as possible without media disruption to the purchase.

Overview

Absolutely d'accord. To this thesis, I agree with you 100%.

Which meaningful strategic options are available to the manufacturers with regard to online branding?

Overview

A multifunctional solution is possible, which enables various, complex distribution forms from its own retailing to composite solutions with (wholesale) trading. It is important that such an option also takes account of the issue of internationality and allows connections to marketplaces.

Interactive platforms are also emerging as additional sales channels, which go far beyond the functionality of the existing marketplaces. Platforms such as DaWanda and etsy.com are massively up, so it can be assumed that in the future alternatives to Amazon and eBay will exist.

This so-called reintermediation, ie the reinvention of intermediaries in the digital sector, will lead to the replacement of traditional intermediary traders and retailers. It is therefore important that manufacturers take this fact into account in their e-commerce strategy. From radical outsourcing solutions, Eg the outsourcing of an exclusive market shop to the trade, I advise.

The Internet provides for more perfect markets, mainly through a high price transparency. As a result, many online providers differentiate themselves primarily through the price. This is a major problem for premium manufacturers in particular.

Overview

True, however, the problems are rather the result of the fact that producers have initially made false mistakes which could have been prevented through more selective and controlled distribution channels. However, rectifying this in retrospect is difficult.

What methods do you recommend brand manufacturers to avoid price erosion?

Overview

Here, I recommend a stronger control in the sales channel, which leads to more selective distribution models. There are also market places or market-like models, which allow this control because they are closed.

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The partnermodel from Zalando or also the eBay Markenshop are brand-compatible platform solutions, in which price congestion is not omnipresent. Amazon, on the other hand, uses the price aggressiveness of branded products selfishly, in order to create more frequency for self-assortments.

In the future, there will be much more sophisticated models in the field of marketplaces. I would advise brand-owners to let things happen before you enter into a too fast, rash partnership. Above all in terms of marketplaces, pricing strategies are irreversible.

With respect to distribution strategies, omnipresence on all channels leads to increased price and margin pressure. To compensate for this, online offline pricing and product portfolio strategies are available. However, marketplaces provide for ever-increasing transparency so that some brand manufacturers ultimately remain the only step towards a selective distribution.

Overview

True, however, the increased price and margin pressure is often self-inflicted because many manufacturers and their dealers lack the imagination to differentiate themselves over criteria other than price. In my view, some brands do not need to be differentiated at all.

Unfortunately, trade is often differentiated by the price and assumes the attitude that the price on the Internet must be lower than stationary. However, this does not have to be. I advise the retailer to highlight the advantages of online shopping.

After all, the customer has a time savings through lower delivery costs than if he has to drive into the city. For example, despite price fixing, Amazon has succeeded in rebuilding the entire industry in the book segment. Every bookseller, like Amazon, can access assortment wholesalers who can deliver directly. In this respect, it would have been possible for other dealers, a similar Concept how to put Amazon on its feet.

Some brand manufacturers - B. adidas and Kettler - have recently set up a selective distribution system for brand management, in particular to counteract price erosion from marketplaces such as Amazon. The Federal Cartel Office is currently investigating the admissibility of the selective distribution of adidas. Many manufacturers are eagerly awaiting this precedent decision. What is the outcome of this and what is your option for smaller manufacturers who are not able to make temporary breakovers - the risk of introducing such a system?

Overview

I believe it is difficult to recover such a selective system at a later date. Adidas has also spared sales on marketplaces too long and tried to fix this. However, a selective distribution system will not work per se, but only under certain conditions.

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Many manufacturers still do not understand how the modern customer is ticking. The customer has the total market transparency through the mobile Internet, which leads him to carry out price comparisons. The modern customer wants to decide in the future whether he would like to ask for advice in the trade, and he is only willing to pay for it if he has actively decided. Therefore, it is my opinion that trade and also the manufacturers re-evaluate their business models.

The qualitative requirements for an optional advisory service, which is paid on a monetary basis, will increase massively. Future business models should take account of the needs of consumers by offering their customers less products without consulting, and the optional advice can be paid for in monetary terms. A selective sales model will also only be able to be achieved if a real advantage is created for the customer. This is not the case with many selective sales models.


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  1. Monika B. Paitl

    RT @SimoneJanson: Interview with Prof. Dr. Gerrit Heinemann, Niederrhein University of Applied Sciences - 1 / 4: Price Strategies in E-Commerce - - Exciting contributiongSNpb ...

  2. Competencepartner

    Interview with Prof. Dr. Gerrit Heinemann, Niederrhein University of Applied Sciences - 1 / 4: Price Strategies in the EC ... #Preparation #Education

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