A channel change moves costs and responsibilities
A fictional manufacturer sells through Swiss dealers and proposes a direct online shop. Management expects to retain the entire former intermediary margin as profit, but the company would now handle acquisition, advice, shipping, returns, and after-service itself. Dealers fear that an unannounced online discount will undercut their role. Stock displayed online is not reliably reserved for click-and-collect. In a simplified trading example only, an item costs eighty francs to acquire and sells for one hundred francs, with every other cost ignored. In a separate inventory model, expected demand during replenishment is two hundred units and the chosen safety stock is fifty. Neither calculation establishes the optimal real channel or inventory policy. The team needs to compare customer experience and complete economics while keeping price, availability, handover, and service responsibilities coherent.
1. Berechne Verkaufsmarge, Einkaufsaufschlag und den modellhaften Meldebestand.
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The CHF20 difference is 20% of the CHF100 selling price and a 25% markup on CHF80 cost. The specified reorder point is 200+50=250 units. Margin and markup use different denominators, and the stock result follows the supplied model only.
2. Welche Punkte fehlen in der Behauptung, die ganze Zwischenmarge werde zusätzlicher Gewinn?
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Direct fulfillment, acquisition, service, returns, systems, investment, and coordination costs can replace dealer functions. Assess complete channel economics, customer access and advice, dealer conflict, stock accuracy, and realistic service promises before deciding.