An investigation into global distribution systems in the crop protection industry and the development of distribution system managment model for particular application in South Africa and Australia

[摘要] ENGLISH ABSTRACT: The traditional ways in which manufacturers of crop protection products exercisedcontrol over distribution systems have diminished in their impact. Control was based onquality products, the power of the brand, an installed customer base and a broadportfolio of mostly patented products. Manufacturers of crop protection products need toreview the manner in which these products are marketed, which distribution systemmanagement models are to be used, and the importance that is placed on distributionsystem management in the marketing mix.The primary aim of this study was defined as: The development of appropriatedistribution system management models for application in South Africa and Australia~.The secondary aim was defined as: Establishing the key factors which determine therelationship between manufacturers and distributorsn.The dominant economic characteristics of the global crop protection industry aredeemed to consist of a global market valued at US $28,090 mio, a mature market in adecline phase, the rapid consolidation of industry players, increased generic productmanufacturer activity and an overall decline in manufacturer profitability.In South Africa crop protection product manufacturers use approximately 46independent distributors to market products on farms through 600 affiliatedcommissioned sales agents. In Australia the distribution of crop protection products ismuch more concentrated. Distribution is essentially controlled by five nationaldistributors and their coupled salaried representatives. Manufacturers therefore rely onthird parties for the marketing of their products to farmers in both countries.The applicable problem statement has been formulated to select a distribution systemmanagement model that will: (i) optimally balance direct distribution related cost andsubsequent levels of control over distributors; (ii) maximise the probability that adistributor will buy and actively promote the complete product portfolio of afor high levels of interpersonal relationship maintenance; and (vi) manufacturers have toinstill the philosophy that distribution system management is part of a manufacturer'sstrategic business and marketing focus and not simply a task to be performed by a thirdparty.

[发布机构] Stellenbosch University