Kenneth G. Hardy

• MacKenzie, H. F.; Hardy, K. G., 1996, "Manage your offering or manage your relationship?", Journal of Business & Industrial Marketing, January 11(6): 20 - 37.
  Abstract: Competing models (the supplier offering and relationship management models) were tested in a maintenance, repair, and operating supplies purchasing environment to examine which better predicted customer satisfaction, trust, and supplier partnering attractiveness. These models were also tested against a combined model to see if the more comprehensive model improved prediction. The results provide evidence that relationships may be more important than the variables frequently investigated in the organizational buying behavior literature relating to supplier choice.
• Magrath, A. J.; Hardy, K. G., 1994, "Building Customer Partnerships", Business Horizons, January 37(1): 24 - 28.
  Abstract: Customer partnering tends to be synonymous with relationship marketing, whereby customer retention is emphasized using a variety of customer bonding tactics - including a far deeper involvement of the buyer in the design and development of the seller's product or service offerings. The main reasons for developing the closer bonding are improved quality, reduced costs, and product satisfaction - all means of retaining customers. There are 5 key tactical building blocks in the customer partnering strategies of partnerships formed between pairs of companies in vertical and horizontal alliances: 1. objectives and measurements, 2. exchanges, 3. new attitudes and behaviors, 4. partnership commitments, and 5. partnership investments.
• Hardy, K. G.; Magrath, A. J., 1992, "Manufacturer Services For Distributors", Industrial Marketing Management, January 21(2): 119 - 124.
  Abstract: The authors present a categorization of manufacturers' supports for industrial distributors and six criteria for choosing which supports to offer.
• Hardy, K. G.; Magrath, A. J., 1991, "Six Steps to Distribution Network Design", Business Horizons, December 34(1): 48 - 52.
  Abstract: Six steps to help a manufacturer calculate the best distribution network for its products or services are: 1. Understand the total market demand and the growth rate for the firm's products. 2. Use the proper measure of coverage. 3. By customer segment, consider how end customers select dealers or retail outlets. 4. Be clear about the desired mix of dealers or retailers. 5. Consider the capacity of each dealer or retailer. 6. Set up only as many dealers or retailers as can be well serviced. In determining optimal distribution network design, a manufacturer always should start with assessments of market potential be region and follow this with a detailed analysis of customer buying preferences. From this, the firm can gauge how many resellers are needed in each location by type of reseller channel to exploit specifically targeted segments.
• Magrath, A. J.; Hardy, K. G., 1989, "A Strategic Paradigm for Predicting Manufacturer-Reseller Conflict", European Journal of Marketing, January 23(2): 94 - 108.
  Abstract: This article describes a framework for manufacturers to predict the level of channel conflict that they will probably experience based on channel design, channel policies and differences from their resellers in key factors. Three levels of conflict are described and different management approaches are suggested for high and low levels of potential conflict.
• Magrath, A. J.; Hardy, K. G., 1989, "Gearing Manufacturer Support Programs to Distributors.", Industrial Marketing Management, January 18(4): 239 - 244.
  Abstract: The article describes three ways to support distributors. It proposes a program of core supports for all distributors and three types of add-on supports that distributors could choose to fit their particular needs.
• Hardy, K. G.; Magrath, A. J., 1989, "Dealing with Cheating in Distribution", European Journal of Marketing: 123 - 129.
  Abstract: This article describes the cheating that occurs among members vertically aligned in channels of distribution, the reasons behind this behaviour, the cost, and the solutions that channel partners can adopt in order to reduce the incidence or lower the consequences of their partners cheating in their channel relations.
• Hardy, K. G., 1988, "Ten Ways for Manufacturers to Improve Distribution Management", Business Horizons, January 31(6): 65 - 69.
  Abstract: In building market share, many manufacturers have been successful through strong management of distribution channel networks. Good management of channels involves several practices. These include: 1. Set precise marketing objectives and clearly communicate marketing strategy. 2. Base arrangements and policies on a thorough market analysis and an understanding of key trade-offs. 3. Determine the division of tasks between middleman and supplier. 4. Appeal to the channel partner's self-interest in accomplishing firm goals. 5. Know the actual balance of power among channel members, and be realistic. 6. Ensure that partners are equitably rewarded through margins and other supports for distribution. 7. Predict and contain conflict within channels. 8. Assist sales representatives in the development of skills needed in working with middlemen. 9. Audit channels to ensure that they remain viable and healthy pathways to markets. 10. Consider distribution channels to be strategic assets, and use them competitively.
• Magrath, A. J.; Hardy, K. G., 1988, "Working with a Unique Distribution Channel: Contractor-Dealers", Industrial Marketing Management, January 17(4): 325 - 328.
  Abstract: Manufacturers should create special strategies and tactics to accommodate contractor-dealers. Unlike conventional dealers who sell and service products, contractor-dealers are often the primary users and specifiers of supplier's products therefore, they perform roles that are typically assumed by end-customers in more traditional distribution channels.
• Hardy, K. G.; Magrath, A. J., 1988, "Planning for Better Channel Management", Long Range Planning, January 21(6): 30 - 37.
  Abstract: Manufacturers must modify with their channels of distribution to keep their products available in broadening and maturing markets. The authors of this article provide four broad guidelines to develop more effective relationships with channel partners.
• Magrath, A. J.; Hardy, K. G., 1987, "Factory Salesmen's Roles with Industrial Distributors", Industrial Marketing Management, December 16(3): 163 - 168.
  Abstract: The salesforce is one of the most critical resources used by manufacturers to develop and sustain positive relations with distributors. Salespeople must act in 5 basic roles when dealing with industrial distributors: 1. teacher, 2. reviewer, 3. working partner, 4. ambassador, and 5. ombudsman. Use of computer data and new merchandising efforts by distributors may transform the working partner and reviewer roles into a business adviser role, calling for an expanded understanding of distributor financing and marketing. Tasks that define the selling job of salespeople include: 1. defining the roles and tasks in each specific marketplace required of salespeople, 2. staffing sales jobs with persons who possess required skills, 3. training sales representatives to fill in skill gaps, 4. adjusting supervision to match reps' experience levels, and 5. adjusting compensation for reps to reflect performance of crucial nonselling tasks. The ability of salespeople to play multiple roles may be limited by such factors as adversarial attitudes by management toward distributors, frequent salesforce turnover, and uncompetitive price discount schedules.
• Hardy, K. G.; Magrath, A. J., 1987, "Buying Groups: Clout for Small Businesses", Harvard Business Review, January 65(5): 16 - 24.
  Abstract: For wholesalers, retailers, and end-users in a wide range of industries, buying groups are becoming an important option. Such coalitions are often powerful where competition is heavy, ownership of stores or other outlets is fragmented, and price is a prime determinant in purchasing. The typical group evolves through various stages, the original impetus being to lower prices through volume purchasing. The group expands by offering accounting and inventory assistance, then promotions and merchandising aids it may go on to source its own product lines and, finally, to do advanced market planning and pursue geographic and product-line diversification. There are disadvantages to buying groups, however. Wholesalers that join may have to end close relationships with many other suppliers, while small retailers lose when a large member leaves the group. For manufacturers and other suppliers, membership can mean losing control of pricing and reducing control of distribution. Although many buying groups are marked by instability, the alternative for the independent retailer may be extinction.
• Magrath, A. J.; Hardy, K. G., 1987, "Avoiding the Pitfalls in Managing Distribution Channels", Business Horizons, January 30(5): 29 - 33.
  Abstract: Manufacturers need to recognize the impact of different distribution channel strategies on the willingness of their resellers to be collaborative rather than combative. A variety of options can be used to contain conflict to tolerable levels and yet provide the manufacturer with the attainment of growth, profitability, market coverage, and flexibility. In some cases, channel change is thrust upon manufacturers when resellers reorganize themselves into buying groups or franchises. Marketing channel strategies that almost always generate conflict between a manufacturer and its appointed resellers involve: 1. bypassing channels, 2. oversaturation, 3. having too many middlemen in the distribution chain, 4. untraditional new channels, 5. enfranchising discount resellers, and 6. inconsistency. One strategy that can mitigate the conflict of bypassing channels involves selling direct. This can be made to work if the distribution channels understand the activity's basis and rationale -- and accept the explanation. When channel changes are made, they should be communicated and executed sensibly since continuous policy reversals can destroy a supplier's credibility.
• Hardy, K. G.; Magrath, A. J., 1987, "Selecting Sales and Distribution Channels", Industrial Marketing Management, January 16(4): 273 - 278.
  Abstract: The authors provide three major criteria for evaluating marketing channels. They assert that each channel choice involves some trade-off among the three criteria--almost no channel ever fits a manufacturer perfectly. Two examples are provided in some detail.
• Hardy, K. G., 1986, "Key Success Factors for Manufacturers' Sales Promotions in Packaging Goods", Journal of Marketing, January 50(3): 13 - 23.
  Abstract: Managers often are dissatisfied with the impact of sales promotions. Two hundred sixteen sales promotions were examined, and the major factors associated with the achievement of their objectives were identified. Respondents were asked to complete one questionnaire each for a successful and an unsuccessful trade promotion, and each type of consumer promotion. Analyses for each type of promotion considered factors in meeting the following objectives: 1. short-term volume, 2. long-term market share, 3. building trade inventories, 4. consumer trial, and 5. consumer loading (for consumer promotions). Key success factors differed according to promotional objective and between consumer and trade promotions. The main common correlate of successful promotions was greater salesforce or trade support. The findings indicated that efficient fund allocation may mean spending less on incentives and more on the salesforce. Results suggested that most success related factors are within the promotion manager's control.

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