The Allen Organ Company builds classical digital and combination digital and pipe organs, as well as digital theatre organs. Its factory is located in Macungie, Pennsylvania in the United States. The company was formed in 1937 by Jerome Markowitz. The company has installed electronic instruments worldwide since 1939. In 1961 the company went public. Inspired by the Hammond organ, Jerome Markowitz was determined to build a better electronic organ. Over the years, he built many home and church organs, and in 1971 the company introduced the world's first consumer-product digital musical instrument ; in 2004, the Smithsonian Institution recognized the significance of this technology by acquiring the first Allen digital organ for its collection.
Distribution Strategy
The list of companies which have used sales and distribution channels to create competitive advantage includes most of the leaders in non-consumer, non-OEM (and many consumer) products. Andersen in residential windows and Carrier in residential and light commercial air conditioners based a major element of their competitive strength on a sales and distribution strategy anchored by the largest and strongest local distributors. Honeywell in control parts and Square D in non-industrial electrical equipment achieved
strong competitive positions from their ubiquitous presence at the leading parts and electrical equipment wholesalers. Allen Bradley in motor controls and the Trane Company in commercial air conditioners built networks of independent sales representatives with the best connected and best known local sales sources in their individual local markets. Snap-On Tools in automotive tools and Hilti in construction
fasteners are, at heart, distribution companies, creating their competitive advantage through direct sales from delivery trucks. During its most successful period, IBM had the best network of direct sales employees, each of whom had close relationships with corporate information technology managers
Many companies have built lasting competitive advantage through their choice of sales and distribution channels coupled with their ability to integrate that choice into a coherent, well executed business model. On its own, no approach to sales or product distribution is sufficient for competitive success. Rather, a complete business model includes sales and distribution as one of the Core Business Processes in concert with Product/Service Offering, Differentiation Approach, Method of Capturing Economic Value and Key Skills/Resources. These choices are linked; once a company picks a sales and distribution channel, it limits its options on how it can achieve differentiation and where it can capitalize on profit opportunities. For example, if a company sells through distribution, it may have ceded any potential service business to the distributor.
Distribution channels often require the assistance of others in order for the marketer to reach its target market. But why exactly does a company need others to help with the distribution of their product? Wouldn’t a company that handles its own distribution functions be in a better position to exercise control over product sales and potentially earn higher profits? Also, doesn’t the Internet make it much easier to distribute products thus lessening the need for others to be involved in selling a company’s product?
While on the surface it may seem to make sense for a company to operate its own distribution channel (i.e., handling all aspects of distribution) there are many factors preventing companies from doing so. While companies can do without the assistance of certain channel members, for many marketers some level of channel partnership is needed.
Its does retail distribution through:
1)Shop
2)Sporting Goods
3)Phone Numbers
4)Wholesale
5)Related Retail Direct
Distribution Strategy
The list of companies which have used sales and distribution channels to create competitive advantage includes most of the leaders in non-consumer, non-OEM (and many consumer) products. Andersen in residential windows and Carrier in residential and light commercial air conditioners based a major element of their competitive strength on a sales and distribution strategy anchored by the largest and strongest local distributors. Honeywell in control parts and Square D in non-industrial electrical equipment achieved
strong competitive positions from their ubiquitous presence at the leading parts and electrical equipment wholesalers. Allen Bradley in motor controls and the Trane Company in commercial air conditioners built networks of independent sales representatives with the best connected and best known local sales sources in their individual local markets. Snap-On Tools in automotive tools and Hilti in construction
fasteners are, at heart, distribution companies, creating their competitive advantage through direct sales from delivery trucks. During its most successful period, IBM had the best network of direct sales employees, each of whom had close relationships with corporate information technology managers
Many companies have built lasting competitive advantage through their choice of sales and distribution channels coupled with their ability to integrate that choice into a coherent, well executed business model. On its own, no approach to sales or product distribution is sufficient for competitive success. Rather, a complete business model includes sales and distribution as one of the Core Business Processes in concert with Product/Service Offering, Differentiation Approach, Method of Capturing Economic Value and Key Skills/Resources. These choices are linked; once a company picks a sales and distribution channel, it limits its options on how it can achieve differentiation and where it can capitalize on profit opportunities. For example, if a company sells through distribution, it may have ceded any potential service business to the distributor.
Distribution channels often require the assistance of others in order for the marketer to reach its target market. But why exactly does a company need others to help with the distribution of their product? Wouldn’t a company that handles its own distribution functions be in a better position to exercise control over product sales and potentially earn higher profits? Also, doesn’t the Internet make it much easier to distribute products thus lessening the need for others to be involved in selling a company’s product?
While on the surface it may seem to make sense for a company to operate its own distribution channel (i.e., handling all aspects of distribution) there are many factors preventing companies from doing so. While companies can do without the assistance of certain channel members, for many marketers some level of channel partnership is needed.
Its does retail distribution through:
1)Shop
2)Sporting Goods
3)Phone Numbers
4)Wholesale
5)Related Retail Direct
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