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This monograph progresses from a consideration of definitional issues to the development of a conceptual model for marketing‐logistics interaction and finally to a discussion of the issues of implementation of the model within the context of marketing strategy. Thus, following an introduction, Part II begins with definition of the field and examines the position of physical distribution in relation to marketing. Part III discusses the relationship of physical distribution and macro‐marketing, and is thus concerned about the social, aggregative goals of logistics systems, including the costs of distribution. Part IV continues this argument, examining specifically the influence of physical distribution on channel structure. Part V then focuses on the assumptions underlying the customer service function, asking how physical distribution can influence final demand in the market place. Part VI presents a conceptual model of marketing‐logistics demand stimulation. The operational issues concerned with its implementation are shown in Part VII; and a summary of the relevant points is presented in Part VIII. The concern has been not with presenting either new computational models nor empirical data but with presenting a new perspective on the marketing‐logistics interface. There is a need to reduce the barriers between these fields and to present more useful ways for co‐operation.

The Role of the Channel in Marketing Logistics Marketing logistics has often been adopted as a synonym for physical distribution management (PDM), the two terms being used interchangeably by academics and practitioners alike. However, it is appropriate to introduce greater precision in our definitions—it is suggested here that whilst PDM is concerned with physical flow involved in distribution activities, marketing logistics is somewhat broader in scope in that it incorporates the selection and management of the institutional channel(s) of distribution for a company's products as well as the physical facilities required.

A trend has been developing in the United States towards the use of vertical marketing systems. Of the many types of vertical marketing systems, franchising has become one of the most dominant. This is evidenced, in part, by the nearly one‐third of retail sales in 1973 that were through franchised retailers (US Department of Commerce, 1974). The success of the franchise form of distribution hinges upon franchisors and franchisees both contributing skills and resources, frequently however franchisees and franchisors become dissatisfied with the other's contributions and actions. This dis‐satisfaction in some cases leads to substantial friction. Although it is not clear that conflict (friction) will always decrease channel efficiency it is probably safe to assume that continued conflict would be dysfunctional in a franchise channel. It is therefore the purpose of this article to discuss and empirically test several propositions about the franchisee's satisfaction with his franchisor.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb014346. When citing the article, please cite: Bruce Mallen, (1975), “Marketing Channels and Economic Development: A Literature Overview”, International Journal of Physical Distribution, Vol. 5 Iss: 5, pp. 230 - 237.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb014264. When citing the article, please cite: BRUCE MALLEN, (1971), “Selecting channels of distribution: a multi-stage process”, International Journal of Physical Distribution, Vol. 1 Iss: 1, pp. 50 - 56.

The purpose of this paper is to provide an overview and organisation of the literature which deals with the interaction of economic development and marketing channel structure. The interaction between economic development and the structure of marketing channels is a topic worthy of serious study for at least the following reasons: (1) It generates descriptions of actual channels that exist at present in different countries. Such descriptions could be of great use to international marketers. (2) It provides insight into the determinants of channel structure in different countries at different levels of economic development. It thus helps to explain the nature of channels and how present channels came to have the structures that they do. Generalisations may then be developed which will aid in the prediction of changes and directions that channel structure will take in specific areas and nations. This is of use for both managerial and social purposes. (3) It could provide insight into how macro‐channel structure strategy could be used as a tool in economic development.

This article explores the options available to a distributor in terms of the suitability of a channel of distribution with regard to the company's product market characteristics. Guidelines are presented for the construction of a channel selection procedure.

An investigation into how the acceptance of the total distribution concept can affect the theory of marketing channels and provide new insights for marketing management

Canadian carriers' “value‐added” accounts for about one‐eighth of the total costs of marketing and distributing goods in the Canadian economy. This is a high proportion compared to other nations, and is a reflection of Canada's scattered and thin domestic market. More to the point, freight transportation is perhaps the most pervasive industry in Canada, in the sense that it is the one which has interaction with the largest number of other (goods) industries. It is in many ways the jugular vein of the Canadian economy. A breakdown in the transportation industry would bring several industries to a standstill, and cripple, in various degrees, all other industries and eventually even bring them to a standstill.

Aims to discuss virgin ground in marketing — channel exploitation. Briefly reviews the role of power in channel conflict and public policy recommendations are made. Discusses channel conflict and gives thoughts on how to resolve it with three proposed solutions. Pinpoints Galbraith's power concepts of countervailing power which asserts most markets start as competitive. Explains though, that competition is not required for regulatory purposes, as countervailing power will usually exist, especially in retail goods. Looks at franchising and potential areas of exploitation and closes with public policy recommendations that have the advantage of being in the interest of both small business and consumers.