Problem: Hydropump, Inc., produces and sells high-quality pumps to business customers. Its marketing research shows a growing market for a similar type of pump aimed at final consumers-for use with Jacuzzi-style tubs in home remodeling jobs. Hydropump will have to develop new channels of distribution to reach this target market because most consumers rely on a retailer for advice about the combination of tub, pump, heater, and related plumbing fixtures they need. Hydropump's marketing manager, Robert Black, is trying to decide between intensive and selective distribution. With intensive distribution, he would try to sell through all the plumbing supply, bathroom fixture, and hot-tub retailers who will carry the pump. He estimates that about 5,600 suitable retailers would be willing to carry a new pump. With selective distribution, he would focus on about 280 of the best hot-tub dealers (2 or 3 in the 100 largest metropolitan areas). Intensive distribution would require Hydropump to do more mass selling-primarily advertising in home renovation magazines-to help stimulate consumer familiarity with the brand and convince retailers that Hydropump equipment will sell. The price to the retailer might have to be lower too (to permit a bigger markup) so they will be motivated to sell Hydropump rather than some other brand offering a smaller markup. With intensive distribution, each Hydropump sales rep could probably handle about 300 retailers effectively. With selective distribution, each sales rep could handle only about 70 retailers because more merchandising help would be necessary. Managing the smaller sales force and fewer retailers, with the selective approach, would require less manager overhead cost. Going to all suitable and available retailers would make the pump available through about 20 times as many retailers and have the potential of reaching more customers. However, many customers shop at more than one retailer before making a final choice-so selective distribution would reach almost as many potential customers. Further, if Hydropump is using selective distribution, it would get more in-store sales attention for its pump and a larger share of pump purchases at each retailer. Black has decided to use a spreadsheet to analyze the benefits and costs of intensive versus selective distribution. Spreadsheet The spreadsheet values outlined in yellow can be changed in order to determine possible outcomes. You can find the initial values in the corresponding blue cells in columns E and F. Start by entering the initial values into columns B and C. Then review the questions below and adjust the values in columns B and C to determine the correct answers. F Initial Initial Intensive Selective Intensive Selective 3 Number of Retailers 5,600 280 4 Retailers per Sales Rep 300 70 5 Sales Reps Needed NaN1 NaN1 19 6 Salary per Sales Rep $ 18,000.00 $ 18,000.00 7 Personal Selling Expense NaN $ 342,000.00 $ 72,000.00 8 Mass-Selling Expense $ 200,000.00 $ 50,000.00 Overhead Cost $ 120,000.00 $ 80,000.00 10 Cost to Produce a Pump $ 35.00 $ 35.00 11 Total Pumps Sold by Dealers 175,000 26,000 12 Hydropump's % of Dealers' Units 12.00% 40.00% Total Expected Units 0 0 21,000 10,400 14 Price to Retailers $ 70.00 $ 75.00 15 Hydropump Total Revenue $ 0.00 $ 0.00 1,470,000.00 $ 780,000.00 Hydropump Total Cost ONaN NaN Hydropump Profit NaN $ 73,000.00 $ 214,000.00 NaN 9 13 $ 1,397,000.00 $ 566,000.00 NaN Problem: Hydropump, Inc., produces and sells high-quality pumps to business customers. Its marketing research shows a growing market for a similar type of pump aimed at final consumers-for use with Jacuzzi-style tubs in home remodeling jobs. Hydropump will have to develop new channels of distribution to reach this target market because most consumers rely on a retailer for advice about the combination of tub, pump, heater, and related plumbing fixtures they need. Hydropump's marketing manager, Robert Black, is trying to decide between intensive and selective distribution. With intensive distribution, he would try to sell through all the plumbing supply, bathroom fixture, and hot-tub retailers who will carry the pump. He estimates that about 5,600 suitable retailers would be willing to carry a new pump. With selective distribution, he would focus on about 280 of the best hot-tub dealers (2 or 3 in the 100 largest metropolitan areas). Intensive distribution would require Hydropump to do more mass selling-primarily advertising in home renovation magazines-to help stimulate consumer familiarity with the brand and convince retailers that Hydropump equipment will sell. The price to the retailer might have to be lower too (to permit a bigger markup) so they will be motivated to sell Hydropump rather than some other brand offering a smaller markup. With intensive distribution, each Hydropump sales rep could probably handle about 300 retailers effectively. With selective distribution, each sales rep could handle only about 70 retailers because more merchandising help would be necessary. Managing the smaller sales force and fewer retailers, with the selective approach, would require less manager overhead cost. Going to all suitable and available retailers would make the pump available through about 20 times as many retailers and have the potential of reaching more customers. However, many customers shop at more than one retailer before making a final choice-so selective distribution would reach almost as many potential customers. Further, if Hydropump is using selective distribution, it would get more in-store sales attention for its pump and a larger share of pump purchases at each retailer. Black has decided to use a spreadsheet to analyze the benefits and costs of intensive versus selective distribution. Spreadsheet The spreadsheet values outlined in yellow can be changed in order to determine possible outcomes. You can find the initial values in the corresponding blue cells in columns E and F. Start by entering the initial values into columns B and C. Then review the questions below and adjust the values in columns B and C to determine the correct answers. F Initial Initial Intensive Selective Intensive Selective 3 Number of Retailers 5,600 280 4 Retailers per Sales Rep 300 70 5 Sales Reps Needed NaN1 NaN1 19 6 Salary per Sales Rep $ 18,000.00 $ 18,000.00 7 Personal Selling Expense NaN $ 342,000.00 $ 72,000.00 8 Mass-Selling Expense $ 200,000.00 $ 50,000.00 Overhead Cost $ 120,000.00 $ 80,000.00 10 Cost to Produce a Pump $ 35.00 $ 35.00 11 Total Pumps Sold by Dealers 175,000 26,000 12 Hydropump's % of Dealers' Units 12.00% 40.00% Total Expected Units 0 0 21,000 10,400 14 Price to Retailers $ 70.00 $ 75.00 15 Hydropump Total Revenue $ 0.00 $ 0.00 1,470,000.00 $ 780,000.00 Hydropump Total Cost ONaN NaN Hydropump Profit NaN $ 73,000.00 $ 214,000.00 NaN 9 13 $ 1,397,000.00 $ 566,000.00 NaN