买断代理制跟佣金代理制成本、收益、风险评估讲座(ppt 35页).pptVIP

本资料来自 时装成本 Costs 单位成本 (C): $80 售价(S): $125 季末 残 价 (V): $20 生产固定投资(F): $100,000 Q 是生产量 , D 是需求 利润 = 销售额 - 变动成本- 固定成本 + 残值 时装最优方案 最佳订量使得利润期望最大? 期望利润 分销商期望利润函数曲线 分销商的最优订货量为12000 分销商期望利润为 $470,700 (分销商不需付100000的固定成本) 生产商期望利润为 12000*(80-35) -100000=$440,000 供应链总利润为 470000+440000= $910,700 分销商利润(回收价$55) 生产商期望利润 (回收价$55) 分销商利润(回收价$55, RS15%) 供应链利润 启示 有效的供应合同可使供应链伙伴取代各自最优为全局最优 余货回收 和 售额分享 合同能通过风险分担达到以上目标 Example: Demand for a movie newly released video cassette typically starts high and decreases rapidly Peak demand last about 10 weeks Blockbuster purchases a copy from a studio for $65 and rent for $3 Hence, retailer must rent the tape at least 22 times before earning profit Retailers cannot justify purchasing enough to cover the peak demand In 1998, 20% of surveyed customers reported that they could not rent the movie they wanted Supply Contracts: Case Study Starting in 1998 Blockbuster entered a revenue sharing agreement with the major studios Studio charges $8 per copy Blockbuster pays 30-45% of its rental income Even if Blockbuster keeps only half of the rental income, the breakeven point is 6 rental per copy The impact of revenue sharing on Blockbuster was dramatic Rentals increased by 75% in test markets Market share increased from 25% to 31% (The 2nd largest retailer, Hollywood Entertainment Corp has 5% market share) 机动的数量合同 Quantity Flexibility Contracts 供应商全额收回一定数量的余货 销售回扣合同 Sales Rebate Contracts 当零售商销售到一定数量以上的部分，供应商将给予一定的回扣，以激励零售商卖的更多 Supplier provides direct incentive for the retailer to increase sales by means of a rebate paid by the supplier for any item sold above a certain quantity 本资料来自 985,700 481,375 504,325 售额分享 1,014,500 整体最优 985,700 471,900 513,800 余货回收 910,700 440,000 470,700 各自最优 总计 厂商 零售商 策略 供应合同 Supply Contracts 本资料来自 本资料来自 供应合同 Supply Contracts 案例 本资料来自 本资料来自 其它供应合同 * 本资料来自 为什么要代理商？ 陈绍祥 教授 南洋商学院 南洋理工大学 新加坡 639798 电话: (65) 6790-6143 电邮: aschen@.sg 买断代理制与佣金代理制哪个好？ 成本、收益、风险如何权衡？ 本资料来自 改革开放以后,维系生产企业和流通企业特定关系的指令性计划基本取消了, 工商企业面对阶段性