Marketing 16th Edition by William Pride,Ferrell

تمرين 25

Over the years, GameStop has developed a sophisticated information system for analyzing historic trends in store sales so it can project future demand for current and new products. This is especially important for satisfying the needs of enthusiasts, who may buy elsewhere if GameStop doesn't have the latest game or console in stock immediately after its release. To help predict demand, GameStop invites customers to preorder new items for pickup at their local stores on or after the release date. It also tracks customer requests and monitors media coverage in advance of new product introductions. During a busy period of new-game introductions, GameStop may have more than 1,000 new games in stock and ready for purchase. Because new games and equipment can make older products obsolete, GameStop has negotiated deals with its primary suppliers to allow returns in such instances.
Thanks to its marketing information system, GameStop knows exactly which products sell in each of its stores and what inventory is available in its distribution centers. The system automatically reorders merchandise as it sells and schedules twice-weekly shipments to replenish stock, so store shelves are never empty. On the other hand, daily analysis of inventory positions and frequent restocking allows GameStop to tailor the merchandise mix for each store while avoiding the expense of carrying too much safety stock in each store.
For high efficiency, GameStop supplies replenishment stock to U.S. stores from its 400,000-square-foot distribution center in Grapevine, Texas. Its 260,000-square-foot center in Louisville, Kentucky, is dedicated to receiving, sorting, and shipping hot new games and consoles to its stores nationwide. The company uses centrally located distribution centers to restock stores in other countries.
The Digital Dilemma
Despite GameStop's considerable investment in brick-and-mortar retailing, it sees great value in maintain-ng a strong online retailing presence. Game enthusiasts tend to be heavy Internet users, and GameStop wants to be where they like to be. Its website has a feature of interest to all of the targeted segments: a "wish list" where enthusiasts and casual garners can itemize the products they would most like to receive (from gift-givers). GameStop also offers a weekly e-newsletter with exclusive discounts and advance notice of sales, tournaments, midnight openings for new releases, and other events.
Game consoles are increasingly Internet-ready and many players already play games on their personal computers, so digital game downloads are a must for GameStop. Its commerce site sells downloadable versions of popular episodes of Grand Theft Auto and other games. The site also offers hundreds of free games, some downloadable and some that play in the user's web browser, including GameStop's own free online game, Legends of Zork.
Digital downloads pose a dilemma. GameStop's executives have been monitoring the situation in the music industry, where downloads have cut into retailer? sales of actual CDs. However, digital music files are relatively small, compared with digital game files. This means buyers would have to have a very speedy broad-band Internet connection to get a game downloaded in a reasonable length of time. For now, GameStop is concentrating on retailing disc-based games through store and online retailing. "We simply don't believe there's enough capacity and speed to create a full download game business in the short term," says the chief operating officer."
1. What role does physical distribution play in GameStop's retailing strategy?
2. Why would video game marketers such as Sony prefer dual distribution? What does this mean for GameStop's marketing efforts?
3. How does GameStop create time, place, possession, and form utility for customers who want to buy used video games?
4. Do you think GameStop should market used video games via vending machines placed on college campuses? Why or why not?