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Part 4: Deliver and Communicate the Value Proposition

Copyright © 2018 Pearson Education, Inc.
Chapter 11
Deliver the Goods: Determine Distribution Strategy

I. CHAPTER OVERVIEW

When retailers and manufacturers work together within a channel of distribution, linkages can be
made stronger and profitability of all channel members can be improved. In this chapter, students
learn the definition and functions of a distribution channel. Length and intensity of channels are
explained. Continually emphasized is the need for developing channel objectives, careful selection
of channel members, and the management of the channel. Through these systematic efforts,
businesses can maintain a higher level of customer satisfaction and profitability.

II. CHAPTER OBJECTIVES
1. Explain what a distribution channel is, identify types of wholesaling intermediaries, and
describe the different types of distribution channels.
2. List and explain the steps to plan a distribution channel strategy.
3. Discuss the concepts of logistics and supply chain.

III. Chapter Outline

►MARKETING MOMENT INTRODUCTION
Tell students to assume that their friend owns a catering business that disposes of an enormous
amount of uneaten food. Then say, “You’d like to get that left-over food to hungry people.
Figure out a system to feed the hungry.” This is a great opportunity to point out the challenges in
distribution. How do you find/contact the hungry? How do you transport the food to the hungry?
How do you organize volunteers? etc., etc.
p. 341 REAL PEOPLE, REAL CHOICES —HERE’S MY
PROBLEM AT BDP INTERNATIONAL

BDP International, Inc. is the world’s premiere international
logistics company, specializing in customized logistics solutions.
PepsiCo is one of BDP’s clients. In 2015, the World Economic
Forum (WEF) was holding a meeting in Switzerland, the perfect
setting for PepsiCo’s Quaker Foods to provide samples of its new
“breakfast bars.” Two weeks before the conference, Quaker asked
us to transport 102 boxes of bars. The problem is the European
Union (EU) imposes very strict controls on the ingredients it
allows for import. BDP had to move the goods from the United
States and persuade Swiss Customs to clear the shipment. The EU
requires all food products to carry a label that lists all ingredients,
and this label has to be printed in Italian, German, or French. If
BDP had to relabel more than 4000 Quaker bars in one of the
permitted languages, the resources required would make it

Chapter 11: Deliver the Goods
Copyright © 2018 Pearson Education, Inc.
unrealistic to move the order.
Michael had three options:
1. Convince Swiss Customs to allow us to put a new label on the
outside of each of the 102 boxes rather than on each of the
4020 individual bars in the shipment.
2. Identify a different Quaker Foods product that is
manufactured in Europe and convince the client to substitute
this for the breakfast bars.
3. Provide the list of required ingredients in the requested
language as our contact at Swiss Customs proposed.

The vignette ends by asking the student which option he/she
would choose.

Michael chose option #3.
p. 342

p. 342

p. 343

1. TYPES OF DISTRIBUTION CHANNELS AND
WHOLESALE INTERMEDIARIES

The delivery of goods to customers involves physical
distribution, which refers to the activities used to move finished
goods from manufacturers to final customers. Physical
distribution activities include order processing, warehousing,
materials handling, transportation, and inventory control.

The focus of logistics is on the customer. The customer’s goals
become the logistics provider’s goals.
A channel of distribution consists of, at a minimum, a
producer—the individual or firm that manufactures or produces a
good or service—and a customer. This is a direct channel.
Channels often are indirect because they include one or more
channel intermediaries—firms or individuals such as
wholesalers, agents, brokers, and retailers who in some way help
move the product to the consumer or business user.

1.1 Functions of Distribution Channels
Channels provide time, place, and ownership utility.
Distribution channels provide a number of logistics or physical
distribution functions that increase the efficiency of the flow of
goods from producer to customer.
Distribution channels create efficiencies because they reduce the
number of transactions necessary for goods to flow from many
different manufacturers to large numbers of customers. This
occurs in two ways. The first is breaking bulk. Wholesalers and
retailers purchase large quantities (usually cases) of goods from
manufacturers but sell only one or a few at a time to many

Part 4: Deliver and Communicate the Value Proposition

Copyright © 2018 Pearson Education, Inc.

p. 343

p. 343

p. 344

p. 344

p. 344

different customers. Second, channel intermediaries reduce the
number of transactions when they create assortments—they
provide a variety of products in one location—so that customers
can conveniently buy many different items from one seller at one
time. The transportation and storage of goods are other
physical distribution functions.
Channel intermediaries also perform a number of facilitating
functions that make the purchase process easier for customers and
manufacturers. Channel members perform risk-taking functions.

Intermediaries perform a variety of communication and
transaction functions, providing marketing information to the
sales force and to customers with complaints or other inputs
concerning the product.

1.2 Evolution of Distribution Functions
In the future, channel intermediaries that physically handle the
product may become obsolete. Already companies are eliminating
many traditional intermediaries because they find that they do not
add enough value in the distribution channel—a process we call
disintermediation (of the channel of distribution). For
marketers, disintermediation reduces costs.

Some companies use the Internet to make coordination among
members of a supply chain more effective in ways that end
consumers never see. These firms develop better ways to
implement knowledge management, which refers to a
comprehensive approach that collects, organizes, stores, and
retrieves a firm’s information assets. These assets include both
databases and company documents and the practical knowledge
of employees whose past experience may be relevant to solving a
new problem.

One of the more vexing problems with Internet distribution is the
potential for online distribution piracy, which is the theft and
unauthorized repurposing of intellectual property via the Internet.
For example, unauthorized downloads of music continue to pose a
major challenge to the “recording” industry.

1.2.1 Wholesaling Intermediaries
Wholesaling intermediaries are firms that handle the flow of
products from the manufacturer to the retailer or business user.

1.2.2 Independent Intermediaries
Independent intermediaries do business with many different
manufacturers and many different customers. Because no
Figure 11.1
Process: Reduce
Transactions via
Intermediaries

Exhibit: Geek
Squad

Figure 11.2
Snapshot: Key
Types of
Intermediaries

Table 11.1:
Types of
Intermediaries

Chapter 11: Deliver the Goods
Copyright © 2018 Pearson Education, Inc.
p.344

p. 345

p. 346

p. 346

manufacturer owns or controls them, they make it possible for
many manufacturers to serve customers throughout the world
while they keep prices low.

Merchant wholesalers are independent intermediaries that buy
goods from manufacturers and sell to retailers and other business-
to-business customers. Because merchant wholesalers take title
to the goods (that is, they legally own them), they assume certain
risks and can suffer losses if products are damaged, become
outdated or obsolete, are stolen, or just do not sell. On the other
hand, because they own the products, they are free to develop
their own marketing strategies including setting the prices they
charge their customers. There are several different kinds of
merchant wholesalers:
• Full-service merchant wholesalers provide a wide range
of services for their customers, including delivery, credit,
product-use assistance, repairs, advertising, and other
promotional support—even market research.
• In contrast, limited-service merchant wholesalers provide
fewer services for their customers. Like full-service
wholesalers, limited-service wholesalers take title to
merchandise but are less likely to provide services such as
delivery, credit, or marketing assistance to retailers.
Specific types of limited-service wholesalers include the
following:
a. Cash-and-carry wholesalers provide low-cost
merchandise for retailers and industrial customers
that are too small for other wholesalers’ sales
representatives to call on.
b. Truck jobbers carry their products to small
business customer locations for their inspection
and selection.
c. Drop shippers are limited-function wholesalers
that take title to the merchandise but never actually
take possession of it.
d. Mail-order wholesalers sell products to small
retailers and other industrial customers, often
located in remote areas, through catalogs rather
than a sales force .Rack jobbers supply retailers
with specialty items such as health and beauty
products and magazines.

Merchandise agents or brokers are a second major type of
independent intermediary. Agents and brokers provide services in
exchange for commissions. They may or may not take possession
of the product, but they never take title; that is, they do not accept

Exhibit: L.L.
Bean

Part 4: Deliver and Communicate the Value Proposition

Copyright © 2018 Pearson Education, Inc.

p. 347

p. 348

legal ownership of the product. Agents normally represent buyers
or sellers on an ongoing basis, whereas clients employ brokers for
a short period.
• Manufacturers’ agents, or manufacturers’ reps, are
independent salespeople who carry several lines of non-
competing products.
• Selling agents, including export/import agents, market a
whole product line or one manufacturer’s total output.
• Commission merchants are sales agents who receive
goods, primarily agricultural products such as grain or
livestock, on consignment—that is, they take possession of
products without taking title.
• Merchandise brokers, including export/import brokers, are
intermediaries that facilitate transactions in markets such
as real estate, food, and used equipment, in which there
are lots of small buyers and sellers.

1.2.3 Manufacturer-Owned Intermediaries
Sometimes manufacturers set up their own channel
intermediaries. In this way, they can operate separate business
units that perform all the functions of independent intermediaries
while at the same time they can still maintain complete control
over the channel.
• Sales branches are manufacturer-owned facilities that, like
independent wholesalers, carry inventory and provide
sales and service to customers in a specific geographic
area.
• Sales offices are manufacturer-owned facilities that, like
agents, do not carry inventory but provide selling
functions for the manufacturer in a specific geographic
area.
• Manufacturers’ showrooms are manufacturer owned or
leased facilities. These showrooms contain products that
are permanently displayed.

1.3 Types of Distribution Channels
When they develop distribution (place) strategies, marketers first
consider different channel levels. This refers to the number of
distinct categories of intermediaries that make up a channel of
distribution.

1.3.1 Consumer Channels
The simplest channel is a direct channel. A direct channel is used
for a number of reasons. It may allow the producer to serve its
customers better and at a lower price than is possible using a
retailer. Using a direct channel gives control to the producer.

Figure 11.3|
Snapshot:
Different Types
of Channels of

Chapter 11: Deliver the Goods
Copyright © 2018 Pearson Education, Inc.
When the producer handles distribution, it maintains control of
pricing, service, and delivery—all elements of the transaction.

The producer–retailer consumer channel is the shortest indirect
channel.

The producer–wholesaler–retailer–consumer channel is a
common distribution channel, giving retailers a large selection of
products.
Distribution

Exhibit:
Aimee Mann
p. 351 1.3.2 B2B Channels
Business-to-business distribution channels facilitate the flow of
goods from a producer to an organizational or business customer.
They can be direct or indirect. The simplest indirect channel in
industrial markets occurs when the single intermediary—a
merchant wholesaler we refer to as an industrial distributor rather
than a retailer—buys products from a manufacturer and sells them
to business customers. Because business-to-business marketing
often means selling high-dollar, high-profit items to a market
made up of only a few customers, direct channels are common.

p. 351 1.3.3 Dual and Hybrid Distribution Systems
A dual or multiple distribution system occurs when producers,
dealers, wholesalers, retailers, and customers interact with more
than one type of channel. This is common in the pharmaceutical
industry. Instead of serving a target market with a single channel,
some companies combine channels—direct sales, distributors,
retail sales, and direct mail to create a hybrid marketing system.

Exhibit: eBay
p. 352

p. 352

1.4 Distribution Channels and the Marketing Mix
How do decisions regarding place relate to the other three Ps?
Place decisions affect pricing. Marketers that distribute products
through low-priced retailers such as Walmart, T.J. Maxx, and
Marshalls will have different pricing objectives and strategies
than will those that sell to specialty stores or traditional
department stores.

Distribution decisions can sometimes give a product a distinct
position in its market. For example, Enterprise Rent-a-Car avoids
being overly dependent on the cutthroat rental car market as it
opens retail outlets in primary locations in residential areas and
local business centers.

Subscription boxes represent a new business model for
distribution that supplies surprises by sending out a box each
month filled with items you never knew you wanted but you just
have to have.

Part 4: Deliver and Communicate the Value Proposition

Copyright © 2018 Pearson Education, Inc.
p. 353 1.5 Ethics in the Distribution Channel
Many large retail chains force manufacturers to pay a slotting
allowance—a fee paid in exchange for agreeing to place a
manufacturer’s products on a retailer’s valuable shelf space.
Product diversion is the distribution of a product through one or
more channels not authorized for use by the manufacturer of the
product. A diverter is an entity that facilitates the distribution of a
product through one or more channels not authorized for use by
the manufacturer of the product.
Another ethical issue involves the sheer size of a particular
channel intermediary—be it manufacturer, wholesaler, retailer, or
other intermediary. Giant retailer Walmart, increasingly criticized
for forcing scores of independent competitors (i.e., “mom-and-
pop stores”) to go out of business, has begun a very visible
program to help its smaller rivals.

It is important for all channel intermediaries to behave and treat
each other in a professional, ethical manner—and, to do no harm
to consumers (financially or otherwise) through their channel
activities.
►Marketing Moment In-Class Activity
Personal computer manufacturers frequently use a hybrid marketing system. Ask students to
identify how/where they can buy a PC.

Discussion: What factors are important in determining whether a manufacturer should choose a
direct or indirect channel? Why do some firms use hybrid distribution channels?
p. 354

p. 354
2. DEVELOP A CHANNEL STRATEGY
Firms that operate within a channel of distribution—
manufacturers, wholesalers, and retailers—do distribution
planning, which is a process of developing distribution
objectives, evaluating internal and external environmental
influences on distribution, and choosing a distribution strategy
The following is a discussion of distribution planning from the
perspective of manufacturers, wholesalers, and retailers.

2.1 Step 1: Develop Distribution Objectives
The first step to decide on a distribution plan is to develop
objectives that support the organization’s overall marketing goals.
In general, the overall objective of any distribution plan is to
make a firm’s product available when, where, and in the
quantities customers want at the minimum cost. More specific
distribution objectives, however, depend on the characteristics of
the product and the market.

Figure 11.4
Process: Steps in
Distribution
Planning
p. 354 2.2 Step 2: Evaluate Internal and External Environmental Exhibit: Harley-

Chapter 11: Deliver the Goods
Copyright © 2018 Pearson Education, Inc.
Influences
After they set their distribution objectives, marketers must
consider their internal and external environments to develop the
best channel structure. The organization must also examine issues
such as its own ability to handle distribution functions, what
channel intermediaries are available, the ability of customers to
access these intermediaries, and how the competition distributes
its products. Finally, when they study competitors’ distribution
strategies, marketers learn from their successes and failures.

Davidson
p. 355

p. 355

p. 355

p. 356

2.3 Step 3: Choose a Distribution Strategy
Distribution intensity means the number of intermediaries at
each level of the channel. Planning a distribution strategy means
making at least three decisions.

2.3.1 Conventional, Vertical, or Horizontal Marketing
System?
A conventional marketing system is a multilevel distribution
channel in which members work independently of one another.
Their relationships are limited to simply buying and selling from
one another.

A vertical marketing system (VMS) is a channel in which there
is formal cooperation among channel members at two or more
different levels: manufacturing, wholesaling, and retailing. Often,
a vertical marketing system can provide a level of cooperation
and efficiency not possible with a conventional channel. There are
three types of vertical marketing systems:
o In an administered VMS, channel members remain
independent but voluntarily work together to become the
power of a single channel member.
o In a corporate VMS, a single firm owns manufacturing,
wholesaling, and retailing operations, giving the firm total
control over all channel operations.
o In a contractual VMS, cooperation is enforced by a
contract that spells out each member’s rights and
responsibilities and how they will cooperate. The channel
members can have more impact as a group than they could
alone. A discussion of three types of contractual VMS
follows:
• In a wholesaler-sponsored VMS, wholesalers get
retailers to work together under their leadership in a
voluntary chain.
• A retailer cooperative is a group of retailers that has
established a wholesaling operation to help them
compete more effectively with the large chains.

Part 4: Deliver and Communicate the Value Proposition

Copyright © 2018 Pearson Education, Inc.

p. 356
• Franchise organizations are a third type of contractual
VMS. Franchise organizations include a franchiser (a
manufacturer or a service provider) who allows an
entrepreneur (the franchisee) to use the franchise name
and marketing plan for a fee. In these organizations,
contractual arrangements explicitly define and strictly
enforce channel cooperation.

In a horizontal marketing system, two or more firms at the same
channel level agree to work together to get their product to the
customer. Sometimes these agreements are between unrelated
businesses.

Exhibit: Wetzels
p. 357

p. 357

p. 358

p. 358
2.3.2 Intensive, Exclusive, or Selective Distribution?
The three basic choices for deciding how many wholesalers and
retailers to carry a product are intensive, exclusive, and selective
distribution.

Intensive distribution aims at maximizing market coverage by
selling a product through all wholesalers or retailers that will
stock and sell the product. Availability is more important than any
other consideration in customers’ purchase decision. Products
such as gum, milk, and soft drinks are intensively distributed.

Exclusive distribution means limiting distribution to a single
outlet in a particular region. Some cars, pianos, and products with
high price tags are sold this way. The grey market is a
distribution channel in which a product’s sale to a customer is
technically legal, but is viewed as inappropriate by the
manufacturer of the related product. Grey markets often emerge
around high-end luxury goods sold through exclusive distribution.
Selective distribution fits when demand is so large that exclusive
distribution is inadequate, but selling costs, service requirements,
or other factors make intensive distribution a poor fit. Selective
distribution is suitable for shopping products such as household
appliances and electronic equipment.
Table 11.2
Characteristics
that Favor
Intensive versus
Exclusive
Distribution

Exhibit: Chicago
Cubs
p. 359 2.4 Step 4: Develop Distribution Tactics
These decisions are usually about the type of distribution system
to use, such as a direct or indirect channel, or a conventional or
integrated channel. These decisions have a direct impact on
customer satisfaction.

p. 359 2.4.1 Select Channel Partners
Selecting channel partners usually results in a long-term
commitment. Questions to be considered include: Will the
member contribute to profitability? Can the member provide
services the customer wants? What impact will this have on

Chapter 11: Deliver the Goods
Copyright © 2018 Pearson Education, Inc.
channel control? Who are the channel members’ competitors
channel partners? What is the firm’s dedication to social
responsibility?
p. 359

p. 360

p. 360

2.4.2 Manage the Channel
The channel leader, sometimes called a channel captain, is the
dominant firm that controls the channel. The captain has power
relative to other channel members. The power comes from a
variety of sources:
• A firm has economic power when it has the ability to
control resources.
• A firm such as a franchiser has legitimate power if it has
legal authority to be in charge.
• A producer firm has reward or coercive power if it
engages in exclusive distribution and has the ability to
give profitable products and to take them away from the
channel intermediaries.

Channel cooperation is to the benefit of everyone. It occurs
when producers, wholesalers, and retailers depend on one another
for success. Channel conflict refers to incompatible goals, poor
communication, and disagreement over roles, responsibilities, and
functions among firms at different levels of the same distribution
channel that may threaten a manufacturer’s distribution strategy.

p. 360

p. 361
3. LOGISTICS AND THE SUPPLY CHAIN
Marketers place a great deal of emphasis on logistics, the process
of designing, managing, and improving the movement of products
through the supply chain. Logistics is also a relevant
consideration regarding product returns, recycling and material
reuse, and waste disposal—reverse logistics.

3.1 The Lowdown on Logistics
When a firm does logistics planning, the focus also should be on
the customer. Logistics aims to deliver exactly what the customer
wants—at the right time, in the right place, and at the right price.

Figure 11.5
Process: The
Five Functions of
Logistics

p. 361

p. 362

3.1.1 Order Processing
Order processing includes the series of activities that occurs
between the time an order comes into the organization and the
time a product goes out the door.

Fortunately, many firms automate this process with enterprise
resource planning (ERP) systems. An ERP system is a software
solution that integrates information from across the entire
company, including finance, order fulfillment, manufacturing, and

Part 4: Deliver and Communicate the Value Proposition

Copyright © 2018 Pearson Education, Inc.
transportation. Data need to be entered into the system only once,
and then the organization automatically shares this information
and links it to other related data.
p. 362 3.1.2 Warehousing
Warehousing—storing goods in anticipation of sale or transfer to
another member of the channel of distribution—enables marketers
to provide time utility to consumers by holding on to products
until consumers need them.

Part of developing effective logistics means making decisions
about how many warehouses we need and where and what type of
warehouse each should be.

Firms use private and public warehouses to store goods.
• Private warehouses have a high initial investment but they
lose less inventory due to damage.
• Public warehouses allow firms to pay for a portion of
warehouse space rather than having to own an entire
storage facility.
• A distribution center is a warehouse that stores goods for
short periods and that provides other functions such as
breaking bulk.

p. 362 3.1.3 Materials Handling
Materials handling is the moving of products into, within, and
out of warehouses. Once in the facility the goods may be handled
over a dozen separate times. Procedures that limit the number of
times a product must be handled decrease the likelihood of
damage and reduce the cost of materials handling.

p. 363

p. 363

3.1.4 Transportation
Logistics decisions take into consideration options for
transportation, the mode by which products move among
channel members. Modes of transportation differ in their:
• Dependability: ability to deliver goods safely and on time
• Cost: the total transportation costs to move a product from
one location to another, including any charges for loading,
unloading, and in-transit storage
• Speed of delivery including loading and unloading
• Accessibility: number of different locations carrier serves
• Capability to handle different products such as large and
small, fragile or bulky
• Traceability: ability to locate goods in shipment

Each mode of transportation has strengths and weaknesses that
make it a good choice for different transportation needs.
. Railroads: Railroads are best to carry heavy or bulky
items, such as coal and other mining products, over long
Exhibit: Amazon

Table 11.3
A Comparison of
Transportation
Modes

Chapter 11: Deliver the Goods
Copyright © 2018 Pearson Education, Inc.

p. 364

distances. Railroads are about average in their cost and
provide moderate speed of delivery.
. Water: Ships and barges carry large, bulky goods and are
very important in international trade. Water transportation
is relatively low in cost but can be slow.
. Trucks: Trucks or motor carriers are the most important
transportation mode for consumer goods, especially for
shorter hauls. Motor carrier transport allows flexibility
because trucks can travel to locations missed by boats,
trains, and planes. Trucks also carry a wide variety of
products, including perishable items. Although costs are
high for longer-distance shipping, trucks are economical
for shorter deliveries. Because trucks provide door-to-door
service, product handling is minimal, and this reduces the
chance of product damage.
• Air: Air transportation is the fastest and the most
expensive transportation mode. It is ideal to move high-
value items such as important mail, fresh-cut flowers, and
live lobsters.
• Pipeline: Pipelines carry petroleum products such as oil
and natural gas and a few other chemicals. Pipelines flow
primarily from oil or gas fields to refineries. They are very
low in cost, require little energy, and are not subject to
disruption by weather.
• The Internet: As we discussed earlier in this chapter,
marketers of services such as banking, news, and
entertainment take advantage of distribution opportunities
the Internet provides.
Use website here: www.freightquote.com
Freight broker who coordinates shipments with several trucking companies
►Marketing Moment In-Class Activity
Suppose you are responsible for shipping the following goods to the appointed destinations.
What shipping methods would you choose and why?
Parakeets Ship from Wichita KS to Seattle Washington
Oil Ship from Alaska to Arizona
Modular Homes Ship from Pittsburgh to New Orleans
Steel Ship from Bethlehem PA to Denver CO
Toys Ship from San Francisco to Casper WY

P.S.—Barges were used to transport semi-built houses to New Orleans after Hurricane Katrina.

Activity: Assume that you are the director of marketing for a firm that manufactures cleaning
chemicals used in industries. You have traditionally sold these products through manufacturer’s
reps. You are considering adding a direct Internet channel to your distribution strategy, but you
aren’t sure whether this will create channel conflict. Make a list of the pros and cons of this
move. What do you think is the best decision?

Part 4: Deliver and Communicate the Value Proposition

Copyright © 2018 Pearson Education, Inc.
p. 364

p. 364
3.1.5 Inventory Control
Inventory control means developing and implementing a process
to ensure that the firm always has sufficient quantities of goods
available to meet customers’ demands.

Some companies are even phasing in a sophisticated technology
(similar to the EZ Pass system many drivers use to speed through
tollbooths) known as radio frequency identification (RFID).
RFID lets firms tag clothes, pharmaceuticals, or virtually any kind
of product with tiny chips that contain information about the
item’s content, origin, and destination. This technology has the
potential to revolutionize inventory control and help marketers
ensure that their products are on the shelves when people want to
buy them.

Firms store goods for many reasons, such as enabling
production to meet seasonal demand and creating economies in
ordering.

►Marketing Moment In-Class Activity
Think about a store in which your can of beans has a radio code and can be located at any
minute. What are the advantages to such a system (especially when tracking more
expensive/volatile products than beans)? Do you see any ethical implications?

p. 365

p. 365

p. 365

Inventory control has a major impact on the overall costs of a
firm’s logistics initiatives. Level loading is a manufacturing
approach intended to balance the inventory holding capabilities
and production capacity constraints of a manufacturer for a
particular product through the implementation of a consistent
production schedule, employed both during and beyond periods of
peak demands. Stock-outs are zero-inventory situations resulting
in lost sales and customer dissatisfaction may be very negative.
To balance these two opposing needs, manufacturers turn to just
in time (JIT) inventory techniques with their suppliers. JIT sets
up delivery of goods just as they are needed on the production
floor. This minimizes the cost of holding inventory while it
ensures the inventory will be there when customers need it.

3.2 Pulling It All Together through the Supply Chain
A large part of the marketer’s ability to deliver a value
proposition rests on the ability to understand and develop
effective distribution strategies. The supply chain includes all the
activities necessary to turn raw materials into a good or service
and put it into the hands of the consumer or business customer. A
large part of the marketer’s ability to deliver a value proposition
rests on the ability to understand and develop effective supply
chain strategies. Outsourcing occurs when firms obtain outside

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p. 367

vendors to provide goods or services that might be supplied in-
house. Outsource firms are organizations with whom the company
has developed a partnership or cooperative business arrangement.

Discussion: The supply chain concept looks at both the inputs of
a firm and the means of firms that move the product from the
manufacturer to the consumer. Do you think marketers should be
concerned with the total supply chain concept? Why or why not?

► METRICS MOMENT
One of the most used measures of inventory control is inventory
turnover or inventory turns, which is the number of times a
firm’s inventory completely cycles through during a defined time
frame (usually in one year). Marketers can measure inventory
turnover by using the value of the inventory at cost or at retail, or
this metric can even be expressed in units.

Benchmarks for inventory turnover vary greatly. A firm can up its
profitability through increases in inventory turnover; however,
management will have to calculate whether increased volume
adds to profits.

Apply the Metrics
1. Spider’s Auto Parts Store ended its fiscal year last month
with a cost of sales of $3,600,000 and an average
inventory of $450,000. What is Spider’s inventory
turnover for that fiscal year?
2. Spider’s would like to boost its turns to 10 during the next
fiscal year. What suggestions do you have that will help
them accomplish this objective?

Supply chain management is the coordination of flows among
the firms in a supply chain to maximize total profitability. These
“flows” include not only the physical movement of goods but also
the sharing of information about the goods—that is, supply chain
partners must synchronize their activities with one another.

Insourcing occurs when companies contract with a specialist who
services their supply chains. Unlike the outsourcing process
where a company delegates nonessential tasks to subcontractors,
insourcing means that the client company brings in an external
company to run its essential operations.
The major difference between a supply chain and a channel of
distribution is the number of members and their functions. A
supply chain is broader; it consists of those firms that supply the

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p. 367

raw materials, component parts, and supplies necessary for a firm
to produce a good or service plus the firms that facilitate the
movement of that product to the ultimate users of the product.
This last part—the firms that get the product to the ultimate
users—is the channel of distribution.

►ETHICS CHECK
Find out what other students taking this course would do and why
at www.mymktlab.com
Do you think restaurants should be required to purchase their
ingredients from sustainable suppliers like Fiscalini, which
produces food while it gives back to the environment?

Real People, Real Choices: Here’s My Choice at

Michael chose Option #3.

Ripped from the
Headlines:
Ethical/
Sustainable
Decisions in the
Real World

IV. END-OF-CHAPTER ANSWER GUIDE
Chapter Questions and Activities

 CONCEPTS: TEST YOUR KNOWLEDGE

11-1 What is a channel of distribution? What are channel intermediaries?
A channel of distribution is a series of firms or individuals that facilitate the movement of a
product from the producer to the final customer. Channel intermediaries are the firms or
individuals such as wholesalers, agents, brokers, or retailers who help move a product from the
producer to the consumer or business user.

11-2 Explain the functions of distribution channels.
Certain functions help the consumer with their purchase decision. Channels provide time,
place, and ownership utility for consumers. Channel members handle the physical distribution
function for products, including the activities of breaking and accumulation of bulk, creating
assortments, reducing the number of transactions necessary for the flow of goods,
transportation, and storage. Intermediaries in channels of distribution also perform a variety of
both communications and facilitating functions.

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11-3 List and explain the types of independent and manufacturer-owned wholesaling
Intermediaries.

Independent intermediaries:

Merchant wholesalers—buy goods (take title) from producers and sell to organizational
customers. May be general or limited line wholesalers. Specific types of merchant wholesalers
include:

• Cash-and-carry wholesalers—limited function; limited line; small retailers purchase at
this wholesaler’s location.
• Truck jobbers—limited function; sell perishable food and tobacco items.
• Drop shippers—limited function; take orders from and bill retailers; products are drop-
shipped from manufacturer; take title to product but do not have physical possession of
it.
• Mail-order wholesalers—limited functions; sell through catalogs, telephone, or mail
order.
• Rack jobbers—full function; limited line; call on retailers to provide display units and
check on inventory levels.

Merchandise Agents and Brokers

● Manufacturers’ agents—use independent salespeople; carry several lines of non-
competing products.
● Selling agents, including export/import agents—handle the entire output on one or
more producers.
● Commission merchants—receive commission on sales price of products.

Manufacturer-owned intermediaries:

• Sales branches—wholesaler-type facilities owned and run by a manufacturer.
• Sales offices—like sales branches, are typically located in strategic geographic
areas in order to be closer to customers.
• Manufacturers’ showrooms—producer-owned facilities that customers visit to
see the firm’s products attractively displayed.

11-4 What factors are important in determining whether a manufacturer should choose a direct
or indirect channel? Why do some firms use hybrid marketing systems?

A direct channel is a channel of distribution in which there are no intermediaries or middle
levels. Factors could be cost, speed of delivery, or channel control.

An indirect channel is the distribution of goods in which manufacturers reach end users
through intermediaries—wholesalers, dealers, distributors, agents and/or retailers. Factors
could be familiarity with intermediaries, consumer buying behavior, or ability to reach
consumers.

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Instead of serving a target market with a single channel, companies have added new
channels—direct sales, distributors, retail sales, and direct mail. As they add channels and
communications methods, they create a hybrid marketing system.

11-5 What are conventional, vertical, and horizontal marketing systems?
A conventional marketing system is a multiple-level distribution channel in which members
work independently of one another.

A vertical marketing system (VMS) is a channel of distribution in which there is cooperation
among members at the manufacturing, wholesaling, and retailing levels.

A horizontal marketing system is an arrangement within a channel of distribution in which two
or more firms at one channel level work together for a common purpose.

11-6 Explain intensive, exclusive, and selective forms of distribution.
Intensive distribution aims at maximizing market coverage by selling a product through all
wholesalers or retailers that will stock and sell the product. Example: chewing gum.

Exclusive distribution means limiting distribution to a single outlet in a particular region.
Example: pianos or cars.

Selective distribution fits in between exclusive and intensive distribution.

11-7 Explain the steps in distribution planning.
Distribution planning is best accomplished when marketers follow the steps as follows:
a. Develop distribution objectives.
b. Evaluate internal and external environmental influences.
c. Choose a distribution strategy.
• Number of channel levels
• Conventional, vertical or horizontal marketing system
• Intensive, exclusive or selective distribution
d. Develop distribution tactics.
• Select channel partners
• Manage the channel
• Develop logistics strategies
o Order processing
o Warehousing
o Materials handling
o Transportation
o Inventory control

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11-8 What is logistics? Explain the functions of logistics. What is reverse logistics?
Logistics is the process of designing, managing, and improving the movement of products
through the supply chain. Physical distribution includes activities used to move finished goods
from manufacturers to final customers as listed below:

1. Order processing—transferring title and handling paperwork related to distribution.
2. Warehousing—storing goods before they reach final customers.
3. Materials handling—moving products into, within, and out of warehouses.
4. Transportation—physically moving the goods from one location to another.
5. Inventory control—determining what amounts and types of goods should be kept on hand
before sale.

Logistics planning focuses on the customer and decisions are the best trade-off between low
costs and high customer service, thus providing the product to the customer at the lowest cost
possible as long as the firm meets delivery requirements. Logistics is also a relevant
consideration regarding product returns, recycling and material reuse, and waste disposal—
reverse logistics.

11-9 What are the advantages and disadvantages of shipping by rail? By air? By ship? By
truck?

Rail transport is good for bulky and heavy products. It is moderate in cost and speed. A
disadvantage is that it cannot carry goods to every community.

Air transport is good for highly perishable products such as flowers and lobster or time-
sensitive products to include the mail, it is the fastest; however the expense is prohibitive for
many products.

Ships are good for international cargo. A disadvantage is the slow speed.

Trucks provide the most important transportation mode for consumer goods. They can carry a
wide variety of products and can provide door-to-door service. Some disadvantages are fuel
costs, traffic congestion, and time for cross-country movement.

11-10 What is inventory control, and why is it important?
Inventory control means developing and implementing a process to ensure that the firm always
has sufficient quantities of goods available to meet customers’ demands—no more and no less.
This explains why firms work so hard to track merchandise so that they know where their
products are and where they are needed in case a low-inventory situation appears imminent.

11-11 What is a supply chain, and how is it different from a channel of distribution?

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The supply chain includes all the activities necessary to turn raw materials into a good or
service and to put it into the hands of the consumer or business customer. The distribution
channels are a subset of the supply chain.

ACTIVITIES: APPLY WHAT YOU’VE LEARNED

11-12 Creative Homework/Short Project Assume that you are the director of marketing for a
firm that manufactures cleaning chemicals used in industries. You have traditionally sold
these products through manufacturer’s reps. You are considering adding a direct Internet
channel to your distribution strategy, but you aren’t sure whether this will create channel
conflict. Make a list of the pros and cons of this move. What do you think is the best
decision?

MyMarketingLab for answers to Assisted Graded Questions.

11-13 For Further Research (Individual) Find an example of disintermediation that has been
employed by a particular firm. Research the specific impact of the disintermediation on the
organization’s operations and its customers’ experience with the firm. Evaluate both the pros
and the cons of the related example of disintermediation.

Disintermediation is the removal of intermediaries from a supply chain, or “cutting out the
middlemen” in connection with a transaction or a series of transactions. Instead of going
through traditional distribution channels, which had some type of intermediary (such as a
distributor, wholesaler, broker, or agent), companies may now deal with customers directly,
for example via the Internet. Disintermediation may decrease the total cost of servicing
customers and may allow the manufacturer to increase profit margins and/or reduce prices.

Using the Internet or business press, students can find examples of companies that sell directly
to the consumer without intermediaries. They can assess the pros and cons of
disintermediation in the company selected.

11-14 Creative Homework/Short Project Your friend’s small business makes hand-crafted papers that
she sells directly to her customers online. Fortunately, her business is growing quickly, and she
is considering selling her unique product to other businesses. From your marketing class, you
know that different channel structures exist for both consumer and B2B markets. Summarize
the differences between these two channel structures. What advice can you give him or her?

In a consumer channel, producers sell directly to customers? One reason is that a direct channel
may allow the producer to serve its customers better and at a lower price than is possible if it
included a retailer. Another reason to use a direct channel is control. When the producer
handles distribution, it maintains control of pricing, service, and delivery—all elements of the
transaction. In a direct channel, a producer works directly with customers, so it gains insights
into trends, customer needs and complaints, and the effectiveness of its marketing strategies.

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A B2B channel is an indirect channelsto reach consumers. A reason in many cases is that
customers are familiar with certain retailers or other intermediaries—it’s where they always go
to look for what they need. Getting customers to change their normal buying behavior—can be
difficult. In addition, intermediaries help producers by creating utility and transaction
efficiencies. Channel members make producers’ lives easier and enhance their ability to reach
customers. The producer–retailer–consumer channel is the shortest indirect channel. Because
the retailers buy in large volume, they can obtain inventory at a low price and then pass these
savings on to shoppers. This gives them a competitive advantage over smaller, more specialized
stores. The size of retail giants also means they can provide the physical distribution functions,
such as transportation and storage, that wholesalers handle for smaller retail outlets. The
Internet is the wave of the future and all producers should at least consider this option. Students
can discuss which channel would be best for a small business that makes hand-crafted papers.

11-15 In Class, 10–25 Minutes for Teams As the one-person marketing department for a
candy manufacturer (your firm makes high-quality, hand-dipped chocolates using only
natural ingredients), you are considering making changes in your distribution strategy.
Your products have previously been sold through a network of food brokers that call on
specialty food and gift stores. But you think that perhaps it would be good for your firm to
develop a corporate vertical marketing system (i.e., vertical integration). In such a plan, a
number of company-owned retail outlets would be opened across the country. The
president of your company has asked that you present your ideas to the company
executives. In a role-playing situation with one of your classmates, present your ideas to
your boss, including the advantages and disadvantages of the new plan compared to the
current distribution method.

As a starting point, students should review the material in the text on VMS as compared to the
conventional channel method. The conventional method has many players which all have their
own plans, objectives, and agendas. In a VMS system, there is cooperation, mutual objectives,
and an attention to reducing costs. However, the VMS approach reduces control of any
individual member. The corporate version has ownership with one major party and, therefore,
requires not only knowledge as a requirement but a sizable outlay of cash as well. Could this
company pull this off? Other VMS formats might be considered.

11-16 For Further Research (Individual) Do a little research and find an example of a firm
that attempted to sell a product or set of products online and failed.

a. What do you believe are the key factors that led to the failure?
b. What could the firm have done differently to increase the chances for success?

Students can look in the business press online and find examples of failed companies. They
can discuss the challenge facing online companies and suggest ways to increase chances for
success. On-time delivery expectations by customers; free shipping; and online customer
ratings make a big difference in the success or failure of a company.

11-17 For Further Research (Individual) Visit the website for UPS www.ups.com
UPS has positioned itself as a full-service provider of logistics solutions. After reviewing

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its website, answer the following questions:
1. What logistics services does UPS offer its customers?
2. What does UPS say to convince prospective customers that its services are better
than those of the competition?

Student answers to this question should include the following five characteristics of logistics:
order processing, warehousing, materials handling, transportation, and inventory control.
Students should be encouraged to include many of the concepts in this chapter on logistics in
their answers.

11-18 In Class, 10–25 Minutes for Teams Assume that you have recently been hired by a firm that
manufactures furniture. You feel that marketing should have an input into supplier selection for
the firm’s products, but the purchasing department says that should not be a concern for
marketing. You need to explain to the department head the importance of the value chain
perspective. In a role-playing exercise, explain to the purchasing agent the value chain concept,
why it is of concern to marketing, and why the two of you should work together.

Before proceeding with the design of the role-play scenario, students should review the sections
in the chapter on supply chains and value chains. During this review, pay particular attention to
the material that indicates that supply chains involve other members of the distribution channel
and, therefore, value chains do too. Each member may have separate strategies for marketing
and different objectives in the pursuit of the customer. It is therefore a good idea that all of these
firms be on the same page or at least able to discuss or negotiate with one another about what is
important and what is not. For these reasons, marketing should be concerned with who is
selected as a supply chain partner. Additionally, marketing would want to know what value this
partner brings to the overall value chain. Students should try to work these ideas and others into
the presentation to the role-played purchasing agent.

11-19 For Further Research (Individual) It is increasingly important for companies to find ways
to make their supply chains more sustainable. Find examples of how a company has
implemented a sustainable practice within each of the following components of the supply
chain: raw materials sourcing, distribution, warehousing, and retailing. For each component a
separate company can be selected for use as your example.

This question could be assigned as a research paper. Students can find many companies that
make their supply chain sustainable.

11-20 Creative Homework/Short Project Your friend is studying for an upcoming marketing test but
doesn’t quite understand logistics. Write up a summary of the various logistics functions and
devise a short multiple-choice quiz that will help him test his comprehension of the subject.

MyMarketingLab for answers to Assisted Graded Questions.

 APPLY MARKETING METRICS

Companies track a wide range of metrics within the supply chain area. Some of the most

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common ones are the following:
a. On-time delivery
b. Forecast accuracy
c. Value-added productivity per employee
d. Returns processing cost as a percentage of product revenue
e. Customer order actual cycle time
f. Perfect order measurement

Let us look at the last measure in more detail. The perfect order measurement calculates the
error-free rate of each stage of a purchase order—you are looking for a perfect order process
(or at least as close to one as you can get)! It helps managers track the multiple steps involved
in getting a product from a manufacturer to a customer in order to pinpoint processes that need
improvement—a bit like TQM we learned about earlier. For example, a company can calculate
its error rate at each stage and then combine these rates to create an overall metric of order
quality. As an example, let us suppose the company identifies the following error rates:
• Order entry accuracy: 99.95 percent correct (five errors per 1,000 order lines)
• Warehouse pick accuracy: 99.2 percent
• Delivered on time: 96 percent
• Shipped without damage: 99 percent
• Invoiced correctly: 99.8 percent

11-21 Calculate the perfect order measurement for the above purchase order process. Interpret
your result.

The company can then combine these individual rates into an overall perfect order
measurement by multiplying them together: 99.95  99.2  96  99  99.8 = 94.04 percent.
The results show that overall the company is carrying out logistics activities most of the time.
However, there is room for improvement particularly in the area of on-time delivery.

11-22 Do you think the firm should be satisfied with this level of performance? Why or why
not? What particular areas need attention, if any?

The company should generally be satisfied with this level of performance. However, there is
room for improvement particularly in the area of on-time delivery.

11-23 Is a zero error rate realistic? How close should a firm be expected to come to zero errors?
How do you suggest motivating employees toward reducing these errors?

A zero error rate seems unrealistic. It is a goal that can motivate employees. A reward system
can be put in place to add additional motivation to reduce errors.

11-24 Given this particular example, what are some things the manufacturer might work on to
bring the overall perfect order measurement higher? What would be the advantages to the
firm of investing in making this already good number even better for customers?

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Students will come up with a variety of opinions here. One strategy is to focus on the highest
error rate above (“Delivered on time”) before tackling the second highest error rate (“Shipped
without damage”), and so on. As for the advantages to the firm for investing in decreasing the
error rates across categories, the focus of a firm and its marketing strategy should always be
about continuous improvement to ensure the proper and accurate delivery of product to the
consumer. In light of this, the text provides the following:

When a firm does logistics planning, however, the focus also should be on the customer. When
managers thought of logistics as physical distribution only, the objective was to deliver the
product at the lowest cost. Today, forward-thinking firms consider the needs of the customer first.
The customer’s goals become the logistics provider’s goals. In addition, this means that when they
make most logistics decisions, firms must decide on the best trade-off between low costs and high
customer service. The appropriate goal is not just to deliver what the market needs at the lowest
cost but to provide the product at the lowest cost possible as long as the firm meets delivery
requirements. Although it would be nice to transport all goods quickly by air, that is certainly not
practical. However, sometimes air transport is necessary to meet the needs of the customer, no
matter the cost.

CHOICES: WHAT DO YOU THINK?

11-25 Critical Thinking Many entrepreneurs choose to start a franchise business rather than “go it
alone.” Do you think franchises offer the typical businessperson good opportunities? What are
some positive and negative aspects of purchasing a franchise?

The easy answer to the question is that franchising must be good because so many people do
it. The more sophisticated answer is that franchising is popular because the local owner can
specialize in customer interaction and turn over other functional responsibilities to other
members of the franchise network (i.e., product shipment and acquisition, promotion, national
image, etc.). Buying a franchise rather than starting from scratch often confers certain
advantages:
1. Using the franchise name gives the merchant advertising clout, purchasing power, and
name
2. recognition.
3. The franchise provides services for the operator such as employee training, giving access
to
4. lower prices for needed materials, and helping pick a location with visibility.

There is a cost, however. Disadvantages include:
1. The owner must pay a percentage of revenue for the right to be a franchise member.
2. The business format of the franchise must be followed to the letter.
3. If the franchise gets into difficulty, the individual operators are affected.

11-26 Critical Thinking Would you purchase a durable product (such as a watch) online at a
significantly lower price than the MSRP (Manufacturer Suggested Retail Price) if you knew
that the retailer was not officially authorized by the product’s manufacturer to sell it? Putting
ethical concerns aside for a moment, what risks would most concern you about making such a

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purchase and what steps could the related retailer take to lessen those risks?

Students can have a lively discussion about the risks of online shopping. How can a shopper
know if he/she is getting the item itself or an imitation. For example, I needed a watch strap
for a Cartier Tank Watch. Many were offered online, but I couldn’t verify whether they were
produced by Cartier or not. I ended up buying the watch strap at a Cartier dealership.

11-27 Critical Thinking As colleges and universities are looking for better ways to satisfy their
customers, an area of increasing interest is the distribution of their product (which of course is a
student’s education). Describe the characteristics of your school’s channel(s) of distribution.
What types of innovative distribution might make sense for your school to try?

To answer this question, students should be encouraged to think about how the educational
product is delivered to them. They might remember that the educational product might come
through classroom lecture, television, continuing education, extended or distance learning,
video or audiotape, or foreign travel. New forms that might be explored are CD-ROM, surface
transportation (such as on a train), the Internet, websites, teleconferencing, or other recorded
means. The students should be encouraged to look at the factors (such as cost, competition,
technology, mission identification, etc.) that would affect the choice of these forms.

11-28 Critical Thinking Can a company’s reverse logistics system have a significant influence on
how a consumer views the organization and its brand? Are there specific types of products for
which a company’s reverse logistics system could play a more important role in contributing to
a customer’s view of the organization? For those companies what characteristics would you
expect their reverse logistics systems to have in order to create high added value for a
customer?

Logistics is also a relevant consideration regarding product returns, recycling and material
reuse, and waste disposal—reverse logistics.

Reverse logistics becoming even more important
as firms start to more seriously consider sustainability as a competitive advantage and put more
effort into maximizing the efficiency of recycling to save money and the environment at the
same time. There are many companies, for example, coffee companies, that boast about fair-
trade products and an environmentally friendly supply chain. More and more consumers make
purchases based on whether or not a product is made by a company, seriously interested in
protecting the environment. Reverse logistics adds value to a product from the customer’s
perspective.
11-29 Ethics RFID tags are extremely useful for retailers, but many consumers have responded
negatively to them, even calling them “spy chips.” What are the ethical issues that retailers
must be aware of when they use these chips? What responsibility do retailers have to educate
consumers about how they will use the information contained in these chips?

Technology known as radio frequency identification (RFID) is used to tag clothes,
pharmaceuticals, or virtually any kind of product with tiny chips that contain information about
the item’s content, origin, and destination. This technology has the potential to revolutionize
inventory control and help marketers ensure that their products are on the shelves when people
want to buy them. Some consumer groups are creating a backlash against RFID, which they

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refer to as “spy chips.” Through blogs, boycotts, and other anti-company initiatives, these
groups proclaim that RFID violates privacy. Students can debate whether RFID is an invasion
of privacy that could give retailers information that customers do not want them to have (e.g.,
purchase history).

11-30 Critical Thinking Music, video, or textbook downloading (even when done clandestinely) is just
a way to create a more efficient supply chain because it “cuts out the middleman” (e.g., stores
that sell music, video, and books). Do you agree? Why or why not?

This question might be very familiar to students. There will be those that desire traditional
storefronts, while others like the just-in-time newest release downloads. Many companies such
as Tower Records closed their stores since they could not compete with online downloads that
are readily available.

11-31 Critical Thinking The supply chain concept looks at both the inputs of a firm and the firms that
facilitate the movement of the product from the manufacturer to the consumer. Do you think
marketers should be concerned with the total supply chain concept? Why or why not?

Most students should see that marketers should be concerned with the total supply chain
concept. Why? For one reason, remember that supply chain management is the management
of flows in a supply chain to maximize total profitability. Distribution firms rarely are
independent from one another; therefore, a total supply chain concept allows the firms to be
part of a team and benefit from this team approach. Next, because a supply chain is only a step
away from a value chain, students should see that a value chain is a way to build relationships
with consumers. Adding value becomes a method of achieving competitive differences and
consumer business. Additionally, this would be very important in business-to-business
relationships where adding value is not only necessary it is a necessity.

11-32 Ethics To bring cost-effective products to your door, retailers like Walmart use suppliers,
some of which may contract work out to other suppliers and so on. And while the initial
suppliers that Walmart contracts with may be socially responsible, not all suppliers are. What
should retailers do to protect themselves from working with unethical companies or selling
products made by such companies? How far down the supply chain should retailers be
responsible for the business practices of their vendors?

Due to its enormous size and purchasing power, Walmart is able to make burdensome demands
on its suppliers. This allows the company to achieve its main customer objective of providing
the lowest possible price for its general merchandise and groceries. One of the challenges of this
type of strategy is that it may be impossible to obtain because it has no endpoint. Therefore,
Walmart is constantly pressuring suppliers to continually lower its price to the firm.
Students can debate whether or not Walmart’s contracts are socially responsible.

MINI-PROJECT: LEARN BY DOING

In the United States, the distribution of most products is easy. There are many independent
intermediaries, such as wholesalers, dealers, distributors, and retailers, which are willing to

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cooperate to get the product to the final customer. Our elaborate interstate highway system
combines with rail, air, and water transportation to provide excellent means for moving goods
from one part of the country to another. In many other countries, the means for distribution of
products are far less efficient and effective.

For this mini-project, you should first select a consumer product, probably one you normally
purchase. Then use either library sources or other people or both (retailers, manufacturers, dealers,
classmates, and so on) to gather information to do the following:

a. Describe the path the product takes to get from the producer to you. Draw a model to show
each of the steps the product takes. Include as much as you can about transportation,
warehousing, materials handling, order processing, inventory control, and so on.
b. Select another country in which the same or a similar product is sold. Describe the path the
product takes to get from the producer to the customer in that country.
c. Determine if the differences between the two countries cause differences in price, availability,
or quality of the product.

11-33 Prepare and present a summary of your findings.
The purpose of the mini-project is to develop an understanding of the distribution process in
the United States.

Through four specific questions (or exercises) marketing teams are asked to examine the path
that a product takes from production to purchase by the end consumer, chart this process,
include physical distribution functions, examine how a similar product is distributed in a
foreign country, examine differences between the countries, and write a summary report that
illustrates the findings.

Instructors may wish to extend the deadline for this assignment so students have many
opportunities to think, research, write, and report their findings.

V. MARKETING IN ACTION CASE : REAL CHOICES AT
TARGET

Summary of Case
Target’s distribution process became more complicated with the expansion of its grocery business
to include perishables. Then, the situation became more complex when online customers received
orders from warehouses or picked up online orders in stores. Because of the mess, Target has
committed to redesigning its supply chain. Growth has been hindered by unacceptable stock
levels, which are the result of the complicated supply chain. Target is spending more than $5
billion, to upgrade its distribution network and technology infrastructure. In addition, the retailer is
shrinking the number of different products it keeps in stock and reducing the number of sizes
across those products. These changes will result in less inventory and improved handling
efficiency. Store shelves are being physically restructured to hold more product, pushing inventory
out of back-rooms and onto the sales floor. Suppliers are required to adjust case sizes to increase
inventory turnover and decrease the number of times a store employee handles the merchandise. In

Part 4: Deliver and Communicate the Value Proposition

Copyright © 2018 Pearson Education, Inc.
addition, Target wants suppliers to give a single-day arrival date to achieve better inventory
management.
Including suppliers in planning and executing the transformation is a key to success. Stock-outs
not only hurt Target, but also everyone in the supply chain. How well the company uses this
reinvigorated supply chain to deliver its value proposition to customers will be critical to its future
competitive success.
Suggestions for Presentation
This case could be assigned for various online or in-class discussion activities.

Online
Write up a short paper summarizing credible news articles about Target’s unacceptable level of
stock-outs that upset customers and decreased sales.

Develop an assessment of the strengths and weaknesses of Target based on information available
on the company website: www.target.com

In-Class
Have a class discussion on Target’s decision to reduce the number of brands and varieties of
product options on the shelves to reduce stock-outs and avoid further declines in sales.
You make the Call

11-34 What is the decision facing Target?

Students will come up with various important decisions, among those might be:

How can the company use its reinvigorated supply chain to deliver its value proposition to
customers because this will be critical to its future competitive success?

11-35 What factors are important in understanding this decision situation?
The following factors are important in understand this decision situation:
• How can Target assure that stock-outs will be kept to a minimum?
• How can Target appeal to customers who want “one-stop shopping” when it no longer
carries perishable foods like meats?
• Will suppliers participate effectively in the planning process?
• How can online sales be improved?
• Will Target continue to be competitive in discount retailing?
• How can Target respond to unfavorable stories in the media?
• How can Target improve customer satisfaction?

11-36 What are the alternatives?

Chapter 11: Deliver the Goods
Copyright © 2018 Pearson Education, Inc.
Students might recommend a variety of different marketing strategies. One possibility would
be to use benchmarking and study the supply chains of related and unrelated companies.

11-37 What decision(s) do you recommend?

Students may focus on several of the alternatives developed. Help students understand the
supply chain strategies employed by Target.

11-38 What are some ways to implement your recommendations?

Implementation strategies will depend on the recommended decision.

►MYMARKETINGLAB
Go to www.mymktlab.com for Auto-graded writing questions as well as the following assisted-
graded writing questions:

11-39 Creative Homework/Short Project. Your new boss thinks that intermediaries cost the
company too much money, but you know he is looking only at the bottom line. He has asked
you to investigate the issue. In a short memo to your boss, describe the efficiencies that
intermediaries create and identify the tangible and intangible benefits that these intermediaries
provide.

11-40 Creative Homework/Short Project. Assume that your firm recently gave you a new marketing
assignment. You are to head up development of a distribution plan for a new product line—a
series of do-it-yourself instruction videos for home gardeners. These videos would show
consumers how to plant trees, shrubbery, and bulbs; how to care for their plants; how to prune;
and so on. You know that as you develop a distribution plan, it is essential that you understand
and consider a number of internal and external environmental factors. Make a list of the
information you will need before you can begin to write the distribution plan. How will you
adapt your plan based on each of these factors?

WEB RESOURCES

Pearson Education Inc.: www.mymktlab.com

Norvanco Logistics Company provides warehousing and transportation: www.norvanco.com

Ebay: www.ebay.com

Example of consumer channel: www.salami.com

Freight broker who coordinates shipments with several trucking companies:
www.freightquote.com

Walmart’s website: www.walmart.com

Part 4: Deliver and Communicate the Value Proposition

Copyright © 2018 Pearson Education, Inc.

RFID Overview:
www.intermec.com/learning/technologies/rfid/index.aspx?utm&gclid=CJX1tNGkuZYCFRKLxw
odnCSxLw

Railroad Industry: www.railindustry.com

UPS website: www.ups.com

Target website: www.target.com

Jack Johnson music website: www.jackjohnsonmusic.com

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»Tämä hautuumaa onkin maailman huonoimmin hoidettuja, mikäli
minä niitä tunnen. Mutta eipä sitä tarvitse ihmetelläkään. Tehän
tiedätte, ettei tänne juuri haudata muita kuin Grève-torilla
teloitettuja eikä niiden kurjien takia viitsitä nähdä paljo vaivaa.
Mutta, rakas herra de Beausire, meillä on täällä sentään yksi ja
toinen kuuluisuus. Jos olisi päiväsaika, näyttäisin teille paikan, mihin
on kuopattu Bouteville de Montmorency, joka mestattiin
kaksintaistelun takia, ritari de Rohan, joka mestattiin hallitusta
vastaan suunnittelemiensa vehkeilyjen johdosta, kreivi de Horn, joka
teilattiin juutalaisen murhasta, Damiens, joka paloiteltiin
senjohdosta, että hän oli yrittänyt surmata Ludvig viidennentoista. Ja
monia muita. Ette siis saa halveksia Saint-Jeanin hautuumaata, herra
de Beausire, se on huonosti hoidettu mutta hyvin kansoitettu.»
Beausire seurasi Cagliostroa astuen tarkalleen hänen jälkiinsä
kuten takarivin sotamies, joka on tottunut kulkemaan ruotutoverinsa
jälkiä.
»Ah!» sanoi Cagliostro ja pysähtyi äkisti, niin että Beausire, joka ei
ollut osannut odottaa näin äkillistä pysähdystä, pukkasi mahallaan
kreivin selkää. »Tässä on ihan veres hauta, ammattiveljenne Fleur-
d'Epinen leposija. Hän oli leipuri Françoisin murhaajia ja hänet
hirtettiin kahdeksan päivää sitten Châteletin tuomiolla. Sen pitäisi
olla teille mielenkiintoinen tuttavuus, herra de Beausire, hän oli,
kuten tekin, entinen kersantti, valekersantti ja oikealta ammatiltaan
värvääjä.»
Beausiren hampaat sananmukaisesti kalisivat. Hänestä tuntui, että
pensaat, joiden keskitse hän kulki, olivat maasta kurkottavia
käsivarsia, jotka tarrautuivat hänen jalkoihinsa ja tekivät hänelle

tiettäväksi, että kohtalo oli tänne merkinnyt paikan, missä hänkin
saisi nukkua ikuista untaan.
»No, nyt olemmekin perillä», sanoi Cagliostro pysähtyessään
rauniokasan eteen.
Hän istuutui irtonaiselle kivelle ja kehoitti Beausirea istuutumaan
toiselle, joka näytti asetetun niin lähelle edellistä, ettei Cinnan
tarvitsisi siirtää tuoliaan Augustuksen tuolin viereen.
Jo oli aikakin, sillä entisen kersantin jalat olivat jo niin
hervottomat, että hän pikemminkin lyykähti kuin istuutui kivelle.
»No, nyt voimme mielemme mukaan haastella, rakas herra de
Beausire», aloitti Cagliostro. »Antakaa kuulua, mitä tänä iltana
tapahtui Royale-aukion holvikaarten alla. Neuvottelu lienee ollut
mielenkiintoinen?»
»Herra kreivi», vastasi Beausire, »minun täytyy totisesti
tunnustaa, että pääni on tällä haavaa hieman pyörällä, ja minä
luulen, että teidän on parasta kysellä mitä haluatte tietää».
»Olkoon menneeksi», sanoi Cagliostro. »Olen hyvä isäntä ja
kunhan vain saan tietää mitä haluan, on tapa, kuinka sen saan,
samantekevä. Montako teitä oli Royale-aukion holvikaarten alla?»
»Kuusi, minä mukana.»
»Kuusi, te mukana, rakas herra de Beausire! Katsokaamme ovatko
ne henkilöitä, joiksi heitä luulen. Ensiksi te, se on epäämätöntä.»
Beausire huoahti melkein kuin toivoen, että sellainen epäilys olisi
mahdollinen.

»Osoitatte minulle suurta kunniaa aloittamalla minusta, vaikka
siellä oli paljoa korkeampiakin henkilöitä.»
»Hyvä ystävä, minä noudatan evankeliumin ohjeita. Eikö
raamatussa sanota: 'Ensimmäiset tulevat viimeisiksi'? Jos
ensimmäisten sija on viimeisenä, ovat viimeiset tietenkin
ensimmäisellä sijalla. Minä noudatan siis, kuten jo sanoin,
evankeliumin järjestystä. Kohtauspaikalla olitte ensinnäkin te, eikö
niin?»
»Olin.»
»Lisäksi ystävänne Tourcaty, eikö totta? Entinen alokasupseeri,
joka on saanut tehtäväkseen värvätä kokoon Brabantin legionan?»
»Siellä oli Tourcaty.»
»Sitten muuan kelpo kuninkaanpuoluelainen, nimeltään Marquié,
entinen
Ranskan kaartin kersantti, nykyisin keskuskomppanian luutnantti?»
»Niin, herra kreivi, Marquié oli siellä.»
»Edelleen markiisi de Favras?»
»Vallan oikein.»
»Ja naamioitu mies?»
»Hänkin.»'
»Voitteko kertoa minulle jotakin siitä naamioidusta miehestä?»

Beausire silmäili Cagliostroa niin kiinteästi, että hänen silmänsä
näyttivät loistavan pimeässä.
»Mutta eikö hän ole…?»
Hän vaikeni kuin peläten nimen lausumisen olevan
pyhyydenloukkausta.
»Ole kuka?» kysyi Cagliostro.
»Eikö hän ole…?»
»No, mitä nyt? Luulenpa, että kielenne on siteessä, rakas herra de
Beausire. Varokaa! Kielen siteet muuttuvat toisinaan kaulan nuoraksi,
jossa on juoksusilmukka, ja ne ovat aika vaarallisia.»
»Mutta», jatkoi Beausire, joka huomasi, ettei voinut selviytyä
verukkeilla, »eikö hän ole Monsieur?»
»Monsieur kuka?» tiukkasi Cagliostro.
»Monsieur… Monsieur, kuninkaan veli.»
»Oh, parahin herra de Beausire! On ymmärrettävää, että markiisi
de Favras, jolle on tärkeää uskotella, että tässä jutussa on mukana
täysiverinen prinssi, väittää naamioitua miestä Monsieuriksi. Ken ei
osaa valehdella, ei taida myöskään vehkeillä. Mutta ei ole paikallaan,
että te ja ystävänne Tourcaty, vanhat värvääjät, jotka olette
tottuneet ensi silmäykseltä arvioimaan lähimmäisenne pituuden
jaloittain, tuumittain ja linjoittain, antaisitte vetää itseänne nenästä
tuolla tavalla.»
»Se on kyllä totta», myönsi Beausire.

»Monsieur on viisi jalkaa, kolme tuumaa ja seitsemän linjaa
pitkä», jatkoi Cagliostro, »ja naamioitu mies viisi jalkaa kuusi
tuumaa».
»Saman huomion olen minäkin tehnyt», sanoi Beausire. »Mutta
ellei hän ole Monsieur, kuka siis?»
»Lempo soikoon! Olisin sekä onnellinen että ylpeä, rakas herra de
Beausire, jos voisin valaista teille sen seikan, sillä minä luulin saavani
teiltä juuri ne tiedot».
»Herra kreivi», sanoi entinen aliupseeri, joka oli vähitellen toipunut
ennalleen, »te siis tiedätte, kuka se naamioitu mies on?»
»Tiedän hitossa!»
»Olisiko julkeata kysyä teiltä…»
»Hänen nimeäänkö?»
Beausire nyökäytti päätänsä.
»Nimen mainitseminen on aina arkaluontoinen asia, herra de
Beausire; senvuoksi näkisin mieluummin, että arvaisitte sen.»
»Arvaisin…! Kaksi viikkoa olen yrittänyt arvailla.»
»Niin, kukaan ei ole auttanut teitä.»
»Auttakaa te, herra kreivi.»
»Muuta en pyydäkään. Tunnetteko Oidipoksen tarinan?»

»Huononpuoleisesti, herra kreivi. Näin sen kerran esitettävän
Comédie-Françaisessa, mutta neljännen näytöksen aikana satuin
onnettomuudekseni nukkumaan.»
»Hitto! Toivon teille vastedeskin samanlaisia onnettomuuksia, hyvä
herra.»
»Mutta, kuten huomaatte, on se koitunut vahingokseni.»
»No niin. Muutamin sanoin selitän teille, mitä Oidipos oli miehiään.
Olen tuntenut hänet lapsuudessaan Polybioksen hovissa ja vanhalla
iällään Admetoksen hovissa. Voitte siis uskoa minun kertomaani
paremmin kuin mitä hänestä ovat kirjoittaneet Aiskhylos, Sophokles,
Seneca, Corneille, Voltaire tai herra Ducis, jotka ovat ehkä kuulleet
hänestä puhuttavan, mutta eivät ole häntä tunteneet
henkilökohtaisesti.»
Beausire teki eleen kuin aikoisi vaatia Cagliostroa selittämään
omituista väitettään, että oli tuntenut miehen, joka oli maannut
haudassa ainakin kolmetuhattakuusisataa vuotta, mutta hän arveli,
ettei mokoman pikkuseikan vuoksi kannattanut keskeyttää
kerrontaa. Hän vaimensi eleensä ja vaihtoi sen päännyökkäykseksi,
joka oli sanovinaan: — Jatkakaa, minä kuuntelen.
»Olen siis tuntenut Oidipoksen. Oli ennustettu, että hänestä tulisi
isänsä murhaaja ja äitinsä aviopuoliso. Koska hän luuli Polybiosta
isäkseen, lähti hän salaa tämän luota ja yritti mennä Phokiiseen.
Lähtöhetkellä minä neuvoni häntä karttamaan Dauliista Delphoihin
vievää valtatietä ja kulkemaan vuoripolkua, jonka minä tunsin. Mutta
hän oli itsepäinen, ja koska en voinut sanoa hänelle, miksi näin
neuvoin, olivat kaikki kehoitukseni, joilla yritin saada hänet
valitsemaan toisen tien, turhia. Tämä itsepäisyys johti tulokseen,

jonka jo ennakolta tiesin. Delphoin- ja Theeban-tien
yhtymäkohdassa hän tapasi erään miehen viiden orjan seurassa.
Mies istui vaunuissa, jotka täyttivät koko tienleveyden. Kaikki olisi
sujunut hyvin, jos mies olisi suostunut väistymään hieman
vasempaan ja Oidipos saman verran oikeaan, mutta molemmat
tahtoivat ajaa keskellä tietä. Mies oli kiivasluontoinen, Oidipos
kärsimätön. Ne viisi orjaa heittäytyivät kukin vuoron jälkeen
isäntäänsä puolustamaan ja kaikki kaatuivat toinen toisensa perään.
Lopulta heidän isäntänsäkin kaatui. Oidipos astui siis kuuden ruumiin
yli ja näiden kuuden ruumiin joukossa oli myöskin hänen isänsä.»
»Sepä perhanaa!» sutkautti Beausire.
»Sitten hän jatkoi matkaansa Theebaan. Tien varrella kohosi
Phykion-vuori ja erään polun vierellä, joka oli paljoa kapeampi sitä
tietä, jolla Oidipos surmasi isänsä, oli erään merkillisen otuksen
luola. Tällä eläimellä oli kotkan siivet, naisen pää ja rinnat, leijonan
ruumis ja kynnet.»
»Oho», keskeytti Beausire, »luuletteko, herra kreivi, että sellaisia
kummituksia on olemassa?»
»Jätän siihen kysymykseen vastaamatta, rakas herra de
Beausire», sanoi Cagliostro vakavasti, »varsinkin kun sfinksi oli
kuollut käydessäni Theebaan samaa tietä tuhatta vuotta
myöhemmin, Epaminondaan aikana. Kuinka tahansa, Oidipoksen
aikana se eli vielä. Eräitä sen oikkuja oli asettua keskelle tietä,
esittää ohipyrkijöille arvoitus ja hotaista suuhunsa ne, jotka eivät
keksineet arvoituksen ratkaisua. Kun tätä menoa oli jatkunut yli
kolme vuosisataa, oli ohipyrkivien lukumäärä vähenemistään
vähentynyt ja sfinksin hampaat tulleet hyvin pitkiksi. Huomattuaan
Oidipoksen se meni keskelle tietä ja kohotti käpälänsä ilmaisten

siten, että nuoren miehen oli pysähdyttävä. 'Matkamies', sanoi se,
'olen sfinksi'. — 'Entä sitten?' kysyi Oidipos. — 'Näetkös, kaitselmus
on lähettänyt minut maan päälle esittämään kuolevaisille arvoituksia.
Elleivät he arvaa oikein, ovat he minun; jos he arvaavat oikein, olen
minä kuoleman oma ja minun täytyy syöksyä tuohon rotkoon, minne
olen tähän hetkeen saakka viskannut kaikkien niiden luut, jotka ovat
tätä tietä kulkeneet.' Oidipos loi silmäyksen rotkon pohjaan ja
huomasi sen olevan valkoisenaan ihmisenluita. — 'Hyvä on', virkkoi
nuorukainen, 'mikä on se arvoitus?' — 'Arvoitus on seuraava', sanoi
lintu-leijona: 'Mikä eläin käy aamuisin neljällä, puolipäivän aikaan
kahdella ja iltaisin kolmella jalalla?' — Oidipos tuumi hetken aikaa ja
vastasi sitten hymyillen, mikä teki sfinksin hyvin levottomaksi: 'Entä
jos arvaan oikein, — syöksytkö vapaaehtoisesti rotkoon?' —
'Sellainen on laki', sanoi sfinksi.
— 'Hyvä, se eläin on ihminen.'»
»Mitä, ihminenkö?» keskeytti Beausire innostuneena
kertomukseen kuin se olisi kosketellut hänen aikaisiaan asioita.
»Niin, ihminen, joka lapsena, siis elämänsä aamuna, ryömii
nelinkontin, joka täysikasvuisena, siis elämänsä keskipäivällä kulkee
kahdella jalalla ja vanhuksena, siis elämänsä ehtoopuolella kävelee
sauvan turvin.»
»Ah», huudahti Beausire, »se on totinen totuus!… Sfinksi tuli
puijatuksi!»
»Vallan niin, rakas herra de Beausire, niin perinpohjin puijatuksi,
että se syöksyi pää edellä rotkoon huomaamatta edes turvautua
siipiinsä, mikä teidän mielestänne oli epäilemättä perin järjetöntä, ja
murskasi kallonsa kallioon. Oidipos jatkoi matkaansa, saapui

Theebaan, näki Jokasten jääneen leskeksi, nai hänet ja toteutti siten
oraakkelin ennustuksen, joka oli sanonut, että hän surmaisi isänsä ja
naisi äitinsä.»
»Mutta, herra kreivi, mitä yhteyttä on Oidipoksen tarinalla
naamioidun miehen juttuun?»
»Oh, paljonkin! Odottakaahan. Ensiksi te halusitte saada selville
hänen nimensä?»
»Niin.»
»Ja minä sanoin, että esittäisin teille erään arvoituksen. Minä olen
tosin armeliaampi kuin sfinksi enkä hotaise teitä suuhuni, vaikkette
pystyisikään arvoitusta ratkaisemaan. Huomio, minä kohotan
käpäläni: Kuka on se hovin ylimys, joka on isänsä tyttärenpoika,
äitinsä veli ja sisariensa eno?»
»Siunaa ja varjele!» huudahti Beausire ja vaipui yhtä syviin
mietteihin kuin aikanaan Oidipos.
»Kas niin, tuumikaa, etsikää, hyvä herra», sanoi Cagliostro.
»Auttakaa minua hieman, herra kreivi.»
»Mielelläni. Kysyin teiltä äsken, tunnetteko Oidipoksen tarinan.»
»Niin, te soitte minulle sen kunnian.»
»Nyt siirrymme pakana-ajan historiasta raamatunhistoriaan.
Tunnetteko kertomuksen Lotista?»
»Ja hänen tyttäristään?»

»Juuri niin.»
»Toki minä sen tunnen! Mutta malttakaas… Ah, nyt muistan, mitä
on kerrottu iäkkäästä Ludvig viidennestätoista ja hänen tyttärestään,
madame Adelaidesta…!»
»Nyt olette oikealla tolalla, herraseni.»
»Naamioitu mies olisi siis…?»
»Viisi jalkaa kuusi tuumaa.»
»Kreivi Louis…»
»Entä muuta?»
»Kreivi Louis de…»
»Vaiti!»
»Mutta tehän sanoitte, ettei täällä ole muita kuin vainajia.»
»Vallan oikein, mutta heidän haudallaan rehoittaa ruoho, ja se
kasvaakin täällä paremmin kuin muualla. Jos tämä ruoho, kuten
Midaan kaislat… tunnetteko Midas-kuninkaan tarinan?
»En, herra kreivi.»
»Kerron sen teille toiste. Palatkaamme omaan juttuumme.»
Ja hän kysyi nyt jälleen vakavana:
»Te siis sanoitte?»
»Anteeksi, mutta minä luulin, että teidän piti kysellä.»

»Olette oikeassa.»
Ja Cagliostron miettiessä kysymystään hoki Beausire puoliääneen:
»Totisesti, niin se on! Isänsä tyttärenpoika, äitinsä veli, sisariensa
eno… kreivi Louis de Nar…»
»Hiljaa!» varoitti Cagliostro.
Beausire keskeytti yksinpuhelunsa ja kuunteli tarkkaavasti.
»Nyt kun olemme selvillä sekä naamioiduista että
naamioimattomista vehkeilijöistä, siirtykäämme salahankkeen
tarkoitusta penkomaan.»
Beausire nyökäytti päätänsä merkiksi, että hän oli valmis
vastaamaan.
»Salajuonen tarkoituksena on ryöstää kuningas, eikö totta?» »Se
on todella salajuonen tarkoitus.»
»Ja viedä hänet Péronneen?»
» Péronneen.»
»Entä keinot?»
»Rahallisetko?»
»Niin, rahalliset ensin.»
»Tiedossa on kaksi miljoonaa.»

»Jotka lainataan eräältä genovalaiselta pankkiirilta. Tunnen
miehen.
Onko muita?»
»En tiedä.»
»Siinä siis ollaan rahan puolesta kunnossa. Mutta ei pelkällä
rahalla pitkälle päästä. Tarvitaan väkeäkin.»
»Herra de Lafayette on antanut käskyn värvätä kokoon legionan,
jonka on määrä mennä auttamaan Brabantia, kun se nousee
kapinaan keisarikuntaa vastaan.»
— Oh, sitä kunnon Lafayettea! — mutisi Cagliostro. — Tunnen
hänet hyvin tuosta teosta!
Ääneen hän virkkoi:
»Legiona on siis tiedossa, mutta yksi legiona ei riitä toteuttamaan
sellaista suunnitelmaa. Kokonainen armeija siihen tarvitaan.»
»Armeijakin on tiedossa.»
»Ah, antakaa kuulua!»
»Tuhatkaksisataa ratsumiestä kokoontuu Versaillesiin. Ne lähtevät
määrättynä päivänä liikkeelle kello yksitoista illalla. Kello kaksi
aamulla ne saapuvat Pariisiin kolmena joukkona.»
»Edelleen!»
»Ensimmäinen joukko-osasto tulee Chaillotin portista, toinen
Roulen tulliportista ja kolmas Grenellen tulliportista. Grenellen kautta
marssiva osasto surmaa kenraali Lafayetten, Chaillotin kautta

marssiva herra Neckern ja Roulen tulliportista saapuva ottaa päiviltä
herra Baillyn.»
»Edelleen!» toisti Cagliostro.
»Senjälkeen naulataan umpeen tykit, kokoonnutaan Champ
Élyséesille ja marssitaan Tuileries-palatsiin, joka jo silloin on
hallussamme.»
»Kuinka, hallussanne? Entä kansalliskaarti?»
»Palatsin valtaaminen on Brabantin legionan huolena.
Palkkajoukko-osaston, neljänsadan sveitsiläisen ja kolmensadan
maalta tulleen salaliittolaisen kanssa se valtaa palatsissa olevien
uskottujen miesten avulla sekä uiko- että sisäportit. Mennään
kuninkaan huoneeseen ja huudetaan: ’Sire, Saint-Antoinen
esikaupunki on täydessä kapinassa… vaunut odottavat ulkona… nyt
on paettava!' Jos kuningas suostuu lähtemään, sujuu asia ilman
muuta; ellei hän suostu, hänet viedään väkivalloin ja kuljetetaan
Saint-Denisiin.»
»Edelleen!»
»Saint-Denisissä on koolla kaksikymmentätuhatta miestä
jalkaväkeä. Niihin liittyvät äsken mainitut tuhatkaksisataa
ratsumiestä, Brabantin legiona, neljäsataa sveitsiläistä sekä
kymmenen-, kaksikymmentä-, kolmekymmentätuhatta matkan
varrella värvättyä kuninkaanpuoluelaista, ja koko tämä yhtynyt
joukko marssii Péronneen.»
»Yhä parempaa ja parempaa! Entä mitä Péronnessa tapahtuu,
rakas herra de Beausire?»

»Péronnessa on kaksikymmentätuhatta miestä, jotka samaan
aikaan saapuvat kaupunkiin Meri-Flandriasta, Picardiesta, Artoisista,
Champagnesta, Bourgognesta, Lotringista, Elsassista ja Cambrain
seuduilta. Luvassa on lisäksi kaksikymmentätuhatta sveitsiläistä,
kaksitoistatuhatta saksalaista ja kaksitoistatuhatta sardinialaista. Kun
nämä joukot ovat liittyneet kuninkaan aikaisempaan saattueeseen,
on koolla sadanviidenkymmenentuhannen miehen armeija.»
»Kaunis lukumäärä!» sanoi Cagliostro.
»Tämä armeija marssii sitten Pariisia kohden. Seine-joki suljetaan
kahdesta paikasta ja siten estetään elintarpeitten vienti kaupunkiin.
Nälkiintynyt Pariisi antautuu, kansalliskokous hajoitetaan ja
kuningas, todellinen kuningas korotetaan jälleen isiensä
valtaistuimelle.»
»Aamen!» sanoi Cagliostro.
Ja noustuaan seisaalleen hän jatkoi:
»Rakas herra de Beausire, te osaatte kertoa tavattoman
miellyttävästi, mutta laitanne on kuten suurimpienkin puhujien, kun
olette kaikki sanonut, ei teillä ole enää mitään kerrottavaa — ja
olettehan nyt sanonut kaikki, vai kuinka?»
»Kyllä, herra kreivi, tällä erää.»
»Hyvää yötä sitten, rakas herra de Beausire. Kun jälleen tarvitsette
kymmenen louisdoria, yhäti lahjana, tulkaa hakemaan minua
Bellevuesta.»
»Bellevuesta ja kysynkö herra kreivi de Cagliostroa?»

»Kreivi de Cagliostroa? Älkää, sillä kukaan ei siellä tietäisi ketä
tarkoitatte. Kysykää parooni Zannonea.»
»Parooni Zannonea!» huudahti Beausire. »Mutta hänhän on juuri
se genovalainen pankkiiri, joka on luvannut lainata Monsieurille kaksi
miljoonaa.»
»Se on mahdollista», myönsi Cagliostro.
»Kuinka, mahdollista?»
»Niin, minulla on niin monta asiaa hoidettavana, että yksi
sekaantuu toiseen. Senvuoksi en heti muistanut tätä juttua, mutta
tosiaankin nyt luulen muistavani sen.»
Beausire silmäili lopen kummissaan tueta miestä, joka noin vain
voi unohtaa parin miljoonan liikehomman, ja hän alkoi uskoa, että jo
pelkän rahakysymyksen kannaltakin olisi edullisempi palvella
lainanantajaa kuin lainanottajaa.
Mutta koska tämä kummastelu ei sentään saanut Beausirea
unohtamaan, millä paikalla hän oli, lähti hänkin liikkeelle heti kun
Cagliostro astui ensimmäiset askelensa hautuumaan porttia kohden
ja jäljitteli niin tarkkaan hänen liikkeitään, että kun näki heidän
astelevan melkein toisissaan kiinni, olisi pitänyt heitä kahtena
itsetoimivana koneena, jonka sama jousi oli pannut vireeseen.
Mutta kun hautuumaan portti oli sulkeutunut heidän takanaan,
erkanivat nämä koneet melko etäälle toisistaan.
»No», kysyi Cagliostro, »minne päin te lähdette, hyvä herra de
Beausire?»

»Entä te itse?»
»Palais-Royaliin päin.»
»Minä menen Bastiljin taholle, Herra-kreivi.»————————-
Kumpikin lähti nyt omalle suunnalleen; Beausire kumarsi syvään
kreiville, Cagliostro nyökäytti kevyesti päätänsä. Molemmat katosivat
melkein heti yön pimeään, Cagliostro Temple-kadulle ja Beausire
Verrerie-kadulle.

VI
Gamain näyttää, että hän todella on mestarin mestari, kaikkien
mestari
Kuten lukija muistanee, oli kuningas kenraali Lafayetten ja kreivi
Louis de Bouillén kuullen lausunut toivomuksen, että saisi kutsua
luokseen entisen oppimestarinsa Gamainin auttamaan häntä
tärkeässä lukkotyössä. Hän oli lisännyt — ja meidän mielestämme on
paikallaan mainita sekin pikkuseikka tässä — ettei olisi pois tieltä,
vaikka joku kätevä oppipoikakin tulisi täydentämään tätä seppien
kolminaisuutta. Tämä kolmiluku, jota jumalatkin suosivat, oli
miellyttänyt Lafayetteakin ja hän oli senvuoksi antanut määräyksen,
että mestari Gamain ja hänen oppipoikansa oli päästettävä
esteettömästi kuninkaan luokse ja opastettava työpajaan heti kun he
ilmoittautuisivat.
Meidän ei siis tarvitse kummastella, että nähdessämme muutamia
päiviä mainitun keskustelun jälkeen mestari Gamainin joka ei
suinkaan ole lukijoillemme outo henkilö, sillä olemme esitelleet hänet
lokakuun 6 päivän aamulla tyhjentämässä erään tuntemattoman
asesepän kanssa pullollista burgundia Sèvres-sillan kapakassa —

meidän ei siis tarvitse ihmetellä, sanomme sen toistamiseen,
nähdessämme muutamia päiviä mainitun keskustelun jälkeen
mestari Gamainin ja hänen oppipoikansa molemmat työasuun
puettuina — ilmestyvän Tuileries-palatsin portin eteen. Heidät
päästettiin ilman muuta sisälle ja he nousivat isoja portaita myöten
kuninkaan kerrokseen, nousivat edelleen kierreportaat ja päästyään
työpajan oven eteen mainitsivat kamaripalvelijalle nimensä ja
ammattiarvonsa.
Nimet olivat Nicolas-Claude Gamain ja Louis Lecomte.
Ammattiarvot olivat: edellisen, lukkomestari, jälkimäisen,
oppipoika.
Vaikkei tässä esittelyssä ollut hitusenkaan vertaa ylhäistä leimaa,
riensi Ludvig XVI nuo nimet ja ammattiarvot kuultuaan ovelle
sanomaan:
»Käykää sisään!»
»Tullaan, tullaan», ehätti Gamain vastaamaan tutunomaisesti,
mikä ei ilmaissut yksinomaan toverinsuhdetta, vaan lisäksi mestarin
oikeuden.
Oppipoika ei liene ollut yhtä tottunut seurustelemaan
kuninkaallisten kanssa tai luonto oli kenties istuttanut häneen
voimakkaamman taipumuksen kunnioittaa kruunupäitä,
minkälaisessa asussa ne esiintyivätkin ja minkälaisessa asussa hän
itse sattuikin esiintymään: kuinka tahansa, oppipoika ei vastannut
mitään kuninkaan kehoitukseen, vaan jäi soveliaan välimatkan
päähän mestari Gamainista takki käsivarrella ja hattu kourassa
seisomaan lähelle ovea, jonka kamaripalvelija sulki heidän jälkeensä.

Hänen oli sitäpaitsi ehkä parempi tältä paikalta kuin Gamainin
viereltä huomata Ludvig XVI:n väsyneihin silmiin ilmestynyt
ilonvälähdys ja helpompi vastata siihen päätä nyökäyttämällä.
»Sinäkö siellä, kunnon Gamain!» sanoi Ludvig XVI. »Olen iloinen
nähdessäni sinut taas. En tosiaankaan uskonut enää hyvään
tahtoosi. Luulin jo sinun unohtaneen minut vallan!»
»Ja senkö vuoksi olette ottanut oppipojan?» uteli Gamain. »Olette
tehnyt järkevästi, se oli teidän oikeutenne, koska kerran minä en
ollut saapuvilla. Mutta ikävä kyllä», lisäsi hän pahankurisesti,
»oppipoika ei ole mestari, häh?»
Oppipoika teki merkin kuninkaalle.
»Mikäs siinä auttoi, Gamain-parka?» sanoi Ludvig XVI. »Minulle
kerrottiin varmana asiana, ettet halunnut nähdä minua enää läheltä
etkä kaukaa. Sanottiin sinun pelkäävän maineesi jotenkuten
pilaantuvan…»
»Sire, Versaillesissa tekin totisesti olisitte saanut sen käsityksen,
ettei ole hyvä kuulua teidän ystäväpiiriinne, ja minä olen nähnyt ihan
vierelläni itsensä herra Leonardin — Sèvres-sillan kapakkapahaisessa
— kähertävän kaksi kaartilaisenpäätä, jotka irvistelivät pahasti siitä,
että olivat tulleet tavatuiksi teidän eteishuoneessanne juuri silloin
kun kelpo pariisilaisystävänne tulivat teitä tervehtimään.»
Kuninkaan otsa synkistyi ja oppipoika painoi päänsä alas.
»Mutta», jatkoi Gamain, »nyt kuuluvat asiat olevan parempaan
päin senjälkeen kuin muutitte Pariisiin. Nykyisin te voitte tiemmä
tehdä pariisilaisille mitä haluatte. Eikä se ole kummakaan, sillä

pariisilaisenne ovat aika hölmöjä ja kuningatar niin hemaiseva kun
hän on sillä tuulella.»
Ludvig XVI ei vastannut, mutta lievä puna kihosi hänen poskilleen.
Nuori oppipoika puolestaan näytti kärsivän tavattomasti mestari
Gamainin tutunomaisesta puhetavasta.
Kuivattuaan hänkin hiestyneen otsansa nenäliinalla, joka
lukkosepän oppipojan nenäliinaksi oli vallan liian hieno, hän astui
lähemmäs kuningasta ja sanoi:
»Sire, teidän majesteettinne sallinee minun kertoa teille, kuinka
mestari Gamainilla nyt on kunnia olla teidän majesteettinne edessä
ja kuinka minäkin olen teidän luonanne?»
»Kertokaa, rakas Louis», vastasi kuningas.
»Siinä sitä ollaan, 'rakas Louis', sanotaan heti», mutisi lukkoseppä.
» Rakas Louis… pariviikkoisen tuttavuuden jälkeen, tavallisesta
työmiehestä, oppipojasta!… Mikä minä siis olen, minä, joka olen
tuntenut teidät viisikolmatta vuotta? Minä, joka olen pannut viilan
käteenne? Minä, joka olen mestari. Mutta kyllä sen kelpaa, jolla on
sulava kieli ja valkoiset kädet!»
»Minä sanon sinua 'kelpo Gamainiksi'. Tätä nuorukaista nimitän
rakkaaksi Louisiksi', en senvuoksi, että hän puhuu kauniimmin kuin
sinä, en senvuoksi, että hän pesee kätensä useammin kuin sinä ehkä
sen teet — sinähän tiedät, etten paljoakaan välitä sellaisista
pikkuseikoista — vaan siksi, että hän on kyennyt tuomaan sinut
tänne, sinut, ystäväni, kun minulle jo sanottiin, ettet halunnut enää
tulla luokseni!»

»Oh, minä kyllä olisin halunnut tulla, sillä kaikista vioistanne
huolimatta pidän teistä lopultakin aika paljon, mutta minun vaimoni,
rouva Gamain, hoki minulle yhtenään: 'Sinulla on huonoja
tuttavuuksia, Gamain, liian ylhäisiä tuttavuuksia. Näinä aikoina ei ole
terveellistä seurustella aatelisten kanssa. Meillä on hieman
omaisuutta, suojelkaamme sitä; meillä on lapsia, kasvattakaamme
niitä. Ja jos kruununprinssikin vuorostaan haluaa oppia lukkosepän
ammatin, hakekoon hän opin muilta kuin sinulta; Ranskasta ei puutu
lukkoseppiä'.»
Ludvig XVI loi silmäyksen oppipoikaan, huoahti puolittain
leikkisästi, puolittain alakuloisesti ja sanoi:
»Niin, epäilemättä Ranskassa kyllä riittää lukkoseppiä, muttei
sinunlaisiasi lukkoseppiä.»
»Samaa minä sanoin mestarille, sire, käydessäni hänen puheillaan
teidän lähettämänänne», puuttui puheeseen oppipoika. »Minä sanoin
hänelle: 'Kuulkaas nyt, mestari, kuningas valmistelee paraikaa
muuatta salalukkoa, hän tarvitsi oppipoikaa, hän oli kuullut
puhuttavan minusta ja hän otti minut palvelukseensa. Se oli minulle
suuri kunnia… hyvä… Mutta se työ oli tavallista hienompaa työtä.
Kaikki sujui hyvin niin kauan kuin oli kysymys vain lukonkopasta, -
laatasta ja -nastoista, sillä jokainen tietää, että kolme
pääskynpyrstön muotoista, reunoiltaan taivutettua nastaa riittää
kiinnittämään lukonkopan tukevasti lukonlaattaan, mutta kun
käsiteltäväksi tuli itse lukonkieli, joutui tekijä ymmälle…»
»Sen kyllä uskon», huomautti Gamain, »lukonkieli on koko lukon
sielu».

»Ja koko lukkosepänammatin mestarinäyte, jos se on hyvin
tehty», lisäsi oppipoika. »Mutta lukonkieliä on monenlaisia. On
tavallinen 'nukkuva' kieli, laskukieli, työntökieli. No niin,
olettakaamme nyt, että meillä on putkiavain, jonka lehti on
lovellinen, yksi tavallinen pykälä ja yksi keihäskantainen pykälä
sisäpuolella, kaksi pyörää, toisessa sisäänpäin sirpinmuotoinen,
toisessa ulospäin keihäskantainen koro, minkälainen kieli sopii
sellaiseen avaimeen? Sitä kysymystä me jäimme pohtimaan…»
»Siihen kysymykseen ei osaakaan kuka tahansa vastata», sanoi
Gamain.
»Vallan niin… Sitä varten tulinkin teidän luoksenne, mestari
Gamain. Joka kerta kun kuningas johtui pulaan, sanoi hän
huokaisten: 'Ah, olisipa Gamain nyt täällä!' Silloin minä sanoin
kuninkaalle: 'No niin, sire, kutsuttakaa tänne kuulu Gamaininne ja
katsokaamme, mihin hän pystyy.' Mutta kuningas vastasi: 'Se on
turhaa, Louis-parka. Gamain on unohtanut minut.' Unohtanut teidän
majesteettinne! Mies, joka on työskennellyt teidän kanssanne!
Mahdotonta! Minä sanoin kuninkaalle: 'Lähden hakemaan tänne sen
mestarin mestarin, kaikkien mestarin.' Kuningas vastasi: 'Lähde vain,
mutta et saa häntä mukaasi.' Minä vakuutin: 'Minä tuon hänet
mukanani.' Ja minä lähdin. Ah, sire, en tiennyt, minkälaiseen
puuhaan olin ryhtynyt, enkä minkälaisen miehen kanssa joutuisin
tekemisiin. Kun pyysin päästä hänen oppilaakseen, antoi hän
ensitöiksi minun kestää tutkinnon, joka oli pahempi kuin
kadettikouluun pyrittäessä. Mutta lopulta sentään sain jäädä hänen
luokseen. Vasta seuraavana päivänä uskalsin sanoa olevani teidän
lähettinne. Silloin luulin hänen ajavan minut talostaan. Hän sanoi
minua urkkijaksi, nuuskijaksi. Turhaan vakuuttelin hänelle, että te
todella olitte lähettänyt minut. Hän ei ollut sitä kuulevinaankaan.

Vasta kun tunnustin, että olimme ryhtyneet työhön, jota emme
kyenneetkään lopettamaan, hän suostui kuuntelemaan. Mutta hän ei
vieläkään myöntynyt. Hän väitti, että koko juttu oli hänen
vihollistensa virittämä ansa. Vasta eilen, kun annoin hänelle ne
viisikolmatta louisdoria, jotka teidän majesteettinne oli luovuttanut
minulle hänelle vietäväksi, sanoi hän: 'Ahaa, se voi tosiaankin olla
kuninkaan asia!… Olkoon menneeksi', lisäsi hän, 'huomenna
lähdemme. Joka ei mitään uskalla, ei mitään voitakaan.' Koko
iltapäivän pidin mestaria tässä hyvässä vireessä ja tänä aamuna
sanoin: 'Kas niin, nyt on aika lähteä!' Yhä vieläkin hän esitti
verukkeita, mutta myöntyi sentään lopulta. Sitaisin esiliinan hänen
vyölleen, panin kepin hänen käteensä ja työnsin hänet ulos. Tulimme
Pariisintietä ja nyt olemme täällä!»
»Tervetuloa!» virkkoi kuningas ja kiitti silmäniskulla nuorta miestä,
jolla näytti olleen tämän tarinan sisällön ja etenkin sen ulkoasun
muovailussa yhtä paljon vaivaa kuin mestari Gamainilla olisi ollut, jos
hän olisi yrittänyt pitää puhetta Bossuetin hautapuheen tai Fléchierin
saarnan malliin. »Ja nyt, ystävä Gamain», jatkoi kuningas, »koska
sinulla tuntuu olevan kiire, älkäämme tuhlatko aikaa».
»Juuri niin», vastasi lukkoseppämestari. »Lupasin sitäpaitsi rouva
Gamainille tulla illaksi kotiin. Katselkaamme nyt sitä kuuluisaa
lukkoa.»
Kuningas pani mestarin käteen neljännestä vailla valmiin lukon.
»No, mutta sinähän sanoit tämän olevan Bernhardin lukon»,
virkkoi mestari oppipojalle. »Bernhardin lukko aukeaa molemmilta
puolilta, tolvana, ja tämä on vain tavallinen matka-arkun lukko.
Katsotaanpa, katsotaanpa… Ei ota oikein kääntyäkseen, häh?…
Mutta kyllä mestari Gamain panee sen kääntymään.»

Gamain yritti kiertää avainta.
»Ahaa, nyt huomaan, kuinka sen laita on.»
»Oletko löytänyt vian, rakas Gamain?»
»Totta toki!»
»Näytä se minulle.»
»Se on pian tehty. Katsokaa nyt. Avaimen lehti tarttuu kyllä isoon
pidättäjään ja saa sen liukumaan puolitiehen, mutta koska se ei ole
reunaltaan lovitettu, ei se pääsekään enää vapaaksi, siinä koko
juttu… Koska pidättäjän liukuväli on kuusi linjaa, täytyy karan olla
yhden linjan pituinen.»
Ludvig XVI ja oppipoika silmäilivät toisiaan kummastellen
Gamainin neuvokkuutta.
»Ja, hyvä jumala, kuinka yksinkertainen koko tämä juttu onkaan!»
virkkoi mestari, jota hänen seuralaistensa sanaton ihastus kannusti.
»En jaksa käsittää edes, kuinka olette sen unohtanut. Senjälkeen
kuin viimeksi teidät näin, sire, olette kai hautonut mielessänne
monenlaisia joutavuuksia, jotka ovat vieneet muistinne! Tässä on
kolme pidättäjää vai mitä? Yksi iso ja kaksi pientä? Yksi viiden linjan,
kaksi parin linjan pituista?»
»Epäilemättä», myönsi kuningas tarkaten melko uteliaana
Gamainin esitystä.
»No niin, kun avain on kirvoittanut ison pidättäjän, täytyy sen
voida avata lukonkieli, jonka se on vastikään sulkenut, eikö niin?»

»Niin täytyy», sanoi kuningas.
»Sen täytyy siis ylösalasin käännettynä, toisin sanoin, palatessaan
lähtökohtaansa, voida tarttua toiseen pidättäjään samalla hetkellä
kun se kirvoittaa ensimmäisen, vai mitä?»
»Vallan niin», myönsi kuningas.
»Vallan niin!» kertasi Gamain pilkallisesti. »Mutta kuinka arvelette
avain-paran voivan sen tehdä, jos ison ja pienen pidättäjän väli ei ole
yhtä suuri kuin lehden karan paksuus, häh?»
»Ahaa!»
»Ahaa!» toisti Gamain jälleen. »Vaikka olettekin Ranskan kuningas
ja vaikka sanottekin pikku pidättäjälle: 'Minä tahdon! niin vastaa
tämä: 'Mutta minäpä en tahdo!' Ja siinä sitä ollaan. Juttu on sama
kuin kinastellessanne kansalliskokouksen kanssa, jolloin
kansalliskokous vetää aina pitemmän korren.»
»Mutta», kysyi kuningas Gamainilta, »voihan sen toki auttaa,
mestari?»
»Hitossa, sen voi kyllä auttaa! Ei tarvitse muuta kuin muovailla
ensimmäisen pidättäjän reuna vinoksi, katkaista kara linjaa
lyhemmäksi, siirtää toinen pidättäjä neljän linjan päähän
ensimmäisestä ja laittaa saman matkan päähän kolmas pidättäjä —
siinä koko juttu.»
»Mutta», huomautti kuningas, »kaikkiin näihin muutoksiin menee
kokonainen työpäivä, Gamain-parka?»

»Niin, niin, joku toinen kyllä tarvitsisi kokonaisen päivän, mutta
Gamainille riittää pari tuntia. Mutta minun on annettava työskennellä
rauhassa eikä minua saa häiritä turhanaikaisilla huomautuksilla…
Gamain, tänne! Gamain, tuonne!… Jätettäköön minut siis yksin.
Pajassa näkyy olevan riittävästi työkaluja. Parin tunnin perästä… niin,
parin tunnin perästä, jos työskentely saa kunnollisen kostukkeen»,
jatkoi Gamain naurahtaen, »voitte tulla katsomaan. Työ on silloin
valmis.»
Gamainin pyyntö vastasi tarkalleen kuninkaan toivomuksia. Siten
hän saisi tilaisuuden puhella kahden kesken oppipojan kanssa.
Muodon vuoksi hän sentään esitti eräitä vastaväitteitä.
»Mutta jos tarvitsette jotakin, Gamain-rukka?»
»Jos jotakin tarvitsen, kutsun kamaripalvelijan, ja mikäli hän saa
määräyksen tuoda minulle mitä pyydän… on siinä kaikki mitä
tarvitaan.»
Kuningas itse meni ovelle ja sanoi:
»François, olkaa hyvä ja pysytelkää lähettyvillä. Täällä on entinen
mestarini, Gamain, joka on tullut korjaamaan erästä epäonnistunutta
teostani. Antakaa hänelle, mitä hän pyytää, ja ennen kaikkea pari
pullollista hyvää bordeauxia.»
»Vielä ystävällisempi olisitte, sire, jos muistaisitte, että pidän
enemmän bourgognesta. Hiton bordeaux maistuu kuin joisi haaleaa
vettä!»
»Oh, vallan oikein… unohdin tyystin», sanoi Ludvig XVI nauraen.
»Olemmehan yhdessä maistelleet useammin kuin kerran, Gamain-

parka…
Bourgognea siis, François, ymmärrättehän, volnayta!»
»Mainiota!» huudahti Gamain ja maiskutti huuliaan. »Muistan sen
merkin.»
»Ja vesi tulee suuhusi, mitä?»
»Älkää puhuko vedestä, sire. En tiedä, kelpaako se muuhun kuin
raudan jäähdyttämiseen. Ne, jotka käyttävät sitä muuhunkin, ovat
erehtyneet sen todellisesta tarkoitusperästä… Vesi, huh!»
»Oh, saat olla rauhassa. Niin kauan kuin olet täällä, et kuule
puhuttavan vedestä, ja jottemme vahingossakaan tulisi sitä sanaa
lausuneeksi, jätämme sinut yksiksesi. Kun olet työsi päättänyt,
lähetä noutamaan meidät.»
»Entä mitä te aiotte sillaikaa puuhailla?»
»Valmistelemme kaappia, johon tämä lukko on aiottu.»
»No, se työ sopiikin teille. Onnea vain!»
»Samaa sinulle», vastasi kuningas.
Ja nyökäytettyään ystävälliset hyvästit Gamainille kuningas lähti
työpajasta, mukanaan oppipoika Louis Lecomte eli kreivi Louis, sillä
me oletamme, että tarkkanäköinen lukija on jo oivaltanut tekaistun
oppipojan olevan markiisi de Bouillén pojan.

VII
Puhutaan kaikesta muusta kuin lukkosepän ammatista
Ludvig XVI ei poistunut työpajasta yhteisiä ulkoportaita pitkin,
vaan häntä varten laitettuja erikoisportaita, jotka opastivat suoraan
hänen työhuoneeseensa.
Erään pöydän peitti kokonaan suunnaton Ranskan kartta, mikä
todisti, että kuningas oli jo varemminkin tutkinut lyhintä ja
mukavinta tietä, jota hän voisi käyttää valtakunnasta paetessansa.
Mutta vasta työhuoneessa, kun ovi oli sulkeutunut ja Ludvig XVI
luonut tutkivan silmäyksen ympärilleen, hän tuntui huomanneen,
että häntä oli seurannut oppipoika, joka nuttu olalla ja hattu kädessä
nyt seisoi työhuoneessa.
»Vihdoinkin», sanoi hän, »olemme kahden, rakas kreivi. Sallikaa
minun ensiksi onnitella taitoanne ja kiittää teitä alttiudestanne.»
»Ja sallikaa, sire», vastasi nuori mies, »minun pyytää anteeksi
teidän majesteetiltanne, että edes teidän palvelukseksenne olen

uskaltanut esiintyä tällaisessa asussa ja puhutella teitä kuten olen
puhutellut».
»Olette puhunut kuten kelpo aatelismiehen tulee, rakas Louis, ja
minkälainen asu yllänne onkin, uskollinen sydän sykkii sen sisällä.
Mutta asiaan, meillä ei ole aikaa tuhlata. Ei kukaan, ei edes
kuningatar, tiedä teidän olevan täällä. Kukaan ei kuuntele meitä.
Sanokaa pian, millä asialla olette tullut tänne.»
»Eikö teidän majesteettinne ole kunnioittanut isääni lähettämällä
hänen luokseen erästä hovinne upseeria?»
»Kyllä, herra de Charnyn.»
»Niin, herra de Charnyn. Hänellä oli mukanaan kirje…»
»Vähäpätöinen kirje», keskeytti kuningas, »kirje, joka oli vain
suullisesti esitettävän tehtävän johdanto».
»Sen suullisen tehtävän hän on suorittanut, sire. Minä olen tullut
Pariisiin isäni lähettämänä ilmoittamaan, että mainittu asia on
toimitettu, ja saadakseni keskustella teidän majesteettinne kanssa
kahdenkesken.»
»Tiedättekö siis kaikki?»
»Tiedän, että kuningas toivoo otollisen hetken tullen voivansa
turvallisena lähteä Ranskasta.»
»Ja että hän on luottanut markiisi de Bouilléhen, mieheen, joka
parhaiten pystyy edistämään hänen suunnitelmaansa?»

»Minun isäni on sekä ylpeä että kiitollinen siitä kunniasta, jota
olette osoittanut hänelle, sire.»
»Mutta siirtykäämme pääasiaan. Mitä hän sanoo hankkeesta?»
»Että se on uhkarohkea ja vaatii tavatonta varovaisuutta, mutta ei
ole mahdoton toteuttaa.»
»Ennen kaikkea», sanoi kuningas, »eikö herra de Bouillélle, jotta
hänen avunannostaan koituisi kaikki se teho, jota hänen
uskollisuutensa ja alttiutensa lupaavat, olisi uskottava Metzin
päällikkyyden lisäksi eräiden muidenkin maakuntien, etenkin
Franche-Comtén käskynhaltijan tointa?»
»Samaa mieltä on isänikin, sire, ja minä olen onnellinen siitä, että
kuningas ensimmäisenä on ilmaissut käsityksensä tästä asiasta.
Markiisi pelkäsi, että kuningas voisi arvella hänen henkilökohtaisen
kunnianhimonsa…»
»No, no, enkö muka tuntisi isänne epäitsekkyyttä? Antakaapa nyt
kuulua, onko hän selittänyt teille, mikä tie olisi valittava?»
»Ennen muuta, sire, isäni pelkää yhtä seikkaa.»
»Mitä seikkaa?»
»Sitä, että ne monet pakosuunnitelmat, joita teidän
majesteetillenne esitetään milloin Espanjan, milloin Itävallan taholta,
milloin Torinon emigranttien taholta, voivat haitata toisiaan ja tehdä
tyhjäksi hänen suunnitelmansa jonkun sellaisen aavistamattoman
tapahtuman muodossa, joka tavallisesti pannaan sattuman tiliin ja
joka melkein aina on puolueiden keskinäisen kateuden ja
varomattomuuden seurausta.»

Complete Answer Guide for Marketing Real People Real Choices 9th Edition Solomon Solutions Manual

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Complete Answer Guide for Marketing Real People Real Choices 9th Edition Solomon Solutions Manual

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