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Marketing channel is a social system
Interactions among actors occurs in channel
Interactions are not just economic, but have behavioral dimensions (conflict, roles, power, communication)
Conflict emerges when
A channel member perceives that another member’s actions impede attainment of its goals
Value-added Reseller (VAR)
Buys products from variety of vendors, assemble them into package, sells to market
Common in tech markets
Some causes of channel conflict
Role incongruity, perceptual differences, goal incompatibility, communication difficulty
Role Incongruity
A franchise is supposed to operate in accordance with franchisor’s procedures
Franchise making its own policies will result in conflict
Perceptual Differences
Manufacturer may give brochures to retailers to pass onto customers
But they may perceive it as a waste of time and space
Managing Channel Conflict (3 steps)
Detecting conflict, appraising effect of conflict, resolving conflict
Detecting conflict
Regularly survey member’s perceptions
Do channel audits (periodic evaluation of key areas)
Form committee of channel members
Appraising effect of conflict
Relies on manager’s judgement
Resolving Conflict
Form channel committees and set goals jointly
Arbitration (third party)
If conflict is left along, it may get worse
Arbitration
Fast, secret, less expensive than litigation
Arbitrators have industry expertise
Channel Power
The capacity of a channel member to control or influence the behavior of another channel member
Bases of Power
A function of size, channel organization, circumstances
Apply correctly to improve channel relationship
Reward, coercion, legitimate, referent, expert power
Some research findings
Use expert and referent power over incentives and threats
Sometimes use rewards and punishment
Do not use coercive power
Communication problems in channels
Make explicit the goals of manufacturers and retailers
Reduce differences in language used to convey info
Improve frequency of communication