Multiple channel complexity: Conceptualization and measurement

Nowadays, to better serve their customers, many companies are using multiple channels with different levels of complexity. Although the literature agrees that it is a challenge to design and manage multiple channels for improved performance in today's circumstances, there are no empirically determined guidelines offered to achieve that goal. One contributing factor to this is the lack of a clear conceptualization of multiple channel complexity in the literature. With no such construct and measure, researchers are unable to conduct studies to understand variability in the complexity of multiple channels in practice and hence to draw normative conclusions for managers. In this work, drawing upon the vast organizational complexity literature, we provide a conceptual definition and a measure of multiple channel complexity. Our construct describes the structure of a multiple channel system with respect to three complexity dimensions: channel number; channel levels, and channel member variety. The data from 305 sales/marketing managers in the electronics industry support the validity of the construct as we observe that in highly uncertain environments having highly complex multiple channels in place improves company performance.     

Managing channel coordination in a multi-channel manufacturer-retailer supply chain

With the rapid development of e-commerce and the adoption of dual channels, increasingly manufacturers and retailers are implementing differentiated branding and profit sharing strategies in order to improve channel coordination and supply chain performance. In this study, we focus on the strategic roles played by differentiated branding and profit sharing in a multi-channel manufacturer-retailer supply chain. We use an analytical model to investigate this issue. Our results show that although differentiated branding effectively alleviates channel competition and conflict, it is general not sufficient to achieve full channel coordination, and an additional coordination mechanism is necessary. The additional coordination mechanism we consider is profit sharing, using the Nash bargaining model. Based on our results, we derive optimal market strategies and identify probable paths for future research.     

Choosing the right multiple channel system to minimize transaction costs

This paper proposes that firms can use a transaction cost approach to make multiple channel system design related decisions. The author differentiates between two types of multiple channel systems and hypothesizes that transaction asset specificity, behavioral uncertainty and environmental uncertainty lead manufacturers to adopt either a dual channel system or a multiple independent channel system. Furthermore, the author proposes that when all three transaction cost variables match with the type of multiple channel system used, firms can minimize their transaction costs and eventually increase their channel system performance in terms of contribution to firm profitability. The author tests the hypotheses with survey data collected from 229 firms. The results support that the fit between the type of multiple channel mix and the three transaction-cost theory variables results in lower transaction costs and higher contribution to profit. The author presents theoretical and managerial implications.     

Managing channels of distribution in the age of electronic commerce

The emergence of electronic commerce (e-commerce) has created a new business paradigm, one that presents marketers with noteworthy opportunities and challenges. Perhaps the greatest impact is in the area of channel management. The top issue for many business-to-business (B2B) firms today is channel conflict. In this paper, we investigate the effect of introducing the Internet channel into an already complex, multichannel distribution system from the perspective of the supplier firm. We describe strategies for proactively managing conflict, both externally with channel partners and internally among the subunits responsible for managing the channels. Twelve propositions for research are developed; eight relate directly to the marketing mix and four focus on channel communication and coordination. All of the research propositions offered are mechanisms by which suppliers can influence the level of channel conflict they experience. Dedicated channel management groups, documentation of channel strategies, and superordinate goals are identified as strategies for minimizing unwanted conflict.     

Channel power, commitment and performance toward sustainable channel relationship

The primary purpose of this article is to expand our understanding of the sophisticated utilization of independent incentives and its influence on channel relationship commitment and performance toward sustainable channel relationship and competitive advantage. On the basis of a conceptual framework, this paper develops an analytical model to explore the correlations among channel power, relationship commitment and channel performance under the implementation of diverse independent incentives. The proposed model is empirically tested using LISREL and questionnaire survey data sampled from the liquid crystal display TV manufacturer-dealer channels of the optoelectronic industry in Taiwan. The results reveal that the sophisticated utilization of independent incentives through channel relationship commitment as the key mediator determines the channel performance; furthermore, relative to contractual incentives, relationship-building incentives appear to be more effective in promoting channel relationship commitment, thus leading to superior channel performance toward the ultimate goal of sustainable channel relationship management.     

Marketing channel management and the sales manager

For years, the channel manager remained an organizational position found mainly in textbooks and the literature and seldom on company organization charts. Recently, however, persuasive evidence has revealed that marketing channel management comes chiefly under the purview of the sales manager. Accepting this new reality, sales management training will need to be dramatically expanded to include these new channel management responsibilities. But, are all levels of sales managers involved or equally involved in channel management? If not, channel manager training must be tailored for specific levels of sales management in order to achieve desired channel effectiveness and efficiency. To date, no published research has explored whether channel management involvement varies at different levels in the sales manager hierarchy. In this age of channel dynamism, successful companies must determine the specific involvement of each sales management level in channel management so that appropriate training and support can be provided to optimize performance in this critical area of market competition. To address the foregoing issues, data were drawn from a random national sample of sales managers. Results indicate that sales managers at all hierarchical levels participate in administering various aspects of marketing channel management. The degree of involvement, however, varies significantly by sales manager level. Sales management implications are discussed, and areas for future research are suggested.     

Coordination in retailer-carrier channels for long term planning

We study a retailer-carrier channel for the purpose of long term planning and coordination. Here, the term channel represents the business interaction between the retailer and the carrier. The retailer sells a particular item with price-dependent demand, whereas the carrier is responsible for transporting the item to the retailer's site. We characterize the profit functions of each channel member as well as the total channel profit. We consider two specific channel structures: (i) the centralized channel and (ii) the decentralized channel. Under the first channel structure, the goal is to set the retail price so as to maximize the total channel profit. Under the latter, the carrier and the retailer choose their own policy parameters, i.e., the freight rate for the carrier and the retail price for the retailer, so as to maximize their individual profits. We model the decentralized channel as a Stackelberg Game and propose a coordination mechanism between the retailer and the carrier in which the retailer signals a price multiplier to the carrier. We illustrate that this mechanism could provide win-win solutions for both parties and present analytical and numerical results on the efficiency of channel coordination. We demonstrate that coordination in retailer-carrier channels can be as promising as supplier-retailer channels. We also discuss the effects of retailer-carrier coordination on inventory levels.     

Sales channel integration after mergers and acquisitions: A methodological approach for avoiding common pitfalls

This article addresses the integration of sales channels after mergers and acquisitions (M&A) by appraising the strengths, weaknesses, and biases associated with the four most common frameworks for evaluating sales channels (sales management, historical performance, strategic fit, and customer choice) for their appropriateness in a post-M&A context. The authors develop a methodological approach that uses a balanced-scorecard framework to guide managers through the sales channel integration process, and then apply this approach to the merger of two industrial firms' sales organizations across 21 territories. In so doing, they reveal various pitfalls and propose and test some analytical corrections. Longitudinal performance data support comparisons across the different evaluative frameworks; in particular, the sales management and customer choice frameworks provide the most insight into channel partners' post-integration performance. The results support the premise that channel integration can be improved by accounting for factors unique to the M&A context and using an approach that triangulates multiple perspectives.     

Cooperative membership and farmers’ choice of marketing channels – Evidence from apple farmers in Shaanxi and Shandong Provinces,China

Cooperatives are established to improve farmers' production conditions, to increase their bargaining power and to enable them to benefit from modern value chains. In China, farmers are members of a cooperative for multiple reasons. Little is known on whether and how cooperative membership affects farmers’ choice of marketing channels. This paper examines determinants of farmers’ choice of marketing channels, especially how cooperative membership impacts upon this choice. Our analysis is based on survey data collected in 2015 among 625 apple growing farm households in the provinces Shaanxi and Shandong. We employ endogenous switching probit models to deal with potential endogeneity of membership in estimating the determinants of marketing channel choices. We find that cooperative membership has a positive impact on selling to wholesalers and a negative impact on selling to small dealers, but no significant impact on selling to the cooperative itself. As products sold through cooperatives generally comply with relatively stringent food quality and safety standards, these results imply that policies promoting cooperative members to sell their products through cooperatives are likely to have a significant impact on food quality and food safety in China.     

Relationships of channel power, noncoercive influence strategies, climate, and solidarity: A real case study of the Taiwanese PDA industry

The management of channel relations has a significant impact on a firm's operational competitiveness; however, there is a lack of published research to better understand the linkages between channel relationships and channel power, noncoercive influence strategies, as well as channel climate and channel solidarity. This paper develops a model showing the linkages among these dimensions of channel relationships. Using linear structural relations (LISREL), a model of the Taiwanese personal digital assistant industry is developed to illustrate these interactions. The corresponding empirical test results indicate that channel climate has a significant impact on channel solidarity; however, this impact may be mitigated by both channel power and the use of noncoercive influence strategies. In addition, both mutual trust among channel members and continuity of the relationship have a positive influence on channel solidarity. Channel members with relatively more power appear able to determine the degree of channel solidarity through the use of effective noncoercive influence strategies.     

The role of multichannel integration in customer relationship management

This paper reviews the strategic role of multichannel integration in customer relationship management (CRM) with the objective proposing a structured approach to the development of an integrated multichannel strategy. Alternative perspectives of CRM are reviewed and it is concluded that adoption of a strategic perspective is essential for success. Multichannel integration is posited as one of the key cross-functional processes in CRM strategy development. The nature of industry channel structure and channel participants, channel options, and alternative channel strategies are reviewed. The customer experience is explored both within and across channels. Analytical tools, such as market structure maps, the customer relationship life cycle, and demand chain analysis, are described. Key steps in building an integrated multichannel strategy are examined. Major challenges faced by enterprises in their adoption of an integrated multichannel approach and areas for future research are discussed.     

Performance implications of distributor effectiveness, trust, and culture in import channels of distribution

Recent research has highlighted the need to examine international channels of distribution from the viewpoint of the industrial distributor, with a focus on how distributors may add value to their channel relationships. The present research responds to such calls and focuses on the value added in terms of the extent of channel functions undertaken by the distributor on behalf of export-manufacturers. Trust is also examined as a source of added value that may be particularly important for cross-cultural relationships. Trust is investigated for its mediating effects on otherwise detrimental effects of cultural value differences. We also examine the presence of explicit legal contracts used to govern channel relationships and find that the use of such contracts may also hinder distributor perceptions of performance.     

Exclusive territories and performance dimensions in industrial distribution channels

There are two main approaches to studying vertical restraints in distribution channels: the anti-competitive and the efficiency approach. This article sets out to analyze the effects of exclusive territories agreements on performance levels in the distribution channel by proposing a number of hypotheses based upon these two approaches and by testing them with paired data from a sample of 116 manufacturer-dealer relationships from the Spanish industrial market. Results show that manufacturers and dealers perceive higher role performance levels in their partners in relationships characterized by exclusive territories. In a similar way, both manufacturers and dealers obtain higher levels of business performance in exclusive territories relationships, but we found no support for a direct effect of this vertical restraint on business performance. Instead, this effect is completely mediated by the higher levels of role performance associated with the exclusive territories agreement. Thus, empirical findings suggest that the economic outcomes achieved in ET relationships are due not to the presence of monopoly rents, but rather to the better role performance of the participants.     

Choosing an optimal channel mix in multichannel environments

In the last two decades, particularly with the advent of the Internet, multichannel strategies have come to the fore in business-to-business marketing. Multichannel strategies allow firms to reach customers in multiple ways, increasing the firms' reach. In addition, multichannels allow customers to reach businesses by using their preferred channel (e.g., Internet, salesforce, or value-added reseller). The advantages of reaching increasing number of customers through multiple channels (e.g., sales, trial, profit) are partially offset by two potential negative effects of multiple channels. First, multiple channels create conflict that may dissuade some channels' members from carrying the firm's product. Second, with an increase in the number of channels carrying the product, the sales derived from each new channel drops making it difficult for a firm to recover its costs. Based on these considerations, the paper provides a framework that will allow firms to develop optimal channel mix in multichannel environments. We test the framework in the context of a software firm and provide academic and managerial implications.     

Channel relationship and business uncertainty: Evidence from the Hong Kong market

This study examines the dynamics of channel relationships between an end user and multiple suppliers in Hong Kong, a major international logistics hub in Asia. Drawing on the literature on channel relationships, we examine the links between different channel relationship variables and the contingent effect of business uncertainty on the links between these variables and supplier commitment. The results of the study indicate that expected relationship continuity mediates the effects of trust and relationship quality on commitment. Furthermore, the positive effect of trust on commitment is found to be stronger when business uncertainty is high than when business uncertainty is low. As supply chain management is becoming essential for firms to succeed in today's business, industrial marketing managers need to be aware of the dynamics in channel relationships and to better manage their supply chains. The implications of our findings for research and for the practice of channel relationship management are provided.     

Export channel structure in a newly industrialized economy

Using data from the Hong Kong electronics industry, this paper studies the “make” or “buy” decisions associated with export channel strategies (Peng, Zhou, & York, 2006). Findings show that the integrated channels (the “make” decision in transaction cost theory) play a more important role on exporting than the market governance channels (the “buy” decision, i.e., buying channel services from local export intermediaries). In addition to manufacturers’ integrated channels, from the buyers’ standpoint, we find two active integrated channels, namely, (1) the buying offices of firms from developed economies which are located in Hong Kong and (2) the regular visiting buyers of firms from developed economies. These two export channels are integrated channels from the buyers’ standpoint. They are not found in the export distribution structure of developed economies. This paper explains the development and the importance of these buyers’ channels in newly industrialized economies. It also examines the similarities and dissimilarities of export behavior between manufacturing firms in developed and newly industrialized economies, using Hong Kong as an example.

Interacting effects of uncertainties and institutional forces on information sharing in marketing channels

Marketing channel members in China face difficulties created by market uncertainty and opportunistic costs resulting from behavioral uncertainty, both of which undermine channel performance. In this article, we argue that channel members can use information sharing to maintain channel performance under uncertain circumstances. With empirical data from China, we develop and test a theoretical framework which explores the effects of market uncertainty and contractual commitment on information sharing and supplier operational performance. Moreover, we also find that regulatory protection moderates the relationship between market uncertainty and information sharing. Normative and cognitive protection moderates the relationship between contractual commitment and information sharing. Indeed, information sharing serves as a mediator between uncertainties and supplier operational performance. Consequently, Chinese channel managers are advised to increase the use of more information sharing to counter market and behavioral uncertainties in marketing channels.     

Exploring the role of expert power in channel management: An empirical study

Expert power is recognized as a non-coercive source of power, which can be effectively employed in the context of channel management. The paper attempts of look at the impact of expert power on certain channel relationship variables. The behavioral variables considered in the study are the use of behavior-based coordination strategy, use of problem-solving approach for conflict resolution, collaborative communication, cooperation and trust. An empirical study conducted among the computer hardware dealers in India supports the hypothesized linkages between expert power and other relationship variables.     

The multi-channel challenge: A dynamic capability approach

The maturing of e-commerce, the diffusion of call centres into the B2B space and purchaser demands on price and service are leading to rapid change in the route to market in many B2B sectors, with shifting combinations of channels being offered to the customer in the search for advantage. In this situation managers can no longer rely on the channel resources that they have assembled to provide their extant competitive position. Instead they must be able to combine resources in new ways, gain additional resources and dispose of superfluous resources, and to do this repeatedly and rapidly if they are to compete successfully. The term ‘dynamic capabilities’ has emerged in the strategic management literature for these activities. Using four case studies and the analytic induction approach to data analysis, we identify seven dynamic capabilities for channel transformation.     

赵楼煤矿防治水研究

对赵楼煤矿开采过程中防治水经验技术进行总结,通过对矿井充水水源、矿井充水通道等的分析得出矿井的防治水的难易程度,并提出了相应的防治水措施和建议,有效地解决了水害威胁,为安全生产创造了良好条件,为同类条件下矿井防治水提供了宝贵经验.