联想电脑渠道冲突成因及治理方式探讨

联想采取的渠道控制行为,包括:权威控制、合约控制、规范控制。渠道控制行为造成渠道间的资源获取不对等,以至于渠道投机行为的产生,从而造成渠道冲突。本文基于关系营销管理理论,结合联想电脑渠道冲突的实际情况,分析联想电脑渠道冲突的成因,提出了联想电脑渠道冲突的治理方式,以期对其渠道冲突治理具有参考价值。     

关于市场营销渠道的冲突和管理探索

市场营销渠道直接影响着生产企业的发展,与生产企业的经济效益紧密相关。营销渠道冲突会损害生产企业的整体经济效益,因而对营销渠道冲突的有效管理和控制就显得极为重要。本文浅要分析了市场营销渠道冲突的类型,并对该如何有效控制并管理营销冲突提出了一些建议。     

论企业分销渠道冲突管理

分销渠道在企业市场营销中变得越来越重要,而分销渠道中的冲突问题却是许多企业进行渠道管理的重点与难点,本文阐述了分销渠道冲突的概念,并分析了渠道冲突产生的原因,提出了企业控制渠道冲突的措施。     

渠道冲突相关研究述评

渠道成员如何建立和利用权力,如何处理冲突,如何通过合作荻取竞争优势,是西方渠道行为理论研究的重点.本文对西方渠道冲突理论作了一个研究回顾,对渠道冲突的类型、发生原因以及渠道冲突管理理论进行述评.     

渠道冲突的原因与控制

渠道在企业市场营销中变得越来越重要,而渠道中的冲突问题却是许多企业营销经理进行渠道管理的重点与难点。文章在介绍渠道概念的基础上从四个方面分析了渠道冲突产生的原因,并有针对性地提出了企业控制渠道冲突的措施。     

基于渠道关系质量的渠道冲突管理策略

渠道作为市场营销组合的重要组成部分,在市场中起着非常重要的作用。一家企业能够在渠道中占据主导地位,便可在竞争中占得先机。而渠道行为的一个不可避免的结果便是渠道冲突,如果冲突是功能性的,可以帮助渠道成员发现问题,增进合作;但如果不对冲突加以控制,势必演变为恶性竞争,影响企业发展。本文从渠道关系的视角,以信任和承诺为主线,以关系终止成本、关系利益、沟通、共享价值观为前因变量来分析渠道冲突的成因。最后结合分析结果,提出管理渠道冲突的建议。     

基于博弈论的水平渠道冲突研究

渠道冲突是影响渠道效率的重要原因之一,如何对渠道冲突进行有效的管理具有十分重要的现实意义。本文以水平渠道冲突为例,首先概述了渠道冲突及博弈论的相关理论,然后用博弈模型分析了水平渠道冲突产生的原因,并进一步研究了渠道成员走出“囚徒困境”的博弈控制。     

电子商务环境下渠道冲突的管理

营销渠道管理是决定企业发展的重要和关键问题之一,电子商务的日益成熟与普及对传统营销渠道的影响越来越深入,并带来了一系列的冲击,从而引发了多重渠道间的冲突。通过分析水平渠道冲突、渠道间冲突、垂直渠道冲突等电子商务环境下渠道冲突类型,提出了实施产品差异化战略;严格价格管理,平衡各渠道利益;建立虚实结合的经营模式三种渠道冲突管理的措施,这些措施为渠道管理提供了新的方向,也是解决电子商务和传统渠道之间冲突的有效手段。     

员工冲突管理探析

通过广泛收集员工冲突方面的研究成果,并结合工作和学习中对于员工冲突的认识,以及管理者面临的新的员工冲突问题,按照分析问题、解决问题的方法,本文给出了处理员工冲突管理的原则和措施,提出了管理者在管理中避免破坏性冲突、增加建设性冲突应该采取的措施。     

中国企业营销渠道冲突与管理战略研究

营销渠道管理状况,决定着企业市场竞争力水平。企业营销渠道冲突管理是营销管理的难点和重点,本文以构建企业营销渠道冲突管理战略为目标,对企业营销渠道冲突管理的目标、原则和基本流程进行分析,提出双赢的营销冲突管理方案和整体优化的管理思路。     

Conceptual and empirical developments of marketing channel conflict

Managers regularly have to struggle with conflict within the marketing channel and it is therefore important that marketing managers should have an understanding of conflict and its meaning in the channel setting. This paper attempts to provide a background to this understanding by reviewing the conceptual and empirical developments in the field of marketing channel conflict. These developments are drawn together into an integrated model of current research into channel conflict.     

Work–family conflict in the sales force redux: A compendium of influencers

Abstract

Selling is a primary function of channels of distribution with sales managers and salespeople markedly influencing channel success. Recently, salesperson work–family conflict has become a major concern, owing to its potential for adversely affecting sales force performance and thus impairing associated channel success. It has been extensively investigated in industrial-organizational (I/O) psychology, but sales scholars’ interest in it remains in the incipient stage. Whether findings from non-sales contexts are portable to a selling milieu remains an empirical question. This article presents an array of organizational- and managerial-related, individual job-related, individual person-related, technology-related, and contemporary selling environment-related factors that have been found to be or are logically associated with salesperson work–family conflict. The article thus seeks to facilitate sales researchers’ and practitioners’ efforts in undertaking empirical work and assisting salespeople to manage such conflict. To date, no previously published work has engaged in this charge.     

An examination of the use of legitimate power in marketing channels

The importance of understanding and managing the channel conflict process has been well discussed, however little research has been conducted to examine the relationship between channel conflict and channel structure. In order to provide the focus for an in-depth research effort, this investigation was restricted to one type of channel structure, a retailer-owned co-operative wholesaling-retailing system, and to an examination of the role and importance of legitimate power as it contributes to channel conflict. A cross-sectional study was conducted of management and boards of directors of the wholesaler and 165 member-retailers of the Co-operative Retailing System. Results from correlational analysis of the aggregated data from sixty-four retail outlets indicated that a co-operative retailing-wholesaling system offers a model of distribution where the benefits of independence and co-ordination have been melded. From the retailers' perspective, autonomy for the independent retailers and a degree of control over channel decisions is offered. For the wholesaler, the decision-making structure provides a model for managing relations between large and small organizations which incorporates a mechanism for conflict resolution, while maintaining standardized delivery of products and services.     

渠道代理人及其对渠道关系的影响

本文认为,渠道在过去的十年里经历了显著的变化,渠道合作双方正由交易型关系向伙伴型关系直至建立战略联盟的方向发展;作为渠道中的重要角色,渠道代理人是企业渠道关系的管理者和执行者,它主要通过渠道权力和渠道气候两个因素对渠道关系产生较大的影响,他们一方面能够为提高企业的渠道绩效服务,而另一方面也存在着对企业渠道绩效产生负面影响的可能性;为防范这些潜在的代理问题,企业必须重视和强调对渠道代理人的有效管理。     

The Impact of Communication on Conflict between Expatriate and Local Managers Working in NPD Projects of MNC Subsidiaries: A Local Perspective

This study investigates the impact of communication between expatriate and local managers on two types of conflict in subsidiaries of multinational companies (MNCs) engaged in new product development (NPD). The data was collected from 438 local NPD managers who regularly collaborate and communicate with expatriate managers. The findings suggest that the quality and bidirectionality of cross-cultural communication reduce relationship conflict but increase task-related conflict. In addition, a more formalized communication style increases both relationship conflict and task conflict. The findings hold implications for MNCs in that improvements to different communication dimensions are suggested.     

Managing Channel Profits: The Role of Managerial Incentives

The existing literature has examined how manufacturers can enhance profits by employing specific channel structures and channel coordination mechanisms. In this paper, we examine the implications of strategically designed managerial incentives for channel performance in a duopoly. We first analyze how equilibrium outcomes (especially manufacturer profits) are altered when the manufacturers provide their channel managers with strategically designed incentives. Following that, we examine how optimal channel structure decisions are altered when manufacturers provide their managers with strategic incentives, i.e., we examine how strategic incentives moderate optimal channel structure decisions. In contrast with the existing literature, we find that an asymmetric channel structure with one manufacturer employing a profit-maximizing retailer and the other integrated manufacturer providing strategic incentives for the channel manager in charge of pricing, is an equilibrium outcome under certain conditions. We then compare how the implications of strategic incentives differ from those of channel structure decisions and channel coordination initiatives, and discuss when and why strategic incentives yield superior outcomes from the manufacturer’s perspective. Our results shed light on the sparsely researched role of managerial incentives in the channel context.     

International Equity Joint Ventures in China:

In this study, we explore various operational issues foreign managers have suggested as being problematic in managing EJVs in China. We are particularly interested in identifying which of these concerns weigh heavily in the decision or thought of closure. The foreign general managers of 73 operating EJVs in China were interviewed about operational issues as well as whether thay had considered or are considering closing down the operation. Based on these personal itnerviews, we identified areas of operational concern and linked those to potential closure considerations. Where the magnitude of the perceived problems is difficult to analyse systematically across the ventures, significant differences in the nature of the problems can be interpreted. Our results indicate that closure cibsuderatuibs are not uncommon, and are prevalent in domestic-market oriented ventures where the foreign partner is non-Asian and has a substantial equity stake. Those considerations are based on not only more aggravated perceptions of operational difficulties commonly identified with EJVs in China, but also on issues related to cost and quality control, adaptability of transferred technology, and management conflict.     

Managing Co-occurring Conflicts in Teams

This study extends prior research on conflict in teams by showing that a team’s chances of appropriately managing one type of conflict depends on what other types of conflicts are co-occurring. We interviewed 44 managers from different industries who had recently participated in a negotiating team, asking about within-team conflicts and how those conflicts were managed. The data showed that task conflict increased the likelihood that teams managed co-occurring procedural conflicts appropriately, but that procedural conflicts decreased the likelihood that teams managed co-occurring task conflicts appropriately. These results explain why some teams fail to realize the theorized benefits of task conflict and why procedural conflict does not always have a deleterious impact on team performance: The co-occurrence of these different types of conflict can alter what strategy a team uses to manage conflicts.     

Managing International Distribution Channel Partners: A Cross-Cultural Approach

Although the topic of conflict has been extensively studied in the distribution channels literature from a domestic perspective, there is relatively little published research examining the construct within the international distribution channels context. This is of particular concern because cross-national channel partnerships are on the rise, and divergent cultures may engender heightened conflict, which has a deleterious effect on channel performance. This article explores the extent to which different channel leadership styles, predicated on Hofstede's dimensions of national culture, can be effective strategies to manage conflict in international distribution channels. Specifically, the article examines whether the relationship between leadership style and conflict in international distribution channels is moderated by national culture. Additionally, the impact of manifest conflict on international channel partner performance is investigated. A conceptual model and research propositions are developed. The use of leadership styles to manage disagreements among international channel partners is argued to be culturally specific. International channel management implications and directions for future research are suggested.     

Bribery: Australian Managers’ Experiences and Responses When Operating in International Markets

Managers seeking to respect local norms when operating in cross-cultural settings may encounter ethical dilemmas when faced with values that potentially conflict with their own. The question of whose ethics or values should be applied or whether a set of universal eth- ical norms should be developed often confronts managers in their international business dealings. This article explores the findings from a qualitative research study that examines critical ethical dilemmas confronting Australian managers in their international business operations and their responses to those dilemmas. For Australians managers in this study, bribery emerged as the major ethical dilemma confronting them in their international operations.