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Sales channel integration after mergers and acquisitions: A methodological approach for avoiding common pitfalls
Authors:Robert W. Palmatier [Author Vitae]  C. Fred Miao [Author Vitae]  Eric Fang [Author Vitae]
Affiliation:a University of Cincinnati, PO Box 210145, Cincinnati, OH 45221, USA
b College of Business, University of Missouri, USA
c Department of Business Administration, 322 Lerner Hall, Lerner College of Business, University of Delaware, Newark, DE 19716, USA
Abstract: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.
Keywords:Joint ventures   Mergers and acquisitions   Manufacturers' representatives   Affiliation bias   Sales channels   Balanced-scorecard
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