混合渠道冲突原因及通道效应的表现外文翻译.docx
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混合渠道冲突原因及通道效应的表现外文翻译.docx
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混合渠道冲突原因及通道效应的表现外文翻译
外文翻译
一、外文原文
Hybridchannelconflict:
causesandeffectsonchannelperformance
原文:
Managerialimplications
Dynamicsofmultiplechannels
AsFrazier(1999)asserts,itisimportanttoexaminethedynamicsofmultiplechannelsthroughouttheindustrylifecycle.Theresultsofthisstudycanhelpmarketersmanagetheirchannelsystemsmoreeffectivelyasthefirmmovesthroughthelifecycle.Ingeneral,channelmanagerswouldbewelladvisedtobeproactiveinmonitoringtheinteractionbetweenchannelcoalitions.Achannelmanagerwhoonlyseeksto“putoutthebigfires”maybeoverlookingthemorefrequenteverydayconflictsthathavethepotentialtodegradeperformance.Thisproactivestancemightinvolvefosteringanenvironmentthatfacilitatesopencommunicationorinvolveaformalmechanismforresolvingconflicts.Mostimportantly,channelmanagersmustbecarefulwhendesigningachannelsystem,inordertoavoidchanneloverlapthatwillfacilitateconflict.Thisisespeciallytrueinthelatterstagesofthelifecycle.Fromamanager’sview,thereisanimportantbenefittoinvestigatingchannelconflictfromthisnovelperspective.Channelmanagersshouldbeabletoexertmuchmoreinfluenceoverhybridchannelconflictthandyadicchannelconflictbecausetheypossessmorepowerandformalauthoritywithintheirownorganizationthantheydooveranotherautonomousfirm.Asaresult,managers’actionsaremuchmorelikelytohavetheirintendedimpactwithrespecttocontrollingthelevelofconflict.Specifically,marketingexecutivesandchannelmanagersneedtobecognizantofpoliciesthatinfluencethefactorsthatcontributetothefrequencyofinternalconflicts,goalincompatibilityanddomainsimilarity.Communicationsabouttherolesandgoalsofthevariouschannelsshouldbeexplicittothepointwheretheyprovidesufficientinformationtoenhancecoordinationamongthoseresponsibleforthecoalitions.Caremustalsobetakenregardingthedomainofthefirm’schannels.Toomuchoverlapwithregardtoproductofferingandcustomercoverageinparticularmaysetthestageforincreasinglyfrequentdisagreements,whichinturnarelikelytoproducedysfunctionallevelsofconflict.Inanutshell,managersshouldstrivetomaketheirchannelscomplementaryandintegratedinasynergisticmanner,andavoidredundancywhereverpossible.
TheresultsofthisresearchshouldbehelpfultofirmsthatareexpandingtheirdistributionviatheInternetinordertoimprovecustomersatisfactionandexpandintonewmarkets.TheintroductionofanInternetchannelmayhaveunintendednegativeeffectsforfirmsthatfailtoadjusttheiroverallchanneldesigntoaccommodatethenewdirectchannel,however.Theadditionofabroad-basedchannelofdistributionsuchastheInternetwilltendtoincreasegoalincompatibilityamongexistingchannels.Thisincompatibilityincreaseshybridchannelconflictthat,inturn,reduceschannelperformance.ManagerswouldbewelladvisedtoconsidercarefullyhowanInternetchannelcouldbeincorporatedintotheirhybridchannelsysteminawaythatminimizesdomainsimilarityandgoalincompatibility.Forexample,CiscoSystemsisarolemodelwhenitcomestopeacefulonlinedistribution,usingtheInternetinaverycomplementarywaywithitsexistingchannels.Firmssuchas3Com,Intel,NovellandOraclehavealsotakenasynergisticapproachbyincludingtheirchannelpartnerstotakemaximumadvantageoftheirInternetstrategies(Silverstein,2000).
Conflictproblems
Otherfirms,however,haveencounteredseriouschannelconflictproblemsastheyintroducetheInternetchannel.Allstate,forexample,findsitselfhamstrungbythedangerofchannelconflictasitattemptstointegrateits15,000agentsinmorethan250claimofficesintoitsonlinedirect-salesmodel(Hogan,2000).AutomanufacturersGeneralMotorsandFordhaveencounteredconsiderableresistanceinresponsetotheireffortstogrowtheirbusinessontheInternet(Ball,2000).Bothfirmsworrythatpushingtoohardtocreateanewretailingsystemwillhurtsalesbyalienatingtheirdealers.Similarly,AppleComputer’sInternetinitiativehascreatedproblemswithitstraditionalretailers(TamandMcWilliams,2000).
MattelprovidesanexcellentillustrativeexampleofhowmanagerscanintelligentlyandproactivelyaddressmanyofthepotentialchallengesassociatedwithhybridchannelconflictastheyembarkuponInternetmarketing.Whilesomemayviewtheworld’slargesttoymakerasaconsumerproductscompany,muchofMattel’smarketingefforthastraditionallybeentolargeretailers,inthebusiness-to-businessarena.Inlate2000,MattelquietlybegansellingawiderangeoftoysoveritsBWebsite.Althoughsomeretailerscomplainedabouttheinitiative,Mattelassertsthatitisdesignedtoboostitsbrands,nottocompetewithretailers.Mattelhasbeenverythoughtfulwithitsonlinestrategy,though.Pricesaredeliberatelyset15percenthigherthaninretailstores,certainhotitemswillnotbeofferedatallontheWeb,andMattelisdiscussingwaystopartnerwithretailersontheInternet(Brannon,2000).SuchastrategyisprudentinthatitallowsMatteltotakeadvantageofnewopportunities,whilesimultaneouslyreducingtheassociatedrisk.
Limitations/futureresearch
Samplesizelimited
Certainlimitationsshouldbekeptinmindininterpretingthisstudy.Althoughthequalityofthesampleisexceptionalintermsoftherespondents’knowledgeoftheirfirms,thesamplesizeissomewhatlimited.However,suchlowstatisticalpowermayactuallybolstertheimpactofthesignificantresults.Regardless,ourhypothesesaregenerallysupported.Thelimitedsamplesizealsoprecludedtheuseofstructuralequationmodelingtechniques.Avarietyofdirectionsforfutureresearchcanbeidentified.Thereisaneedforabetterunderstandingofthenatureoftheinteractionbetweenchannelcoalitions.Thestudyraisessomeintriguingquestionsregardingthedriversofconflictfrequency.Theproposedantecedents,domainsimilarityandgoalincompatibility,hadahighlysignificantimpactonconflictintensitybutnotonconflictfrequency.Becauseitisconflictfrequencythatinfluencesperformance,futureresearchshouldexamineitscauses.Doespoorcommunicationamongchannelcoalitionsinhibitnecessarycoordination,therebyincreasingconflictfrequency?
Isthefrequencyofconflictrelatedtothedegreeofautonomyaffordedindividualcoalitions?
Doesthelevelofcohesionwithinindividualcoalitionsfacilitateanin-group/out-grouporientationthatpromotesconflict?
Whichchanneldesignstructuresandmanagementsystemsaremosteffectiveforreducingconflicts?
Theseimportantquestionsshouldbeaddressedinfuturestudies.
Incidenceofconflict
Importantquestionsalsoremainabouttheeffectofchannelconflictonthefirm’smarketorientation.Theincidenceofconflictmayserveasamechanismtoforcecoalitionstobecomemoremarketorientedastheycompeteforresourceswithothercoalitions.Futurestudiesshouldincludeameasureofmarketorientationinordertoexplorethisinterestingavenueofresearch.
Dynamicanduncertainmarketsareforcingfirmstodesignincreasinglycomplexchannelsystems.Asthecomplexityofthesesystemsincreases,sotoodoestheopportunityforconflictbetweenafirm’schannelcoalitions.Managingthatconflictintelligentlywillbeacentralissueformarketersfortheforeseeablefuture.Wehopethatthisstudyprovidesaninitialbuildingblocktotheknowledgeinthisarena.
Executivesummaryandimplicationsformanagersandexecutives
Growthinmultiplechannelsofdistribution
Firmsincreasinglyusemultiplechannelsofdistributiontoserveagivenproductmarket.Themainreasonsareshiftsinshoppingbehaviors,theglobalizationofmarketsandtheadventoftheInternet.Nokia,forexample,makessimultaneoususeofwirelessserviceproviders,electronicsretailersandwholesalediscountclubs,alongwithitsowndirectInternetandtelesaleschannels,tomarketitsmobilephones.Firmsbelievethatmulti-channelarrangementscanhelpthemtoincreasetheirmarketshareandreducecosts.Asingletypeofchannelisunlikelytobetheoptimumforalltheproductsofcompanieswithbroadproductlines.Businesseswithtoomuchmanufacturingcapacitycanbenefitfromadditionaloutletswhenexistingchannelsaresaturatedwithsupply.Additionalchannelsenableafirmtofocusonmoreprecisetargetmarkets,therebyincreasingcompetitiveness.
Theconflictsthatcanarise
However,multiplechannelsplaceconflictingdemandsonacompany’sresources.Variouschannelsmayhaveconflictingobjectives.Internalconflictscanariseover,forexample,revenueobjectives,pricingandthetimingandnatureofadvertisingandpromotionalsupport.Suchconflictscancauseconfusionanddissatisfactionamongcustomers.Onthepositiveside,competitionforresourcesmaybeanefficientwayofensuringthatscarcechannelassetsareappliedwheretheyareneededmost.So-called“domainsimilarity”amongchannelsexistswhencoalitionsmustdrawfromthesamebaseoflimitedresources,bothinsideandoutsidethefirm.WebbandHoganshowthatconflictstendtobemostintense(althoughnotnecessarilymostfrequent)whendomainsimilarityisgreatest.Thegreatertheincompatibilityofgoalsbetweenchannelcoalitions,thegreatertheintensity(butnotnecessarilythefrequency)ofchannelconflict.Thegreaterthefrequencyandintensityofmulti-channelconflict,thelowerthelevelofsatisfactionwiththechannelsystem.Thegreaterthefrequency(althoughnotnecessarilytheintensity)ofmulti-channelconflict,thelowerthelevelofchannelperformance.
Dangers
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- 关 键 词:
- 混合 渠道 冲突 原因 通道 效应 表现 外文 翻译