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外文翻译 Strategic Goals Material Source: SpringerLink Author: Ravi S. Achrol、Michael J. Etzel Channel member goals have played a secondary role in marketing channel theory. The assumption often is that reseller goals are an extension of supplier firm marketing goals. In this way, channel members are assumed to share certain superordinate goals. Deviations from channel goals are cast as problems of channel conflict (Stern, E1-Ansary,andCoughlan1996:308) or opportunistic behavior(Wathne and Heide2000). The empirical literature has focused on frequency of disagreement (see review by Gaski 1984) more than on defining and measuring divergence in goals. Channel members could have common goals yet disagree about strategies to achieve them or how best to implement a strategy (Eliashberg and Michie1984). Furthermore, there are a variety of goals that may be important to a firm from time to time, such as cost minimization, survival, growth, delivered quality, customer service, meeting competition, customer satisfaction, market share, cash flow, supplier relations, and so on. One purpose of this article is to develop a conceptual framework for classifying the strategic goals of reseller firms. A second purpose is to identify the market conditions that might favor one goal set being prioritized over another. In this way, a foundation can be laid for a theory of channel relations where goal divergence may be the norm that firms must learn to accommodate (via customized strategies and resource support), rather than a source of conflict that needs to be extinguished. Firms articulate their strategic goals via the activities and functions they emphasize in decision making and the day-to-day management of operations (Mintzberg1983). We define reseller firm goals as a consistent set of policies, strategies, and programs targeted by firm management because they are believed to be most salient to the success of the business at this period in time. Being a consistent set of targeted outcom