零售与渠道管理第七章.ppt

Managing Conflict to Increase Channel Coordination Chapter 7 Contents ASSESSING THE DEGREE AND NATURE OF CHANNEL CONFLICT THE CONSEQUENCES OF CONFLICT MAJOR SOURCES OF CONFLICT IN MARKETING CHANNELS CLASH OF MARKET DOMAINS FUELING CONFLICT CONFLICT RESOLUTIONS STRATEGIES: HOW DRIVE CONFLICT AND SHAPE CHANNEL PERFORMANCE Review What’s the channel power? Channel power is the ability to alter another organization’s behavior. It’s a tool, neither good nor bad The power of A is equal to the dependence of B. When is the dependence of B on A high? B derives great utility from dealing with A and cannot find that utility easily in one of A’s competitors. Real alternatives to A are few when there are few competitors or when B faces very high switching costs if it leaves A. Review Which sources do power come from? Reward Coercive Expert Legitimate Referent Review Which countermeasures can the dependent party take? Diversifying (building in alternatives supplies of the channel member’s services) Forming a coalition to bring pressure on the powerful member Exiting the business Review Can imbalance relationships not function quite well? Imbalance relationships are very common and can function quite well. The key is restraint on the part of the stronger party. Review How to frame an influence attempt? Firstly, consider whether the influence attempt is presented as a positive or a negative. Secondly, consider whether the influence attempt is presented as contingent framing or noncontingent framing. In the short term, a negative framing (what one will lose) or a contingent framing (if you do this, then you get that) is usually inferior to a postive or noncontingent framing. In the long run, performance outcomes substantially override these effects. Review Translating power, a latent ability, into influence involves communications. In channels, there are six common ways to communicate. Please point out which methods we can use in practice. Promises, legalisms, and threats are t