混合渠道冲突原因及通道效应的表现外文翻译中英文论文对照翻译.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中英文论文对照翻译.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中英文论文对照翻译
中文3150字
毕业论文(设计)外文翻译
出处:
[美]凯文.韦伯约翰.霍肯;混合渠道冲突:
原因及通道效应的表现[J],工商业市场营销2002年第17期338-356页
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(althoughnotnecessarily
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- 混合 渠道 冲突 原因 通道 效应 表现 外文 翻译 中英文 论文 对照