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

1、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Hybrid channel conflict: causes and effects on channel performance原文：Managerial implicationsDynamics of multiple channelsAs Frazier (1999) asserts, it is important to examine the dynami

2、cs of multiple channels throughout the industry lifecycle. The results of this study can help marketers manage their channel systems more effectively as the firm moves through the lifecycle. In general, channel managers would be well advised to be proactive in monitoring the interaction between chan

3、nel coalitions. A channel manager who only seeks to “put out the big fires” may be overlooking the more frequent everyday conflicts that have the potential to degrade performance. This proactive stance might involve fostering an environment that facilitates open communication or involve a formal mec

4、hanism for resolving conflicts. Most importantly, channel managers must be careful when designing a channel system, in order to avoid channel overlap that will facilitate conflict. This is especially true in the latter stages of the lifecycle. From a managers view, there is an important benefit to i

5、nvestigating channel conflict from this novel perspective. Channel managers should be able to exert much more influence over hybrid channel conflict than dyadic channel conflict because they possess more power and formal authority within their own organization than they do over another autonomous fi

6、rm. As a result, managers actions are much more likely to have their intended impact with respect to controlling the level of conflict. Specifically, marketing executives and channel managers need to be cognizant of policies that influence the factors that contribute to the frequency of internal con

7、flicts, goal incompatibility and domain similarity. Communications about the roles and goals of the various channels should be explicit to the point where they provide sufficient information to enhance coordination among those responsible for the coalitions. Care must also be taken regarding the dom

8、ain of the firms channels. Too much overlap with regard to product offering and customer coverage in particular may set the stage for increasingly frequent disagreements, which in turn are likely to produce dysfunctional levels of conflict. In a nutshell, managers should strive to make their channel

9、s complementary and integrated in a synergistic manner, and avoid redundancy wherever possible.The results of this research should be helpful to firms that are expanding their distribution via the Internet in order to improve customer satisfaction and expand into new markets. The introduction of an

10、Internet channel may have unintended negative effects for firms that fail to adjust their overall channel design to accommodate the new direct channel, however. The addition of a broad-based channel of distribution such as the Internet will tend to increase goal incompatibility among existing channe

11、ls. This incompatibility increases hybrid channel conflict that, in turn, reduces channel performance. Managers would be well advised to consider carefully how an Internet channel could be incorporated into their hybrid channel system in a way that minimizes domain similarity and goal incompatibilit

12、y. For example, Cisco Systems is a role model when it comes to peaceful online distribution, using the Internet in a very complementary way with its existing channels. Firms such as 3Com, Intel, Novell and Oracle have also taken a synergistic approach by including their channel partners to take maxi

13、mum advantage of their Internet strategies (Silverstein, 2000).Conflict problemsOther firms, however, have encountered serious channel conflict problems as they introduce the Internet channel. Allstate, for example, finds itself hamstrung by the danger of channel conflict as it attempts to integrate

14、 its 15,000 agents in more than 250 claim offices into its online direct-sales model (Hogan, 2000). Auto manufacturers General Motors and Ford have encountered considerable resistance in response to their efforts to grow their business on the Internet (Ball, 2000). Both firms worry that pushing too

15、hard to create a new retailing system will hurt sales by alienating their dealers. Similarly, Apple Computers Internet initiative has created problems with its traditional retailers (Tam and McWilliams, 2000).Mattel provides an excellent illustrative example of how managers can intelligently and pro

16、actively address many of the potential challenges associated with hybrid channel conflict as they embark upon Internet marketing. While some may view the worlds largest toy maker as a consumer products company, much of Mattels marketing effort has traditionally been to large retailers, in the busine

17、ss-to-business arena. In late 2000, Mattel quietly began selling a wide range of toys over its B Web site. Although some retailers complained about the initiative, Mattel asserts that it is designed to boost its brands, not to compete with retailers. Mattel has been very thoughtful with its online s

18、trategy, though. Prices are deliberately set 15 percent higher than in retail stores, certain hot items will not be offered at all on the Web, and Mattel is discussing ways to partner with retailers on the Internet (Brannon, 2000). Such a strategy is prudent in that it allows Mattel to take advantag

19、e of new opportunities, while simultaneously reducing the associated risk.Limitations/future researchSample size limitedCertain limitations should be kept in mind in interpreting this study. Although the quality of the sample is exceptional in terms of the respondents knowledge of their firms, the s

20、ample size is somewhat limited. However, such low statistical power may actually bolster the impact of the significant results. Regardless, our hypotheses are generally supported. The limited sample size also precluded the use of structural equation modeling techniques. A variety of directions for f

21、uture research can be identified. There is a need for a better understanding of the nature of the interaction between channel coalitions. The study raises some intriguing questions regarding the drivers of conflict frequency. The proposed antecedents, domain similarity and goal incompatibility, had

22、a highly significant impact on conflict intensity but not on conflict frequency. Because it is conflict frequency that influences performance, future research should examine its causes. Does poor communication among channel coalitions inhibit necessary coordination, thereby increasing conflict frequ

23、ency? Is the frequency of conflict related to the degree of autonomy afforded individual coalitions? Does the level of cohesion within individual coalitions facilitate an in-group/out-group orientation that promotes conflict? Which channel design structures and management systems are most effective

24、for reducing conflicts? These important questions should be addressed in future studies.Incidence of conflictImportant questions also remain about the effect of channel conflict on the firms market orientation. The incidence of conflict may serve as a mechanism to force coalitions to become more mar

25、ket oriented as they compete for resources with other coalitions. Future studies should include a measure of market orientation in order to explore this interesting avenue of research.Dynamic and uncertain markets are forcing firms to design increasingly complex channel systems. As the complexity of

26、 these systems increases, so too does the opportunity for conflict between a firms channel coalitions. Managing that conflict intelligently will be a central issue for marketers for the foreseeable future. We hope that this study provides an initial building block to the knowledge in this arena.Exec

27、utive summary and implications for managers and executivesGrowth in multiple channels of distributionFirms increasingly use multiple channels of distribution to serve a given product market. The main reasons are shifts in shopping behaviors, the globalization of markets and the advent of the Interne

28、t. Nokia, for example, makes simultaneous use of wireless service providers, electronics retailers and wholesale discount clubs, along with its own direct Internet and telesales channels, to market its mobile phones. Firms believe that multi-channel arrangements can help them to increase their marke

29、t share and reduce costs. A single type of channel is unlikely to be the optimum for all the products of companies with broad product lines. Businesses with too much manufacturing capacity can benefit from additional outlets when existing channels are saturated with supply. Additional channels enabl

30、e a firm to focus on more precise target markets, thereby increasing competitiveness.The conflicts that can ariseHowever, multiple channels place conflicting demands on a companys resources. Various channels may have conflicting objectives. Internal conflicts can arise over, for example, revenue obj

31、ectives, pricing and the timing and nature of advertising and promotional support. Such conflicts can cause confusion and dissatisfaction among customers. On the positive side, competition for resources may be an efficient way of ensuring that scarce channel assets are applied where they are needed

32、most. So-called “domain similarity” among channels exists when coalitions must draw from the same base of limited resources, both inside and outside the firm. Webb and Hogan show that conflicts tend to be most intense (although not necessarily most frequent) when domain similarity is greatest. The g

33、reater the incompatibility of goals between channel coalitions, the greater the intensity (but not necessarily the frequency) of channel conflict. The greater the frequency and intensity of multi-channel conflict, the lower the level of satisfaction with the channel system. The greater the frequency (although not necessarily