混合渠道冲突：原因及通道效应的表现外文翻译

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1、中文 3150 字 毕业论文（设计） 外文翻译 一、外文原文 Hybrid channel conflict: causes and effects on channel performance 原文： Managerial implications Dynamics of multiple channels As Frazier (1999) asserts, it is important to examine the dynamics of multiple channels throughout the industry lifecycle. The results of this s

2、tudy 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 channel coalitions. A channel manager who only seeks to “put out the big fires” may

3、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 mechanism for resolving conflicts. Most importantly, channel managers must be caref

4、ul 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 investigating channel conflict from this novel perspective. Channel managers shou

5、ld 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 firm. As a result, managers actions are much more likely to have their intended im

6、pact 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 conflicts, goal incompatibility and domain similarity. Communications about the rol

7、es 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 domain of the firms channels. Too much overlap with regard to product offering and

8、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 channels complementary and integrated in a synergistic manner, and avoid redundancy whe

9、rever 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 Internet channel may have unintended negative effects for firms that fail to ad

10、just 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 channels. This incompatibility increases hybrid channel conflict that, in turn, reduc

11、es 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 incompatibility. For example, Cisco Systems is a role model when it comes to peaceful online

12、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 maximum advantage of their Internet strategies (Silverstein, 2000). Conflict proble

13、ms Other 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 its 15,000 agents in more than 250 claim offices into its online direct-sale

14、s 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 hard to create a new retailing system will hurt sales by alienating their dea

15、lers. 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 proactively address many of the potential challenges associated with hybrid cha

16、nnel 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 business-to-business arena. In late 2000, Mattel quietly began selling a wide rang

17、e 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 strategy, though. Prices are deliberately set 15 percent higher than in retai

18、l 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 advantage of new opportunities, while simultaneously reducing the associated risk. L

19、imitations/future research Sample size limited Certain 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 sample size is somewhat limited. However, such low statistical power may a

20、ctually 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 future research can be identified. There is a need for a better understanding of the nature of the interaction