混合渠道冲突：原因及通道效应的表现外文翻译

混合渠道冲突：原因及通道效应的表现外文 混合渠道冲突:原因及通道效应的表现外文翻译 #毕业#(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 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 channel 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 mechanism 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 manager’s view, there is an important benefit to investigating 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 firm. 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 conflicts, 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 domain of the firm’s 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 channels 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 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 channels. 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 incompatibility. 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 imum advantage of their Internet strategies Silverstein, 2000. Conflict problems 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-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 hard to create a new retailing system will hurt sales by alienating their dealers. Similarly, Apple Computer’s 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 channel conflict as they embark upon Internet marketing. While some may view the world’s largest toy maker as a consumer products company, much of Mattel’s marketing effort has traditionally been to large retailers, in the business-to-business arena. In late 2000, Mattel quietly began selling a wide range of toys over its Barbie 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 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 advantage of new opportunities, while simultaneously reducing the associated risk. Limitations/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 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 future 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 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 frequency? 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 for reducing conflicts? These important questions should be addressed in future studies. Incidence of conflict Important questions also remain about the effect of channel conflict on the firm’s market orientation. The incidence of conflict may serve as a mechanism to force coalitions to become more market 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 these systems increases, so too does the opportunity for conflict between a firm’s 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. Executive summary and implications for managers and executives Growth in multiple channels of distribution Firms 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 Internet. 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 market 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 enable a firm to focus on more precise target markets, thereby increasing competitiveness. The conflicts that can arise However, multiple channels place conflicting demands on a company’s resources. Various channels may have conflicting objectives. Internal conflicts can arise over, for example, revenue objectives, 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 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 greater 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 the intensity of multi-channel conflict, the lower the level of channel performance. Dangers are greatest during maturity and decline Moreover, Webb and Hogan demonstrate that the negative effects of the frequency although not necessarily the intensity of multi-channel conflict on channel performance increase when the product is no longer in the growth stage of its lifecycle, but has entered the maturity and decline stage. Conflict in the early stages of the product lifecycle acts as a mechanism to direct a coalition’s efforts outside of the organization in an attempt to capture uncommitted customers. Conditions change in the later stages of the demand lifecycle when the growth in customers slows or even declines. Coalitions are then more likely to compete directly with one another in an attempt to “steal” customers or garner resources from the parent organization. The intensity and frequency of conflicts Webb and Hogan suggest that the organization’s response to larger, more intense conflicts may differ from its response to smaller, more frequent conflicts. The organization is likely to intervene in large, intense conflicts, to bring about a solution in the best interest of the overall channel system. But the organization may not notice, or not get involved in, smaller and more frequent conflicts. These will therefore not get resolved, perhaps resulting in a one-sided solution that does not benefit the overall channel system. What channel managers should do Channel managers should therefore carefully monitor the interaction between channel coalitions. This might involve fostering an environment that facilitates open communication or establishing a formal mechanism for resolving conflicts. Most importantly, channel managers must design a channel system that avoids overlaps that can give rise to conflicts. This is especially true in the later stages of the product lifecycle. Introducing an Internet channel The research results should be particularly helpful to firms that are expanding their distribution via the Internet in order to improve customer satisfaction and enter new markets. The introduction of an Internet channel may have unintended negative effects for firms that fail to adjust their overall channel design to accommodate the new direct channel. The introduction of a broad-based channel of distribution such as the Internet will tend to increase goal incompatibility among existing channels. This incompatibility will increase multi-channel conflict and, in turn, reduce performance. Managers should therefore consider carefully how an Internet channel could be incorporated in a way that minimizes domain similarity and goal incompatibility. 出处: Kevin L. Webb and John E. Hogan. Group Buying on the Web: Hybrid channel conflict: causes and effects on channel performance [J]. Journal of Business & Industrial Marketing, 2002.175 pp: 338-356 二、翻译文章 标:混合渠道冲突:原因及通道效应的表现 译文: 管理意义 多渠道动态 正如弗雷泽(1999)断言,重要的是要检查整个行业生命周期的多渠道的动态。本研究结果可以帮助营销管理作为企业的生命周期,提高企业渠道系统的效率。一般来说,建议渠道管理人员在监测渠道联盟之间积极发挥作用。一个将“大火扑灭了”的渠道经理是可以更有可能降低渠道的日常冲突。可能涉及的环境下这种积极主动的姿态,有利于促进开放的沟通或涉及一个解决冲突的正式机制。最重要的是,渠道管理人员必须小心设计,以一个通道系统,以避免重叠,便利的渠道冲突。这是尤其是在生命周期的后期阶段。听从经理的意见,有利于重要通道的调查,已解决渠道的冲突。渠道经理应该能够施加解决通道冲突的压力,因为他们拥有自己的组织内更多的权力和权威,比他们在另一个公司做自主混合渠道冲突的影响更大。因此,管理者的行为更有可能让他们的计划与控制方面的冲突水平受到影响。具体来说,营销经理和渠道经理所实施的政策,会影响渠道冲突,目标不兼容和区域的相似性认识。关于角色和各种渠道的目标,应该是明确通讯的地步,他们提供足够的资料,以加强该联盟在某些地方的协调。另外还必须慎重考虑有关该公司的渠道领域。提供方面太多重复的产品,可以设定为特别日益频繁的分歧,可能产生冲突的阶段从而达到客户覆盖正常的 水平。概括地说,经营者应当努力使自己的渠道补充和整合,以协同的方式,尽可能避免裁员。 这项研究的结果应有助于该公司通过互联网扩大其传播,以提高客户满意度和拓展新的市场。一个网络渠道的引进可能对于公司未能调整好自己的整个渠道的设计,以适应新的直接渠道有意想不到的负面影响,但是。一个分布广泛的网络渠道,如果增加现有渠道之间的目标不相容性。就有可能增加不兼容混合渠道的冲突,反过来,减少渠道性能。将建议管理人员慎重考虑如何将网络渠道将通道系统纳入其混合的方式,尽量减少区域的相似性和目标不相容性。例如,思科系统公司,当谈到和平网络分销,使用与它现有渠道非常互补的网上方式。3Com公司等企业,英特尔,Novell和甲骨文也纷纷采取了包括利用其合作伙伴,协同他们互联网渠道最大优势的战略。(西尔弗斯坦,2000年) 冲突问题 虽然,其他公司当他们推出的互联网渠道的时候,遇到了严重的渠道冲突问题,例如,Allstate保险公司,发现由渠道冲突引发的危险无能为力,因为它陷入了1.5万份索赔对于他250余处网上直销模式(霍肯,2000年)。汽车制造商通用汽车和福特在互联网上扩展业务遇到了相当大的阻力,两家公司都担心,太努力推动互联网会创造一个新的零售系统,这样会伤害疏远他们的经销商销售。同样,苹果电脑公司的互联网倡议也产生了传统零售商的问题。(丹麦克威廉斯,2000年) 美泰公司提供了一个管理者如何积极智能的寻求解决渠道冲突与混合的,因为他们面对网络营销相关的潜在挑战,对于许多优秀的例子。虽然有些人可能认为,作为一个世界上最大的玩具制造商,消费者导向的产品公司,美泰一直 在努力营销,使他成为传统销售渠道的非常大的零售商。 2000年底,美泰悄然开始在其网站上广泛的销售玩具。虽然一些零售商抱怨,但美泰称,它的目的是提升其品牌,而不是与零售商竞争。美泰一直提供十分周到的在线战略,虽然。价格设置故意比在零售商店高出15个百分点,一些热点项目将不会提供网络销售,美泰公司并与互联网上的零售商进行合作。(班农,2000年)这样的策略是审慎的,它使美泰公司利用新的机会,同时降低相关的风险。 限制/未来的研究 样本大小的限制 这项研究解释一定的局限性存在的原因。虽然样品的质量是在特殊的受访者对他们的公司产品而言,样本大小是比较有限的。但是,这种低功率的统计实际上可能加强对重要成果的影响。无论如何,我们的假设是普遍支持的。这项研究的样本大小也排除了结构方程模型技术的使用。可以作为未来的多种研究方向。有一个一个的渠道联盟之间的性质需要更好地了解。研究报告提出了一些有关渠道冲突耐人寻味的问题。建议的原因,领域的相似性和目标不相容性,有一个关于冲突强度显着其影响,但没有冲突的频率。因为它是冲突频率,影响性能,未来的研究应探讨其原因。沟通渠道是否抑制联盟协调,从而增加冲突的频率?是否给予有关个人一定程度的自主权联盟选择?是否在个别级别的联盟凝聚力方面解决冲突?哪个通道的设计结构和管理系统减少冲突最有效?这些重要的问题应当在今后研究。 冲突发生率 渠道冲突重要的问题也仍然对公司的市场导向产生作用。冲突的发生率可能作为一种机制,迫使联盟变得更加市场化,因为它们与其他联盟争夺资源。未来的研究应包括市场导向的措施,以探索这个有趣的研究途径。市场动态和不确 定性迫使企业设计越来越复杂通道系统。由于这些系统复杂度的增加,所以也没有减少公司之间的渠道联盟冲突。智能化管理,冲突将是可预见的。我们希望,这项研究提供了一个在这个舞台上初步构建的知识模块。 执行摘要和影响管理人员和行政人员 在多渠道分销领域 企业越来越多地使用多渠道的分销,服务于一个特定的产品市场。其主要原因是在购物行为,市场的全球化和互联网的出现。以诺基亚公司为例,同时使用无线服务供应商,电子产品零售商和批发折扣俱乐部,连同其自己的直接互联网和电话销售渠道,服务与他的移动电话市场。公司认为,多渠道安排,可以帮助他们增加他们的市场份额,降低成本。单一类型的渠道不太可能服务好公司所有的广泛的产品线。对于过多的生产能力,当现有的渠道与供应饱和,企业可以受益于额外发售。额外的通道使企业专注于更精确的目标市场,从而提高竞争力。 可能出现的冲突 然而,多渠道对于公司的资源需求相互冲突。各种渠道可能有冲突的目标。内部冲突就产生了,例如,收入目标,定价,时机和广告和促销的支持。这种冲突可能会导致客户的混乱和不满。从积极的方面,对资源的竞争可能确保稀缺的资产运用于他们最需要的有渠道。所谓“地域相似性”时存在通道间的联盟因为有限的资源相同而产生冲突。韦伯和霍根认为,冲突往往是最激烈的(但不一定是最常见的)地域的相似性是最大的。越多渠道联盟之间不相容的目标,更大的渠道冲突的强度(但不一定是频率)。越大的频率和多渠道冲突的强度,降低了满意的渠道体系的水平。越大的多渠道冲突的频率(虽然不一定是强度),较低的信道的性能水平。 危险是在最成熟和衰退 此外,韦伯和霍根认为,多渠道增加对渠道冲突的负面影响表现(虽然不一定是强度)时,该产品没有在其生命周期的成长期,但已进入成熟期和衰退期阶段。在产品生命周期的一种机制行为的早期阶段,企图努力捕捉未提交的客户联盟直接冲突之外的组织。在条件发生变化时的需求,在客户生命周期增长放缓甚至下降的最后阶段。联盟就会更容易与人竞争,试图相互直接“偷”客户或争取到上级组织的资源 冲突频率和强度 韦伯和霍根认为,更激烈的冲突有可能本组织从不同的反应更大,更频繁的冲突。该组织很可能会干预大,激烈的冲突,带来在整个渠道系统的最佳利益的解决。但该组织可能没有注意到,或者不进来,更小,更频繁卷入冲突。这些因此将不会得到解决,也许在一个片面的解决方案,不利于整个渠道的系统。 管理者应该做哪些渠道 渠道管理者应该仔细监测渠道联盟之间的相互作用。这可能涉及的环境,有利于促进开放的沟通,或者建立一个正式的机制来解决冲突。最重要的是,渠道经理必须设计一个通道系统,以避免重叠,可以引起冲突。这一点尤其在产品生命周期的后期阶段。 引入网络渠道 研究结果应有助于企业特别是扩大其通过互联网传播,以提高客户满意度和进入新市场。一个网络渠道引进可能对公司未能调整自己的整个渠道的设计,以适应新的直接渠道造成影响。一个分布广泛的网络渠道,如引进往往会提高现有渠道的目标不相容。这种不兼容会增加多渠道冲突,进而降低其性能。因此,管理者应该仔细考虑如何将可在互联网渠道的方式,最大限度地减少地域的相似 性和目标不相容性。 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