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Channel Management Abs M&S

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Amity Business School MBA(M&S) Class of 2010, Semester II Channel Management Power, Conflicts and Control Prof. P K Bansal
Multi-Channel Marketing System Channel Options Direct Marketing Sales Force Intermediary Marketing Channel
Channel Management 1 Use of Power Bases 2 Resolving Channel Conflicts 3 Channel Control
1 POWER BASES Referent Power Expert Power Legitimate Power Competition Power Coercive Power
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
USE OF CHANNEL POWER ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
DEPENDENCE CONTEXTS ,[object Object],[object Object],[object Object],[object Object]
2 CONFLICT GOAL Understanding of objectives of Channel members is different DOMAIN Channel members Understand Responsibilities differently PERCEPTION Understanding of Market Place is different. Actions do not match
What is Channel Conflict? ,[object Object],[object Object],[object Object],[object Object]
Conflict Stages 2 PERCEIVED 3 FELT 1 LATENT 4 MANIFEST
Sources of Channel Conflict ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managing Conflict ,[object Object],[object Object],[object Object],[object Object]
Conflict Resolution ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Styles of Conflict Resolution ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Minimising Channel Conflict ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Supplier Controls Customers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Channel Controls Customer Market Power Significant Insignificant     Value added by Channel    
3 CHANNEL CONTROL PROTECTION Interest of all Channel Members are protected OBJECTIVES Actions of all are in line with overall objectives DELIVERY Channel Flows streamlined to service end customers
Maintaining Cordial Relationship ,[object Object],[object Object],[object Object],[object Object],[object Object]
Channel Relationship Maintenance Strategies Forcing by Domination Withdrawal by avoidance Transactional Integration by Negotiation Compromise by Sacrifice Long Run Nature of Relationship High Low     Significance of Individual Goals    
[object Object],[object Object],[object Object]

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Channel Management Abs M&S

  • 1. Amity Business School MBA(M&S) Class of 2010, Semester II Channel Management Power, Conflicts and Control Prof. P K Bansal
  • 2. Multi-Channel Marketing System Channel Options Direct Marketing Sales Force Intermediary Marketing Channel
  • 3. Channel Management 1 Use of Power Bases 2 Resolving Channel Conflicts 3 Channel Control
  • 4. 1 POWER BASES Referent Power Expert Power Legitimate Power Competition Power Coercive Power
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  • 12. 2 CONFLICT GOAL Understanding of objectives of Channel members is different DOMAIN Channel members Understand Responsibilities differently PERCEPTION Understanding of Market Place is different. Actions do not match
  • 13.
  • 14. Conflict Stages 2 PERCEIVED 3 FELT 1 LATENT 4 MANIFEST
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  • 21. 3 CHANNEL CONTROL PROTECTION Interest of all Channel Members are protected OBJECTIVES Actions of all are in line with overall objectives DELIVERY Channel Flows streamlined to service end customers
  • 22.
  • 23. Channel Relationship Maintenance Strategies Forcing by Domination Withdrawal by avoidance Transactional Integration by Negotiation Compromise by Sacrifice Long Run Nature of Relationship High Low     Significance of Individual Goals    
  • 24.