channel managment
TRANSCRIPT
Channel Management
Presented by:Surya Santosh KothaAshish YadavVamshee KrishnaRaghunandan Sharma
Objective
• Understand how and why channel conflicts occur
• Look at ways of managing conflict• Channel practices followed to resolve
conflicts• Principles of channel management• Various parameters on channel policy• Way in which services use marketing
channels
• Channel is a mechanism which brings the product to the consumer at his doorstep.
What is a channel
When it becomes impossible for the manufacturer to directly deal with the consumers.
Minimize transportation costs, maintain service levels, reduction of stock holding etc.
Required to distribute your products.
Why Channels
Channel Management
• Is in three broad phases:– Use of power bases– Channel co-ordination– Identifying and resolving channel conflicts
Use of power….
Use of Power Bases• Channel system has a set of players:
– Not equally motivated to implement the ideal channel design
– Whose expectations from the system differ
• Use of the 5 power bases brings diverse channel partners in line for effective implementation– 5 power bases are: reward, coercion, legitimate,
expert and referent (French & Raven)– Two more power bases in the Indian context are
support and competition
Use of Channel Power
• Channel members are dependent on each other. The power equations between them keep them working together.
• Extent of dependence defines the power base which is appropriate.
“Power” of Motivation• Reward – incentives for good performance• Coercion – threat of punishment for non-
performance• Referent – benefit of sheer association with a
strong company• Legitimate – arising out of a contract• Expert – specialized knowledge• Support – additional benefits for better performers
only• Competition – created between channel partners
Countervailing Power
• Balances the power exerted by one channel member. It is not a one-sided equation.
• Both the channel member and the principal can have influence on each other.
• Results from interdependence within the channel system.– Company exerts power on the distributor to get its
coverage and revenues– Distributor has enough influence on his customers
and this is critical for the company also– Weaker partners do get exploited – ancillary units Exa
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Channel Co-ordination• Channel system is well co-ordinated if each member
understands his role correctly and performs it to help the system achieve its customer service objectives.
• In a co-ordinated channel:– Interests of all channel members are protected– Actions of all are in line with overall objectives– Flows are streamlined to desired customer service
objectives• Channel co-ordination is an on-going effort
Channel Conflict
• Situation of discord or disagreement between partners in the same channel system – has negative connotations and is driven more by feelings than facts
• Conflict is part of any social system – getting disparate entities to work together as in a channel system is also one such social unit
• If any member feels that another is working in a manner as to affect him, conflict results
Channel Conflicts
• Conflict is generated when actions of any channel member come in the way of the system achieving its objectives
Conflicts Result From…
• Each channel member wanting to pursue his own goals
• Each wants to retain his independence
• There are limited resources which all of them want to utilise in achieving their goals
Channel Conflict
CONFLICT
DOMAIN PERCEPTIONGOAL
• Three in broad categories of channel conflict are:– Goal conflict – understanding of objectives by
various channel members is different– Domain conflict – understand responsibilities and
authority differently– Perception conflict – reading of the market place is
different and proposed actions vary
• Features of conflicts:– Initially latent and does not affect the working– Is not normally possible to detect till it becomes
disruptive
Four Stages
LATENT
MANIFEST
FELT
PERCEIVED
Each stage is progressively more severe than the earlier one
Types of Conflicts• Latent Conflict:
– Some amount of discord exists but does not affect the working or delivery of customer service objectives.
– Disagreement could be on roles, expectations, perceptions, communication.
• Perceived Conflict:– Discords become noticeable – channel partners are
aware of the opposition.– Channel members take the situation in their stride and
go about their normal business – No cause for worry but the opposition has to be
recognized
Also called as
(a)Attitudinal conflict, where disagreement occur on roles ,expectation, perception and comm.
(b)Structural conflict , which may relate to goal not matching, indepndence and lack of resources.
Types of Conflicts• Felt Conflict:
– Reaching the stage of worry, concern and alarm. Also known as ‘affective’ conflict.
– Parties are trying to outsmart each other.– Channel member feels upset– Causes could be economical or personal– Needs to be managed effectively and not allowed to escalate.
• Manifest Conflict: Dispute– Reflects open antagonistic behaviour of channel partners. – Initiatives taken are openly opposed affecting the
performance of the channel system.– May require outside intervention to resolve
Reasons for Channel Conflict• Roles not defined properly• Resource scarcity : Allocation of valuable resources
between members seem unfair to some of them.• Differences in perception of the business
environment.• Role incompatibility: the objective of the company
and its distributor may not always match.
Keep more stock Part with some of his margin to offer discounts and sell more Extend more credit Provide a salesforce for full market and outlet coverage.
Reasons for Channel Conflict• Addition of new channel partner.
• Target fixing
• Extension of credit to customer is another problem area.
• Multiple distributor : companies cannot legally defind the territories of their distribuors
• Future expectations not likely to materialize
• Decision domain disagreements – who has to decide on what (key account pricing)
• Channel members do not agree on objectives
• Misunderstanding or mis-interpretation of routine business communication
• Clash of interest
Resolving Conflicts
Understanding nature and intensity
Strategy and plan of action for resolution
Understand the impact of the conflict
Tracing the source of the conflict
A 4 Stage Process
Conflict Resolution Styles
Avoidance
Aggression
Accommodation
Compromise
Collaboration
Least effort and results
Maximum effort and Best results
Styles are a combinationof assertiveness and
co-operation.
Avoidance
• Used by weak channel members.
• Problem is postponed or discussion avoided.
• Relationships are not of much importance.
• As there is no serious effort on getting anything done, conflict is avoided.
Aggression
• Also known as a competitive or selfish style.• It means being concerned about one’s own
goals without any thought for the others.• The dominating channel partner (may be the
principal) dictates terms to the others. Long term could be detrimental to the system.
Accommodation
• A situation of complete surrender.• One party helps the other achieve its goals
without being worried about its own goals.• Emphasis is on full co-operation and flexibility
in approach. May generate matching feelings in the receiver.
• If not handled properly, can result in exploitation
Compromise
• Obviously both sides have to give up something to meet mid way.
• Can only work with small and not so serious conflicts.
• Used often in the earlier two stages.
Collaboration
• Also known as a problem solving approach• Tries to maximize the benefit to both parties
while solving the dispute.• Most ideal style of conflict resolution – a win-
win approach• Requires a lot of time and effort to succeed.• Sensitive information may have to be shared
Channel Policies
• Defines how the channel is required to operate.
• Normally framed by the channel principal to guide the operations of the channel system
• If not framed properly could prove the starting point of channel conflicts.
• Some subjects of channel policies could be as seen in the next slide:
Channel Policies
• Markets to be covered
• Customer coverage
• Pricing
• Product portfolio to be handled
• Selection, termination of channel members
• Ownership of the channel
The Services Sector
• Twice the size of the manufacturing sector• Services offered are to be in line with
customer demand• Services have to be presented in an
appealing manner to sustain customers.• Needs specialized channels which
understand the characteristics of service delivery
5 Characteristics of Services
• They are intangible – can only be felt. No visual features like size, style.
• They are inseparable from their service providers – like dentist,tailor,barber
• They cannot be standardized – custom made and delivered
• Customers are involved to a great degree – define the services
• They are perishable – cannot be stored for delivery later. Salvage value of an unsold service is zero.
Channels Used
• Shorter channels than for products• Some channels used are:
– Direct from service provider to user– Agents or brokers to bring buyer and seller
together– Franchisees or contractors– Electronic channels
• High degree of customization is provided
Conclusion• Channel management is done by: use of power bases,
identifying and resolving channel conflicts and co-ordination
• Channel conflicts could occur due to: goal conflicts, domain conflicts and perception conflicts
• Channel conflicts pass thru’ the 4 stages of latent, perceived, felt and manifest.
• Conflicts are avoided with the use of power bases of rewards, coercion, expertise, legitimacy and reference.
• There are 5 styles of conflict resolution: avoidance, aggression, accommodation, compromise and collaboration