Professional Documents
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Channel Management
3 Channel Control
1 POWER BASES
Referent Power
Expert Power
Legitimate Power
Referent Power Driven from the position the company holds in the industry. It comes from instant recognition and respect associated. (Nestle, Vijay Sahu) Expert Power Specialised knowledge on developing business, available with a channel member, which adds constant value to the channel operation to perform well. (HUL)
Legitimate Power Legal power to enforce agreement or contract signed with the company as regards to distribution / sales / credit etc. (HUL, Brooke Bond) ` Support Power Company can provide additional support to channel partners to increase volumes viz. promotions, distribution costs and awards etc. Competition Power Ability to generate rivalry among channel partners to compete in contests and targets etc.
Reward Power Provide incentives to the channel partners to perform additional tasks at specific points of time. It is only for a specific duration and task. Coercive Power Power of a threat to the defaulting channel partner e.g., take away some support, discount, appoint more distributors or persuade to extend credit to important customers. Used by companies having established distributors with very high dependence on the principal to stay in business.
The influence is necessary to the overall batter performance of the system in delivering customer service objectives.
Power is the instrument of influence to make the other member willing to act in situations they normally would not have acted in that manner. Exercising power is not exploitation or force or pressure, but value adding in context of channel management. Dependence of channel members on each other is based on the benefits they can drive.
Channel members consider themselves important and powerful if the company is dependent on them but this perception of power has no value if company can find alternatives.
Dependence is determined by: 1. How important is the business of the principal to the channel member. 2. How good the channel member is as a channel partner. 3. How good the company products / New product launches are perceived. 4. Channel partner working in the best interest and working parameters of the principal.
DEPENDENCE CONTEXTS
Not only the Channel principal, but channel partner can also have advantage over the principal / other members by having referent and expert power over his own customers which is equally valuable to the company. This power is called, Countervailing power. This dependence in channel relationships is very critical in reducing confrontation and improves co-operation for good performance of the channel. The interdependence can be deadening for the ancillaries solely dependent on the principals with the declining business. Distributors therefore shy away from being exclusive for any single company unless it is a company like HUL, P&G, Nestle, L&T or Maruti.
2
CONFLICT
Conflict always has negative connotations and is driven more by feelings than fact.
It is initially latent and does not effect the working of the channel members. It is not possible to detect till it reaches a level of disruption.
1 LATENT
2 PERCEIVED
Conflict
Stages
4 MANIFEST
3 FELT
Managing Conflict
Understanding the nature of conflict and its impact. Tracing the source of the conflict. Understand the impact of the conflict. Strategy and Plan of action for resolution.
Conflict Resolution
Joint membership of trade associations Distributor councils/ unions used as a medium of coercive power Mediation through trade associations Sharing of information between channel partners Use of third party for mediation Clear rules of conduct to help build relationship Use of incentives and rewards based on performance as part of conflict resolution
Accommodation A situation of complete surrender. One party helps other without being worried about its own goals. Situation can also lead to exploitation. Compromise Finding mid way solution. Can only work with small and not so serious conflicts. Collaboration Win-Win situation. Information sharing approach.
Insignificant
Forward Integrate Identify New Value Proposition Act Fast / Independently Fill Gaps in Channel Coverage
Market Power
Compete Internet Link to Supplier Customers Controls Shift volume to new Customers Channel by Promotion
3 CHANNEL CONTROL
Nature of Relationship
References : Sales and Distribution Management; P K Agarwal & Manoj Kumar; Pragati Prakashan Sales and Distribution Management; Krishna K Havaldar & Vasant M Cavale; Tata McGraw-Hill Pub. Co. Ltd.