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Behavioral Processes in Marketing Channels

Marketing Channel as Social System . . 4. . Objective 1:. . . . . Social System

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Behavioral Processes in Marketing Channels

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    1. Chapter 4 Behavioral Processes in Marketing Channels

    2. Marketing Channel as Social System

    3. Behavioral Processes

    4. How Conflict Emerges

    5. Causes of Channel Conflict Role Incongruities Resource Scarcities Perceptual Differences Expectational Differences Decision Domain Disagreements Goal Incompatibilities Communication Difficulties

    6. Conflict & Channel Efficiency

    7. Effects of Channel Conflict

    8. Effects of Channel Conflict

    9. Effects of Channel Conflict

    10. Managing Channel Conflict

    11. Detecting Channel Conflict

    12. Appraising the Effect of Conflict

    13. Resolving Conflict

    14. Power in the Marketing Channel

    15. Bases of Power for Channel Control

    16. Using Power in the Marketing Channel

    17. Basic Research Findings Expert and referent power in conventional channels may be more effective than direct monetary incentives or threats in inducing channel members to accept controls. Power employed by manufacturers based on economic rewards or coercion provided a higher degree of control over channel members than power based on legitimacy, expertise, or reference

    18. Basic Research Findings 1. Franchisees are likely to have higher morale. 2. Franchisees are more likely to cooperate with the franchisor. Franchisees are less likely to terminate their contracts. Franchisees are less likely to file individual suits against the franchisor. Franchisees are less likely to file class action suits. Franchisees are less likely to seek protective legislation such as the “Franchise Full Disclosure Act” (1970).

    19. Basic Research Findings Power must be exercised to influence member behavior. Effectiveness of power bases to influence members is situation-specific. The exercise of power and how it is used affects the degree of cooperation, conflict, and satisfaction among channel members. The use of coercive power probably promotes conflict and dissatisfaction to a greater degree than the other power bases. The use of coercive power can reduce channel’s stability and viability.

    20. Roles in Marketing Channels

    21. Roles in Marketing Channels What role does the channel manager expect a particular channel member to play in the channel? What role is this member expected to play by his or her peers? Do the manager’s expectations for this member conflict with those of the member’s peers? What role does this member expect the manager to play?

    22. Communication Processes

    23. Communication Processes

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