混合渠道沖突原因及通道效應(yīng)的表現(xiàn)外文翻譯

1、<p><b>　　中文3150字</b></p><p>　　畢業(yè)論文（設(shè)計）外文翻譯</p><p><b>　　一、外文原文</b></p><p>　　Hybrid channel conflict: causes and effects on channel performance</p>

2、<p><b>　　原文：</b></p><p>　　Managerial implications</p><p>　　Dynamics of multiple channels</p><p>　　As Frazier (1999) asserts, it is important to examine the dynamic

3、s 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 w

4、ould 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</

5、p><p>　　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

6、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 su

7、ch as the Internet will tend to increase goal incompatibility among existing c</p><p>　　Conflict problems</p><p>　　Other firms, however, have encountered serious channel conflict problems as the

8、y 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

9、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 wor</p><p&g

10、t;　　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 market

11、ing. 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

12、quietly began selling a wide range of toys over its Barbie.com W</p><p>　　Limitations/future research</p><p>　　Sample size limited</p><p>　　Certain limitations should be kept in min

13、d 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

14、 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 f

15、uture research can </p><p>　　Incidence of conflict</p><p>　　Important questions also remain about the effect of channel conflict on the firm’s market orientation. The incidence of conflict may s

16、erve 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 interesti

17、ng avenue of research.</p><p>　　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 c

18、onflict 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 knowle

19、dge in this arena.</p><p>　　Executive summary and implications for managers and executives</p><p>　　Growth in multiple channels of distribution</p><p>　　Firms increasingly use multi

20、ple 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

21、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

22、 help them to increase their mar</p><p>　　The conflicts that can arise</p><p>　　However, multiple channels place conflicting demands on a company’s resources. Various channels may have conflicti

23、ng 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 cu

24、stomers. 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-cal</p><p>　　Dangers are greatest during mat

25、urity and decline</p><p>　　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 w

26、hen 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

27、 outside of the organization in an attempt to capture uncommitted customers. Conditions change in th</p><p>　　The intensity and frequency of conflicts</p><p>　　Webb and Hogan suggest that the or

28、ganization’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

29、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 s

30、olution that does not bene</p><p>　　What channel managers should do</p><p>　　Channel managers should therefore carefully monitor the interaction between channel coalitions. This might involve fo

31、stering 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 ri

32、se to conflicts. This is especially true in the later stages of the product lifecycle.</p><p>　　Introducing an Internet channel</p><p>　　The research results should be particularly helpful to fi

33、rms 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

34、 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 chan

35、nel</p><p><b>　　出處：</b></p><p>　　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

36、 & Industrial Marketing, 2002.17(5) pp: 338-356</p><p><b>　　二、翻譯文章</b></p><p>　　標(biāo)題：混合渠道沖突：原因及通道效應(yīng)的表現(xiàn)</p><p><b>　　譯文：</b></p><p>　　管理意義 多

37、渠道動態(tài) 正如弗雷澤（1999）斷言，重要的是要檢查整個行業(yè)生命周期的多渠道的動態(tài)。本研究結(jié)果可以幫助營銷管理作為企業(yè)的生命周期，提高企業(yè)渠道系統(tǒng)的效率。一般來說，建議渠道管理人員在監(jiān)測渠道聯(lián)盟之間積極發(fā)揮作用。一個將“大火撲滅了”的渠道經(jīng)理是可以更有可能降低渠道的日常沖突?？赡苌婕暗沫h(huán)境下這種積極主動的姿態(tài)，有利于促進開放的溝通或涉及一個解決沖突的正式機制。最重要的是，渠道管理人員必須小心設(shè)計，以一個通道系統(tǒng)，以避免重疊，便利

38、的渠道沖突。這是尤其是在生命周期的后期階段。聽從經(jīng)理的意見，有利于重要通道的調(diào)查，已解決渠道的沖突。渠道經(jīng)理應(yīng)該能夠施加解決通道沖突的壓力，因為他們擁有自己的組織內(nèi)更多的權(quán)力和權(quán)威，比他們在另一個公司做自主混合渠道沖突的影響更大。因此，管理者的行為更有可能讓他們的計劃與控制方面的沖突水平受到影響。具體來說，營銷經(jīng)理和渠道經(jīng)理所實施的政策，會影響渠道沖突，目標(biāo)不兼容和區(qū)域的相似性認(rèn)識。關(guān)于角色和各種渠道的目標(biāo)，應(yīng)該是明確通訊的地步，他們提

39、供足夠的資料，以加強該聯(lián)盟在某些地方的協(xié)調(diào)。另外還必須慎重考慮有關(guān)該公司的渠道領(lǐng)域。提供方面太多重復(fù)</p><p>　　這項研究的結(jié)果應(yīng)有助于該公司通過互聯(lián)網(wǎng)擴大其傳播，以提高客戶滿意度和拓展新的市場。一個網(wǎng)絡(luò)渠道的引進可能對于公司未能調(diào)整好自己的整個渠道的設(shè)計，以適應(yīng)新的直接渠道有意想不到的負(fù)面影響，但是。一個分布廣泛的網(wǎng)絡(luò)渠道，如果增加現(xiàn)有渠道之間的目標(biāo)不相容性。就有可能增加不兼容混合渠道的沖突，反過來，減

40、少渠道性能。將建議管理人員慎重考慮如何將網(wǎng)絡(luò)渠道將通道系統(tǒng)納入其混合的方式，盡量減少區(qū)域的相似性和目標(biāo)不相容性。例如，思科系統(tǒng)公司，當(dāng)談到和平網(wǎng)絡(luò)分銷，使用與它現(xiàn)有渠道非?；パa的網(wǎng)上方式。3Com公司等企業(yè)，英特爾，Novell和甲骨文也紛紛采取了包括利用其合作伙伴，協(xié)同他們互聯(lián)網(wǎng)渠道最大優(yōu)勢的戰(zhàn)略。（西爾弗斯坦，2000年）</p><p><b>　　沖突問題</b></p>

41、<p>　　雖然，其他公司當(dāng)他們推出的互聯(lián)網(wǎng)渠道的時候，遇到了嚴(yán)重的渠道沖突問題，例如，Allstate保險公司，發(fā)現(xiàn)由渠道沖突引發(fā)的危險無能為力，因為它陷入了1.5萬份索賠對于他250余處網(wǎng)上直銷模式（霍肯，2000年）。汽車制造商通用汽車和福特在互聯(lián)網(wǎng)上擴展業(yè)務(wù)遇到了相當(dāng)大的阻力，兩家公司都擔(dān)心，太努力推動互聯(lián)網(wǎng)會創(chuàng)造一個新的零售系統(tǒng)，這樣會傷害疏遠他們的經(jīng)銷商銷售。同樣，蘋果電腦公司的互聯(lián)網(wǎng)倡議也產(chǎn)生了傳統(tǒng)零售商的問

42、題。（丹麥克威廉斯，2000年）</p><p>　　美泰公司提供了一個管理者如何積極智能的尋求解決渠道沖突與混合的方法，因為他們面對網(wǎng)絡(luò)營銷相關(guān)的潛在挑戰(zhàn)，對于許多優(yōu)秀的例子。雖然有些人可能認(rèn)為，作為一個世界上最大的玩具制造商，消費者導(dǎo)向的產(chǎn)品公司，美泰一直在努力營銷，使他成為傳統(tǒng)銷售渠道的非常大的零售商。 2000年底，美泰悄然開始在其網(wǎng)站上廣泛的銷售玩具。雖然一些零售商抱怨，但美泰稱，它的目的是提升其品牌，

43、而不是與零售商競爭。美泰一直提供十分周到的在線戰(zhàn)略，雖然。價格設(shè)置故意比在零售商店高出15個百分點，一些熱點項目將不會提供網(wǎng)絡(luò)銷售，美泰公司并與互聯(lián)網(wǎng)上的零售商進行合作。（班農(nóng)，2000年）這樣的策略是審慎的，它使美泰公司利用新的機會，同時降低相關(guān)的風(fēng)險。</p><p><b>　　限制/未來的研究</b></p><p>　　樣本大小的限制 這項研究解釋一

44、定的局限性存在的原因。雖然樣品的質(zhì)量是在特殊的受訪者對他們的公司產(chǎn)品而言，樣本大小是比較有限的。但是，這種低功率的統(tǒng)計實際上可能加強對重要成果的影響。無論如何，我們的假設(shè)是普遍支持的。這項研究的樣本大小也排除了結(jié)構(gòu)方程模型技術(shù)的使用?？梢宰鳛槲磥淼亩喾N研究方向。有一個一個的渠道聯(lián)盟之間的性質(zhì)需要更好地了解。研究報告提出了一些有關(guān)渠道沖突耐人尋味的問題。建議的原因，領(lǐng)域的相似性和目標(biāo)不相容性，有一個關(guān)于沖突強度顯著其影響，但沒有沖突的頻率

45、。因為它是沖突頻率，影響性能，未來的研究應(yīng)探討其原因。溝通渠道是否抑制聯(lián)盟協(xié)調(diào)，從而增加沖突的頻率？是否給予有關(guān)個人一定程度的自主權(quán)聯(lián)盟選擇？是否在個別級別的聯(lián)盟凝聚力方面解決沖突？哪個通道的設(shè)計結(jié)構(gòu)和管理系統(tǒng)減少沖突最有效？這些重要的問題應(yīng)當(dāng)在今后研究。</p><p><b>　　沖突發(fā)生率</b></p><p>　　渠道沖突重要的問題也仍然對公司的市場導(dǎo)向產(chǎn)生

46、作用。沖突的發(fā)生率可能作為一種機制，迫使聯(lián)盟變得更加市場化，因為它們與其他聯(lián)盟爭奪資源。未來的研究應(yīng)包括市場導(dǎo)向的措施，以探索這個有趣的研究途徑。市場動態(tài)和不確定性迫使企業(yè)設(shè)計越來越復(fù)雜通道系統(tǒng)。由于這些系統(tǒng)復(fù)雜度的增加，所以也沒有減少公司之間的渠道聯(lián)盟沖突。智能化管理，沖突將是可預(yù)見的。我們希望，這項研究提供了一個在這個舞臺上初步構(gòu)建的知識模塊。</p><p>　　執(zhí)行摘要和影響管理人員和行政人員</p

47、><p><b>　　在多渠道分銷領(lǐng)域</b></p><p>　　企業(yè)越來越多地使用多渠道的分銷，服務(wù)于一個特定的產(chǎn)品市場。其主要原因是在購物行為，市場的全球化和互聯(lián)網(wǎng)的出現(xiàn)。以諾基亞公司為例，同時使用無線服務(wù)供應(yīng)商，電子產(chǎn)品零售商和批發(fā)折扣俱樂部，連同其自己的直接互聯(lián)網(wǎng)和電話銷售渠道，服務(wù)與他的移動電話市場。公司認(rèn)為，多渠道安排，可以幫助他們增加他們的市場份額，降低成

48、本。單一類型的渠道不太可能服務(wù)好公司所有的廣泛的產(chǎn)品線。對于過多的生產(chǎn)能力，當(dāng)現(xiàn)有的渠道與供應(yīng)飽和，企業(yè)可以受益于額外發(fā)售。額外的通道使企業(yè)專注于更精確的目標(biāo)市場，從而提高競爭力。</p><p>　　可能出現(xiàn)的沖突 然而，多渠道對于公司的資源需求相互沖突。各種渠道可能有沖突的目標(biāo)。內(nèi)部沖突就產(chǎn)生了，例如，收入目標(biāo)，定價，時機和廣告和促銷的支持。這種沖突可能會導(dǎo)致客戶的混亂和不滿。從積極的方面，對資源的競

49、爭可能確保稀缺的資產(chǎn)運用于他們最需要的有渠道。所謂“地域相似性”時存在通道間的聯(lián)盟因為有限的資源相同而產(chǎn)生沖突。韋伯和霍根認(rèn)為，沖突往往是最激烈的（但不一定是最常見的）地域的相似性是最大的。越多渠道聯(lián)盟之間不相容的目標(biāo)，更大的渠道沖突的強度（但不一定是頻率）。越大的頻率和多渠道沖突的強度，降低了滿意的渠道體系的水平。越大的多渠道沖突的頻率（雖然不一定是強度），較低的信道的性能水平。</p><p>　　危險是在最

50、成熟和衰退</p><p>　　此外，韋伯和霍根認(rèn)為，多渠道增加對渠道沖突的負(fù)面影響表現(xiàn)（雖然不一定是強度）時，該產(chǎn)品沒有在其生命周期的成長期，但已進入成熟期和衰退期階段。在產(chǎn)品生命周期的一種機制行為的早期階段，企圖努力捕捉未提交的客戶聯(lián)盟直接沖突之外的組織。在條件發(fā)生變化時的需求，在客戶生命周期增長放緩甚至下降的最后階段。聯(lián)盟就會更容易與人競爭，試圖相互直接“偷”客戶或爭取到上級組織的資源</p>

51、<p><b>　　沖突頻率和強度</b></p><p>　　韋伯和霍根認(rèn)為，更激烈的沖突有可能本組織從不同的反應(yīng)更大，更頻繁的沖突。該組織很可能會干預(yù)大，激烈的沖突，帶來在整個渠道系統(tǒng)的最佳利益的解決方案。但該組織可能沒有注意到，或者不進來，更小，更頻繁卷入沖突。這些因此將不會得到解決，也許在一個片面的解決方案，不利于整個渠道的系統(tǒng)。</p><p>

52、　　管理者應(yīng)該做哪些渠道</p><p>　　渠道管理者應(yīng)該仔細監(jiān)測渠道聯(lián)盟之間的相互作用。這可能涉及的環(huán)境，有利于促進開放的溝通，或者建立一個正式的機制來解決沖突。最重要的是，渠道經(jīng)理必須設(shè)計一個通道系統(tǒng)，以避免重疊，可以引起沖突。這一點尤其在產(chǎn)品生命周期的后期階段。</p><p><b>　　引入網(wǎng)絡(luò)渠道</b></p><p>　　研究

53、結(jié)果應(yīng)有助于企業(yè)特別是擴大其通過互聯(lián)網(wǎng)傳播，以提高客戶滿意度和進入新市場。一個網(wǎng)絡(luò)渠道引進可能對公司未能調(diào)整自己的整個渠道的設(shè)計，以適應(yīng)新的直接渠道造成影響。一個分布廣泛的網(wǎng)絡(luò)渠道，如引進往往會提高現(xiàn)有渠道的目標(biāo)不相容。這種不兼容會增加多渠道沖突，進而降低其性能。因此，管理者應(yīng)該仔細考慮如何將可在互聯(lián)網(wǎng)渠道的方式，最大限度地減少地域的相似性和目標(biāo)不相容性。</p><p><b>　　出處：</b