分銷(xiāo)渠道管理：效率因素-文庫(kù)吧
2025-04-23 22:18 本頁(yè)面
【正文】 cooperation and coordination between anizations in distribution channels. However, these environmental changes also suggest the need for some degree of cooperation and coordination between whole channels. These two forces increase the importance of the study of power because cooperation and coordination require some form of power structure. Having established the critical importance of power considerations in channels in particular, the use of power by firms, the discussion moves on to consider in detail the firm’s use of power. This is an area that has been strangely neglected in the literature, which has been mainly concerned with the sources of power and its distribution in channels. In particular, the discussion centers on the factors affecting the nature and extent to which power will be exerted in a given situation, the factors affecting the oute of any such exertion and, lastly, the nature of feedbacks produced by the use of power. First, however, a short digression on the various methods of using power would seem appropriate. Methods of using power Most methods of influence discussed in the literature are capable of being formulated in terms of two broad types: the setting up of rewards or positive sanctions for pliance。 and the setting up of punishments or negative sanctions for nonpliance. The setting up of rewards or positive sanctions The setting up of economic rewards such as increased sales or profits is one form and is likely to be very important in the channel context. Rewards or positive sanctions may be in terms of any resource valued by a subject firm (or influence) including social values. For example, if firm A makes use of firm B’s attitude towards it, this can be a form of reward because, if B admires or respects A, then it obtains direct satisfactions, . rewards, from plying with A’s wishes and, if B believes A has the right to influence him, it is likely to obtain a certain satisfaction out of performing its duty as it sees it. Rewards may also be indirect. A supplier, through its expertise, may be able to give valuable information and/or training to a manufacturer, which allows the latter to improve performance and thereby gain rewards. An example would be the sales courses run by manufacturers for retail sales personnel. The setting up of punishments or negative sanctions The setting up of punishments or negative sanctions also includes more than economic penalties. In extreme form negative sanctions involve physical force which is very rare in channel contexts, but there could be threats of disapproval or loss of prestige. Furthermore, a negative sanction can be indirect, and an example of this would be the withholding of information or the giving of false or misleading information. If a firm’s power is founded on a legitimate base, be it formal or informal, this can be viewed as a use of power based on negative sanctions [10, 11]. If the legitimate power is founded on laws and regulations then conditions of punishment will be formally stated. On the other hand, if the legitimacy is based purely on the influencee’s belief that the influencer has the right to guide his/her behavior, then the potential punishment will be more in the form of the influencee’s sense of failing to carry out his/her duty. The only method of influence that is not easily interpreted in terms of these two types arises when a firm uses its power to control another’s environment rather than by operating directly on it, . when one firm controls an
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