CHAPTER 4

BEHAVIORAL PROCESSES IN
MARKETING CHANNELS
Presented by:
Borres, Richby Grace
Bulaquina, Irene Begas
Dela Torre, Rashen Garcia
Ledesma, Janine Mariel
Sanchez, Leslie
 CHAPTER TOPICS
4) Role in the Marketing
1) The Marketing Channel as a
Social System Channel

3) Power in the Marketing

Channel

2) Conflict in the 5) Communication Processes in

Marketing Channel the Marketing Channel

TOPICS
 The Marketing Channel as a Social System
Key Term and Definition:
Social System: The system generated by any process of interaction on the sociocultural level
between two or more actors. The actor is either a concrete human individual (a person) or a
collectivity.
When these individuals or collectivities (firms or agencies) interact as member of the
marketing channel, an interorganizational social system exists.
 Conflict in the Marketing Channel
Conflict exists when a member of the marketing channel perceives that another member’s
actions impeded the attainment of his or her goals.

C) Channel Conflict and

A) Conflict versus B) Causes of Channel Efficiency Key
Competition Channel Conflict Term and Definition

D) Managing Channel
Conflict
Conflict in the Marketing Channel
A) Conflict versus Competition
•Competition: behavior that is object-centered, indirect, and impersonal

•Conflict: direct, personal, and opponent-centered behavior

B) Causes of Channel Conflict

Analysis and research have pointed to many possible causes of channel
conflict. These are:

a. Misunderstood communications
b. Divergent functional specializations and goals of channel members c.
Failings in joint decision-making
d. Differing economic objectives
e. Ideological differences of channel members
f. Inappropriate channel structure
Conflict in the Marketing Channel

B) Causes of Channel Conflict

Seven categories of underlying causes of channel conflict:

•Role incongruities
•Resource scarcities
•Perceptual differences
•Expectational differences
•Decision domain disagreements
•Goal incompatibilities
•Communication difficulties
 Although there are many causes of channel conflict most can be placed into one or more of the
B) Causes of Channel Conflict
following seven categories:

1. Role incongruities
• a set of prescriptions defining what the behavior of position members (i.e. channel member)
should be
2. Resource scarcities
• Sometimes conflict stems from a disagreement between channel members over the allocation
of some valuable resources needed to achieve their respective goals.
3. Perceptual differences
• the way an individual selects and interprets environmental stimuli. The way such stimuli are
perceived, however, is often quite different from objective reality.
4. Expectional Differences
• Various channel members have expectations about the behavior of other channel members
which sometimes, in reality, they are not behave like what they are expected.

Conflict in the Marketing Channel

B) Causes of Channel Conflict
5. Decision domain disagreements
• Channel members explicitly or implicitly carve out for themselves an area of decision-
making that they feel is exclusively theirs. Hence, conflicts arise over which member has the
right to make what decisions.
• The area of pricing decision has traditionally been a pervasive example of such conflict.

6. Goal incompatibilities
• between channel members

7. Communication difficulties
• Communication is the vehicle for all interactions among channel members, whether such
interactions are cooperative or conflicting. Any foulup or breakdown in communications can
quickly turn cooperation into conflict.

Conflict in the Marketing Channel

C) Channel Conflict and Channel Efficiency
Key Term and Definition 
Channel efficiency: The degree to which the total investment in the various inputs
necessary to achieve a given distribution objective can be optimized in terms of outputs.
The greater the degree of optimization of inputs in carrying out a distribution objective,
the higher the efficiency and vice versa.

Effect of conflict on channel efficiency

•Negative effect—reduced efficiency (extra inputs i.e. time and effort of salespeople)
•No effect—efficiency remains constant
•Positive effect—efficiency increased (2 parties reconsider the reason of conflict and
reallocation of inputs based on the comparative advantages of each channel member for
performing the distribution tasks necessary to achieve their distribution objectives.)

Conflict in the Marketing Channel

 Conflict and Channel Efficiency

Figure 4.4 shows an example of the combination of all three curves and the possible
effect on channel efficiency. Note to students that once a threshold is reached (C2)
additional channel conflict will result in decreased channel efficiency.
 D) Managing Channel Conflict
There are four generalizations regarding channel conflict:
1.Conflict is an inherent behavioral dimension in the marketing
channel.
2. Given the numerous causes from which conflict may stem, it is a
pervasive phenomenon in marketing channels. 3. Conflict can affect
channel efficiency.
4. Various levels of conflict may have both negative and positive
effects on channel efficiency, or possibly no effect.
Channel managers must:
1. Detect conflicts or potential conflicts
2. Appraise the possible effects of conflicts
3. Resolve channel conflict
Conflict in the Marketing Channel
D) Managing Channel Conflict
1. Detecting channel conflict
By surveying other channel members’ perceptions of his/her
performance to identify areas of conflict or its potential before it develops
(can be conducted by independent research firms or outside parties such as
trade associations/trade magazine publishers).
The marketing channel audit or distributors’ advisory councils/
channel members’ committees can also be used as an approach to detect
channel conflict.

Conflict in the Marketing Channel

 D) Managing Channel Conflict
2.Appraising the effect of conflict

• By applying methods to measure conflict and its effects on

channel efficiency.
• For the present, most attempts to measure conflict and appraise its
effects on channel efficiency will still be made at a conceptual level that
relies on the manager’s subjective judgment.

Conflict in the Marketing Channel

D) Managing Channel Conflict
3.Resolving conflict
• A channel wide committee might be established for periodic evaluations of
emerging problems related to conflict. Some committee members could be
appointed as representatives by manufacturer, while distributors and retailers
could elect their own representatives to the committee.
• Joint goal setting by the committee which take into account the goals and
special capacities of the various channel members, the need of consumers, and
environmental constraints.
• A distribution executive position might be created for each major firm in the
channel to explore the firm’s distribution-related problems.

Conflict in the Marketing Channel

 POWER IN THE MARKETING
CHANNEL
Bases of power for channel control: the source/root of the power that one party
exercises over another

Reward Referent
power power

Coercive Expert
power Legitimate power
power
 POWER IN THE MARKETING
CHANNEL
Reward power
• This rewards are usually perceived or actual financial gains that channel
members experience as a result of conforming to the wishes of another
channel member.
Coercive power
• A channel member’s power over another is based on the expectation
that the former will be able to punish the latter upon failure to conform
the former’s influence attempts.
 POWER IN THE MARKETING
CHANNEL
Legitimate power
• This power base stems from internalized norms in one channel member
which dictate that another channel member has a legitimate right to
influence the first, and that an obligation exists to accept that influence.

Referent power
• When one channel member perceives his/her goals to be closely related
to/congruent with those of another member, a referent power base is
likely to exist.
 POWER IN THE MARKETING
CHANNEL
Expert power
• This base of power is derived from knowledge that one channel member
attributes to another in some given area (superior expertise).

• Expert power is quite common in the marketing channel.

Using Power in Marketing Channel
1.Identifying the available power bases
Bigger size - high reward and coercive power

Franchise system - legal power

Early stages of the intro. of a new product

|
Expert power from manufacturer: knows how to

promote the product effectively

POWER IN MARKETING CHANNEL
Using Power in Marketing Channel
2.Selecting and using appropriate power bases
• The important findings from the research are the
power effectiveness in the marketing channel
appears to be situation-specific, that the use of
power can affect the degree of cooperation and
conflict in the channel and levels of channel
member satisfaction, and the use of coercive
power appears to foster conflict and promote
dissatisfaction to a greater degree than other
power bases.

POWER IN MARKETING CHANNEL

ROLE IN helps to
Roles in the
MARKETING marketing
channel do not
describe and
compare the
expected
CHANNEL necessarily
stay the same.
behavior of
channel
members
Role: a set of
prescriptions defining
what the behavior of provides
insight into
position member the constraints
should be. under which
they operate.
 Communication Processes in Marketing
Channel
Communication is “the glue that holds together a channel of
distribution.”
• It provides the basis for sending and receiving information
among the channel members and between the channel and
its environment.
• It creates a flow of information within the channel and
leads to an efficient flow of products/services through the
channel.
 Behavioral Problems in Channel
Communication
• Differing goals among channel members (large firms vs.
small firms)
• Language difficulties (terminology/jargon used by
professional corp. management in large firms: profit,
promotion)
• Perceptual differences (reasonable delivery time)

POWER IN MARKETING CHANNEL

 Behavioral Problems in Channel
Communication

• Secretive behavior (manufacturer not disclose the promotional

planà fail to get potentially valuable feedback from
middlemen)
• Inadequate frequency of communication (may leave channel
members feeling left out of the loop and lack of necessary
info.)

POWER IN MARKETING CHANNEL

 Behavioral Problems in Channel
Communication

The channel manager should try to detect any behavioral problems

that tend to inhibit the effective flow of information through the
channel and resolve those problems before the communications
process in the channel becomes seriously distorted.

POWER IN MARKETING CHANNEL

THANK YOU!