CHANNEL BEHAVIOR AND ORGANIZATION

Distribution channels are more than simple collections of firms tied together by
various flows. They are complex behavioral systems in which people and companies
interact to accomplish individual, company, and channel goals. Some channel
systems consist only of informal interactions among loosely organized firms; others
consist of formal interactions guided by strong organizational structures. Moreover,
channel systems do not stand stillnew types of intermediaries emerge and whole
new channel systems evolve. Here we look at channel behavior and at how
members organize to do the work of the channel.
Channel Behavior

A marketing channel consists of firms that have banded together for their
common good. Each channel member depends on the others.
Each channel member plays a specialized role in the channel.
Ideally, because the success of individual channel members depends on
overall channel success, all channel firms should work together smoothly.
They should understand and accept their roles, coordinate their activities,
and cooperate to attain overall channel goals. However, individual channel
members rarely take such a broad view. Cooperating to achieve overall
channel goals sometimes means giving up individual company goals.
Although channel members depend on one another, they often act alone in
their own short-run best interests. They often disagree on who should do
what and for what rewards. Such disagreements over goals, roles, and
rewards generate channel conflict.

Channel conflict refers to disagreement over goals, roles, and rewards by channel
members.
Horizontal conflict occurs among firms at the same level of the channel.
For instance, some Ford dealers in Chicago might complain the other dealers
in the city steal sales from them by pricing too low or by selling outside their
assigned territories. Or Holiday Inn franchisees might complain about other
Holiday Inn operators overcharging guests or giving poor service, hurting the
overall Holiday Inn image.
Vertical conflict, conflicts between different levels of the same channel, is
even more common. For example, H&R Block franchisees complained when
the parent company began using the Internet to deal directly with customers.
Similarly, McDonald's created conflict with some of its California dealers when
it placed new stores in areas that took business from existing locations. And
office furniture maker Herman Miller created conflict with its dealers when it
opened an online storewww.hmstore.comand began selling its products
directly to customers. Although Herman Miller believed that the Web site was
reaching only smaller customers who weren't being served by current

channels, dealers complained loudly. As a result, the company closed down

its online sales operations.

Vertical Marketing System (VMS)

A vertical marketing system (VMS) is one in which the main members of a
distribution channelproducer, wholesaler, and retailerwork together as a unified
group in order to meet consumer needs. In conventional marketing systems,
producers, wholesalers, and retailers are separate businesses that are all trying to
maximize their profits. When the effort of one channel member to maximize profits
comes at the expense of other members, conflicts can arise that reduce profits for
the entire channel.
Major Types of Vertical Marketing System (VMS)

Corporate marketing systems

A corporate vertical marketing system can be involved with the
ownership that of the levels of distribution or production chain that is
associated with a single company. An example for the corporate is Apple who
is responsible for doing everything related with their products.
Apple Company has place for the designing and also the making of the
products. These products that are made by the company are sold in the
retailer shops of the company itself. They need not have to depend on any of
the other people for the purpose of production or even selling of the products.

Contractual marketing systems

This is a kind of vertical marketing system that has formal agreement
involved in it that exists between various levels that of the production or it
can be between the levels of distribution channel. This is done for
coordinating the overall process that is related with the particular company. A
common form of contractual VMS is franchising.
There are three type of franchises. The first type is the manufacturersponsored retailer franchise systemfor example, Ford and its network
of independent franchised dealers. The second type is the manufacturersponsored wholesaler franchise systemCoca-Cola licenses bottlers
(wholesalers) in various markets who buy Coca-Cola syrup concentrate and
then bottle and sell the finished product to retailers in local markets. The
third type is the service-firm-sponsored retailer franchise system
examples are found in the auto-rental business (Hertz, Avis), the fast-food

service business (McDonald's, Burger King), and the motel business (Holiday
Inn, Ramada Inn).

Administered marketing systems

This is a kind of VMS that has one member from the production as well as the
distribution chain has more dominance and they organize the whole nature
that is associated with the vertical marketing system in an informal manner.
This is due to the sheer size that is associated with the company.
This is a kind of the vertical marketing system that is similar to that of
walmart which is the huge kind of retailer available in the market. They
usually dictate their terms and conditions to the companies that are small
and are involved in a kind of making some products who come under the
category of producers a base component of the VMS.

Advantages and Disadvantages of VMS:

Advantages:

It is easier to control channel behavior.

Easier to eliminate conflicts that results when independent channel
members pursue their own objectives.
It improves distribution efficiency by combining the efforts of individual
channel members.
The economies of scale through the size, bargaining power and
eliminating of duplicating services can be achieved.

Disadvantages:

The integration of business may result in problems related to size such as

lack of coordination.

Conflicts between members.

Decrease in flexibility.

Horizontal Marketing System

Horizontal marketing systems include two or more companies at one

level that join together to follow a new marketing opportunity. Companies
combine financial, production, or marketing resources to accomplish more
than any one company could alone.
Companies might join forces with competitors or noncompetitors. They
might work with each other on a temporary or permanent basis, or they

may create a separate company. For example, the Lamar Savings Bank of
Texas arranged to locate its savings offices and automated teller machines
in Safeway stores. Lamar gained quicker market entry at a low cost, and
Safeway was able to offer in-store banking convenience to its customers.
Similarly, McDonald's now places "express" versions of its restaurants in
Wal-Mart stores. McDonald's benefits from Wal-Mart's considerable store
traffic, while Wal-Mart keeps hungry shoppers from having to go elsewhere
to eat.
Such channel arrangements also work well globally. For example, because
of its excellent coverage of international markets, Nestl jointly sells
General Mills's cereal brands in markets outside North America. Coca-Cola
and Nestl formed a joint venture to market ready-to-drink coffee and tea
worldwide. Coke provides worldwide experience in marketing and
distributing beverages, and Nestl contributes two established brand
namesNescaf and Nestea. Seiko Watch's distribution partner in Japan,
K. Hattori, markets Schick's razors there, giving Schick the leading market
share in Japan, despite Gillette's overall strength in many other markets.

Advantages and Disadvantages of HMS:

Advantages:

Employees may attain greater satisfaction due to greater freedom and

autonomy.
Keeps the organization ahead of competition
Stream lined communications and reporting processes making the
organization more nimble and adaptable to change.

Disadvantages:

The decentralized structure could lead to a loose ship, as the team and
project leaders have high levels of responsibility for achieving results but little
real authority over their team members.
A resulting lack of control can lead to finger pointing when things go awry,
which can hinder productivity.
Organizations attempting to convert from a vertical to a horizontal structure
can face challenges, as management needs to adjust to a less authoritarian
and more peer-like relationship with subordinates.