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Industrial Marketing Management 31 (2002) 429 – 439

Marketing channel management and the sales manager
Rajiv Mehtaa, Alan J. Dubinskyb,*, Rolph E. Andersonc
a

School of Management, New Jersey Institute of Technology, Newark, NJ 07102, USA
b
Purdue University, West Lafayette, IN 47907, USA
c
College of Business and Administration, Drexel University, Philadelphia, PA 19104, USAReceived 21 August 2000; received in revised form 10 January 2001; accepted 25 February 2001

Abstract
For years, the channel manager remained an organizational position found mainly in textbooks and the literature and seldom on company
organization charts. Recently, however, persuasive evidence has revealed that marketing channel management comes chiefly under the
purview of the sales manager.Accepting this new reality, sales management training will need to be dramatically expanded to include these
new channel management responsibilities. But, are all levels of sales managers involved or equally involved in channel management? If not,
channel manager training must be tailored for specific levels of sales management in order to achieve desired channel effectiveness and
efficiency. Todate, no published research has explored whether channel management involvement varies at different levels in the sales
manager hierarchy. In this age of channel dynamism, successful companies must determine the specific involvement of each sales
management level in channel management so that appropriate training and support can be provided to optimize performance in this critical
area of marketcompetition. To address the foregoing issues, data were drawn from a random national sample of sales managers. Results
indicate that sales managers at all hierarchical levels participate in administering various aspects of marketing channel management. The
degree of involvement, however, varies significantly by sales manager level. Sales management implications are discussed, and areas forfuture research are suggested. D 2002 Elsevier Science Inc. All rights reserved.
Keywords: Marketing; Channel marketing; Channel captain; Sales management; Sales manager level; Sales manager tasks

1. Introduction
Sales managers play integral, multifarious roles in organizations. They are trainers, motivators, coaches, evaluators,
and counselors for their salespeople. They also serve as theorganization’s information nexus between their higher- and
lower-level sales manager colleagues. In addition, they
provide strategic and tactical input on sales- and marketing-related issues and often have customer account responsibilities. In an era of increased emphasis on customer
relationship management across hybrid marketing channels,
there has been growing concern regarding who has theorganizational responsibility for managing channel relationships [3,5]. For years, the channel manager or ‘‘captain’’
discussed in textbooks and articles remained largely unconnected or unidentified with any real-world organizational
position. Few organizational charts included a position
* Corresponding author. Tel.: +1-765-494-8305; fax: +1-765-4940869.
E-mail address: dubinskya@cfs.purdue.edu(A.J. Dubinsky).

called ‘‘channel manager.’’ Recently, however, Mehta et
al. [21] have provided empirical evidence that administering
the firm’s marketing channels resides largely with sales
managers. Other recent research has found that some companies are now training sales managers to deal with issues
related to channel management [5].
For most manufacturers, success or failure isdetermined
by how effectively and efficiently their products are sold
through their marketing channel members (e.g., agents,
wholesalers, distributors, and retailers). Given this situation,
considerable marketing channel research has focused on
how interrelationships among a firm and its channel members can be managed better [1,2]. Although the sales
management literature (subsequently cited)...
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