The relationship between channel metrics, strategy and marketing performance

Valos, Michael and Dubelaar, Chris 2003, The relationship between channel metrics, strategy and marketing performance, in ANZMAC 2003 : a celebrations of Ehrenberg and Bass : marketing discoveries, knowledge and contribution, conference proceedings, ANZMAC, Dunedin, N.Z., pp. 466-476.

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Title The relationship between channel metrics, strategy and marketing performance
Author(s) Valos, Michael
Dubelaar, Chris
Conference name Australian and New Zealand Marketing Academy. Conference (2003: Adelaide, South Australia)
Conference location Adelaide, South Australia
Conference dates 1-3 December 2003
Title of proceedings ANZMAC 2003 : a celebrations of Ehrenberg and Bass : marketing discoveries, knowledge and contribution, conference proceedings
Editor(s) Kennedy, Rachel
Publication date 2003
Start page 466
End page 476
Publisher ANZMAC
Place of publication Dunedin, N.Z.
Summary The role of marketing channels is to implement marketing strategy. The difficulty of channel strategy is compounded by the emergence of e-channels and the need to integrate e-channels into traditional or “bricks and mortar” channels (Rowley 2002). As a result, managing performance across a greater number of channels with diverse characteristics is more difficult.

Organization and marketing performance is to some degree a function of the quality of channel implementation and particularly channel performance measurement. The channels literature suggests a “channel performance metric paradox”. Approaches to channel performance metrics have been mutually orthogonal or even negatively correlated. (Jeuland & Shugan 1983; Lewis & Lambert 1991; Larson & Lusch 1992). This paradox implies that it is impossible for all channel performance metrics to be maximized simultaneously and tradeoffs exist.

This paper proposes a research model and propositions which extend previous research and attempts to reconcile this “channel performance metric paradox”. The model assumes that testing the relationship between the Miles and Snow strategy types and a comprehensive range of channel performance metrics may explain this paradox. Previous implementation performance research has focused more on the Porter strategies rather than the Miles and Snow strategy types.
ISBN 0868039837
9780868039831
Language eng
Field of Research 150599 Marketing not elsewhere classified
HERDC Research category E1 Full written paper - refereed
Copyright notice ©2003, ANZMAC
Persistent URL http://hdl.handle.net/10536/DRO/DU:30005181

Document type: Conference Paper
Collection: School of Management and Marketing
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