Communication and Distribution Strategy of Electronics Ltd

 Communication and Distribution Strategy of Electronics Ltd


Abstract

As electronic commerce (e-commerce) has grown in popularity, it has created a new business paradigm that offers marketers both opportunities and challenges. As a result, channel management is likely to have the greatest impact on business. Currently, channel conflict is the number one concern for many B2B firms. The effect of introducing the Internet channel into an already complex, multichannel distribution system is examined from the supplier firm's point of view in this study. Externally with channel partners, and internally among the subunits responsible for managing channels, we describe strategies for proactively resolving conflicts.

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Introduction

A new business model has emerged as a result of the rise of e-commerce, and it has affected all aspects of the marketing mix. This new business paradigm's impact on marketing channels is one of its most important aspects. As a result of electronic commerce, business marketers have access to new markets and the ability to provide information globally on a continuous basis. E-commerce, on the other hand, may also present some significant challenges. Companies adding e-commerce are likely to be most concerned about channel conflict. Three times more manufacturers than the second most common response indicated that channel conflict was the biggest obstacle to their online sales strategy in a recent survey of 50 manufacturers.

For More Details About  Communication and Distribution Strategy of Electronics Ltd

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Or call us +91 9481545735


Conclusion

Our discussion began with a description of B2B e-recent commerce's explosive growth, followed by a discussion of how it has added even more complexity to traditional distribution systems that already used multiple channels. On to the literature on channel conflict, where we learned that it can occur not only externally between the supplier firm and its channel partners, but also internally between the supplier firm and its channel partners. IMM 31 (2002) 95–102 K.L. Webb We then developed a number of channel conflict management strategies.

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