MANAGING CHANNEL MEMBER BEHAVIOUR

A project for Sales and Distribution Management

Submitted to Prof. Jaideep Mukherjee

Submitted By:
Group No. 19
Renuka Dabas (Roll No. 11PT2-59)
Sonali Jethi (Roll No. 11PT2-65)

TABLE OF CONTENTS S. No. | Title | Page No. | 1 | Introduction | 3 | 2 | Channel Conflicts | 3 | 3 | Causes of Channel Conflict | 4 | 4 | Effects of channel conflict | 5 | 5 | Types of Conflicts | 5 | 6 | Minimizing and Managing Channel Conflict | 7 | 7 | Channel conflict or Channel Choice | 8 | 8 | Distributor Sales Force Motivation/Channel Member motivation | 8 | 9 | Training of Distributor Sales Force | 10 | 10 | References | 13 |

Introduction
A distribution channel or 'route-to-market' is a 'path' or 'pipeline' through which goods and services flow in one direction (from vendor to the consumer), and the payments generated by them flow in the opposite direction (from consumer to the vendor). Most products are purchased from channel intermediaries whose main purpose is to deliver product from the manufacturers to the end users. The purpose of a channel intermediary is to move products to consumers, whether business or consumer. Channel intermediaries consist of wholesalers, agents or brokers, distributors, dealers, retailers. Channel members can have transactional function, logistical function, inventory storage function or a facilitating function.
Channel intermediaries are extremely important in the chain of delivering product or service to the customer. Thus it is important to manage the behaviour of the channel members in order to deliver the value proposition and to obtain effective and efficient achievement of the overall objective of the channel. Managing channel member behaviour in simple words means managing the mutually profitable relationships with the members of the channel so that the activities