An Exploratory Study of Marketing Channel IntegrationAfter Mergers and Acquisitions

• Main Author: 鄭丁靜蓉
• Other Authors: 林 俊 昇
• Format: Others
• Language: zh-TW
• Published: 2001
• Online Access: http://ndltd.ncl.edu.tw/handle/91560002845614935940

碩士 === 國立臺灣科技大學 === 管理研究所 === 89 === Mergers and Acquisitions have been used by enterprises as one of the major means to maintain growth and expand competence when facing competition in the external environment. Following a merger or acquisition, the approach towards processing the integration would greatly affect the fate of an enterprise’s integral strategy. Due to the fact that the integration of external organizations will be a dominant factor in deciding the fate of a merger or acquisition, this study focuses on marketing channels, which are the most important external organization.. This study, via a review on the subjects of Mergers and Acquisitions, investigated and analyzed issues relating to the integration of marketing channels. Seven phases were explored— channel resources, channel strategy, channel operation, channel members management, channel’s human resources, channel structure, and channel’s culture. The main issues involved in this study are the following: lChannel operation issue faced by an enterprise after Mergers and Acquisitions lThe objective of integrating channels after Mergers and Acquisitions lThe method of integrating channels after Mergers and Acquisitions lThe difficulties faced by enterprises in the process of channel integration lThe key success factors of channels integration This thesis is done by means of a qualitative exploration study. It was discovered in this study that the result of Mergers and Acquisitions is directly influenced by the effectiveness of channel integration and the capability of the enterprise. Operation effectiveness after merger or acquisition would possibly worsen due to resource reallocation, bad strategic decision, insufficient management capability, insufficient adaptability of the channel members and customers, pressure on channel members resulting from uncertainty, low morale, the inadaptability of channel members to the new structure and the deviation between cultures. The motive for integrating channels is the occurrence of operation issues. By integrating channels, resources can be reallocated as a win-win strategy for the channel members. Integrated marketing 4 P’s can be redefined, information channels between channel members and customers can be reinforced, relationships strengthened, performance measurements set up, and the key issues communicated through committee meetings. Difficulties in the process of channel integration are unavoidable. They include disagreement from the channel members to the allocation of resources, different strategic objectives, ineffectiveness of integral operation, negative thinking from the channel members and the customers, capable people quitting their jobs, bad performance, unclear decision making and cultural conflicts. The key success factors for channel integration include the share and integration of resources, management by objective, the information integration between the channel members, strengthening customer services, proper performance target and reward system, structuralized and formal communication and coordination, compatible culture and common vision established by the channel members.