| Summary: | 碩士 === 國立政治大學 === 國際經營管理英語碩士學位學程(IMBA) === 107 === Nowadays pursuing a multichannel strategy is a prevailing approach for retailers to boost sales and become more competitive. Multichannel strategy enables retailers to interact with more customers and improve profits by executing different marketing strategies. Meanwhile, the integration of sales channels becomes more crucial for the management to acquire higher sales growth, better shopping experience, and customer satisfaction. However, the management must acknowledge that there are external and internal conflicts while employing multichannel strategy. These conflicts are inevitable but they can be reduced. Hence, understanding why middle managers display resistance to new sales channel launches is important for companies so that they are able to mitigate the resistance and successfully launch new a sales channel.
This topic is essential for companies with multiple sales channels or trying to operate more than one. Thus, understanding two frameworks of top management's strategic roles and middle managers' strategic functions allows us to obtain different perspectives towards multichannel strategy. Next, this study focuses on what factors may cause middle managers' resistance to new sales channel launch. Based on that, this paper will propose five hypotheses and an overall model that help us to better interpret the topic. To examine the hypotheses, a survey to middle managers from Taiwanese healthcare retailers was conducted. After implementing analysis, the overall model has been concluded so that it significantly explains middle managers' resistance. Finally, this paper discuss the results and raise more arguments for further research.
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