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題名 中階主管抗拒新銷售通路的推出
Middle manager resistance against new sales channel launch
作者 王浩宇
Wang, Hao-Yu
貢獻者 吳文傑
Wu, Jack
王浩宇
Wang, Hao-Yu
關鍵詞 多通道
中層經理
抗拒
全方位渠道
衛生保健
multichannel
middle manager
resistance
omnichannel
healthcare
日期 2019
上傳時間 1-Jul-2019 10:56:44 (UTC+8)
摘要 無
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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描述 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
105933008
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0105933008
資料類型 thesis
dc.contributor.advisor 吳文傑zh_TW
dc.contributor.advisor Wu, Jacken_US
dc.contributor.author (Authors) 王浩宇zh_TW
dc.contributor.author (Authors) Wang, Hao-Yuen_US
dc.creator (作者) 王浩宇zh_TW
dc.creator (作者) Wang, Hao-Yuen_US
dc.date (日期) 2019en_US
dc.date.accessioned 1-Jul-2019 10:56:44 (UTC+8)-
dc.date.available 1-Jul-2019 10:56:44 (UTC+8)-
dc.date.issued (上傳時間) 1-Jul-2019 10:56:44 (UTC+8)-
dc.identifier (Other Identifiers) G0105933008en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/124179-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營管理英語碩士學位學程(IMBA)zh_TW
dc.description (描述) 105933008zh_TW
dc.description.abstract (摘要) 無zh_TW
dc.description.abstract (摘要) 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.		en_US
dc.description.tableofcontents 1. Introduction 1
2. Conceptual Background and Literature Review 11
2.1. Multichannel Trend 11
2.2. Common Resistance to Multichannel Strategy 16
2.3. Framework of Strategic Roles of Top Management 20
2.3.1. Prospectors 21
2.3.2. Defenders 22
2.3.3. Analyzers 23
2.3.4. Reactors 24
2.4. Framework of Strategic Functions of Middle Manager 24
2.4.1. Championing Alternatives 26
2.4.2. Synthesizing Information 27
2.4.3. Facilitating Adaptability 28
2.4.4. Implementing A Deliberate Strategy 28
2.5. Multichannel Strategy and Cannibalization 29
2.6. Channel Management - Omnichannel Strategy 32
2.7. Organizational Commitment 35
2.8. Incentive Program in Retail Industry 37
2.9. Healthcare Industry in Taiwan 39
3. 3. Hypotheses 42
3.1. Company Strategic Role 42
3.2. Amount of Communication 43
3.3. Middle Managers’ Perception Regarding the Willingness of Top Management to Modify Incentive Program and Fear of Cannibalization 44
3.4. Middle Managers’ Perception of Resource Sufficiency 47
3.5. Degree of Coordination 49
3.6. The Resistance Model 50
4. Methodology 52
4.1. Results 64
4.2. Discussion 75
4.3. Five Sample Companies and Three Strategic Roles 82
4.3.1. Five Sample Companies 83
4.3.2. Three Strategic Roles 84
5. General Discussion 85
5.1. Conclusion 85
5.2. Managerial Implications 86
5.3. Limitations and Further Research 89
6. Reference 94
7. Appendix A: Survey Questionnaire 105
8. Appendix B: SPSS Results of the Resistance Model 109
9. Appendix C: Cronbach’ Alpha Coefficient 113
10. Appendix D: SPSS ANOVA Results 114
11. Appendix E: SPSS T-test Results 116
12. Appendix F: SPSS Results of Dummy Variables: Five Sample Companies 117
13. Appendix G: SPSS Results of Dummy Variables: Three Strategic Roles 119		zh_TW
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0105933008en_US
dc.subject (關鍵詞) 多通道zh_TW
dc.subject (關鍵詞) 中層經理zh_TW
dc.subject (關鍵詞) 抗拒zh_TW
dc.subject (關鍵詞) 全方位渠道zh_TW
dc.subject (關鍵詞) 衛生保健zh_TW
dc.subject (關鍵詞) multichannelen_US
dc.subject (關鍵詞) middle manageren_US
dc.subject (關鍵詞) resistanceen_US
dc.subject (關鍵詞) omnichannelen_US
dc.subject (關鍵詞) healthcareen_US
dc.title (題名) 中階主管抗拒新銷售通路的推出zh_TW
dc.title (題名) Middle manager resistance against new sales channel launchen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 1. Amato, L. H., & Amato, C. H. (2009). Changing retail power and performance in distribution channels. International Journal of Retail & Distribution Management, 37(12), 1057-1076.
2. Ancarani, F., & Shankar, V. (2004). Price levels and price dispersion within and across multiple retailer types: Further evidence and extension. Journal of the academy of marketing Science, 32(2), 176.
3. Anderson, E., Day, G. S., & Rangan, V. K. (1997). Strategic channel design. MIT Sloan Management Review, 38(4), 59.
4. Avery, J., Steenburgh, T. J., Deighton, J., & Caravella, M. (2012). Adding bricks to clicks: Predicting the patterns of cross-channel elasticities over time. Journal of Marketing, 76(3), 96-111.
5. Badir, Y. F., Büchel, B., & Tucci, C. L. (2009). The performance impact of intra-firm organizational design on an alliance`s NPD projects. Research Policy, 38(8), 1350-1364.
6. Baker, G. P., Jensen, M. C., & Murphy, K. J. (1988). Compensation and incentives: Practice vs. theory. The journal of Finance, 43(3), 593-616.
7. Barringer, B. R. (2015). Entrepreneurship: Successfully launching new ventures. Pearson Education India.
8. Basu, A. K., Lal, R., Srinivasan, V., & Staelin, R. (1985). Salesforce compensation plans: An agency theoretic perspective. Marketing science, 4(4), 267-291.
9. Benedicktus, R. L., Brady, M. K., Darke, P. R., & Voorhees, C. M. (2010). Conveying trustworthiness to online consumers: reactions to consensus, physical store presence, brand familiarity, and generalized suspicion. Journal of Retailing, 86(4), 322-335.
10. Bernstein, F., Song, J. S., & Zheng, X. (2008). “Bricks-and-mortar” vs. “clicks-and-mortar”: An equilibrium analysis. European Journal of Operational Research, 187(3), 671-690.
11. Biemans, W. G., Griffin, A., & Moenaert, R. K. (2016). Perspective: New service development: How the field developed, its current status and recommendations for moving the field forward. Journal of Product Innovation Management, 33(4), 382-397.
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dc.identifier.doi (DOI) 10.6814/THE.NCCU.IMBA.011.2019.F08en_US