分销渠道管理：效率因素[外文翻译].doc

1、DISTRIBUTIONCHANNELMANAGEMENTPOWERCONSIDERATIONS原文THEROLEOFPOWERINDISTRIBUTIONCHANNELSCHANNELSOFDISTRIBUTIONCANBEVIEWEDASSOCIALSYSTEMSCOMPRISINGASETOFINTERDEPENDENTORGANIZATIONS,WHICHPERFORMALLTHEACTIVITIESFUNCTIONS,UTILIZEDTOMOVEAPRODUCTANDITSTITLEFROMPRODUCTIONTOCONSUMPTIONBECAUSEOFTHISINTERDEPEND

2、ENCYTHEREARISESANEEDFORSOMEFORMOFCOOPERATIONBETWEENCHANNELMEMBERSANDCOORDINATIONOFACTIVITIESTHISCOOPERATIONANDCOORDINATIONISNECESSARYINORDERTOENSUREPREDICTABILITYANDDEPENDABILITYBETWEENMEMBERSWHICHWILLALLOWINDIVIDUALORGANIZATIONSTOPLANEFFECTIVELYALSO,CONFLICTARISESINCHANNELS,BECAUSEMEMBERSSOMETIMESH

3、AVEINCOMPATIBLEGOALS,DIFFERINGIDEASASTOTHEFUNCTIONSEACHSHOULDPERFORM,ANDDIFFERINGPERCEPTIONSOFREALITYTHISCONFLICTNEEDSTOBECONTROLLEDSOTHATITDOESNOTDISRUPTCHANNELFUNCTIONINGPOWEROR,RATHER,THEUSEOFPOWERBYINDIVIDUALCHANNELMEMBERSTOAFFECTTHEDECISIONMAKINGAND/ORBEHAVIOROFONEANOTHERWHETHERDELIBERATEORNOT,

4、ISTHEMECHANISMBYWHICHTHECHANNELISORGANIZEDANDORDERLYBEHAVIORPRESERVEDTHISISNOTMEANTTOIMPLYTHATORGANIZATIONSNECESSARILYSETOUTDELIBERATELYTOORGANIZETHECHANNEL,BUTTHATTHISORGANIZATIONOFTHECHANNELARISESOUTOFINDIVIDUALORGANIZATIONSADJUSTINGTHEIRBEHAVIORTOONEANOTHERINRELATIONTOTHEPOWERTHEYEACHHAVEANDUSEHO

5、WEVER,INSOMECHANNELS,FIRMSMAYASSUMEALEADERSHIPROLEANDMAKEDELIBERATEATTEMPTSTOORGANIZETHECHANNEL,MAKINGUSEOFTHEIRPOWERPOWERISTHEMEANSBYWHICHCOOPERATIONBETWEENINDIVIDUALCHANNELMEMBERSACTIVITIESARECOORDINATEANDTHEMEANSBYWHICHANYCONFLICTBETWEENFIRMSISCONTROLLEDBIERSTADT7,INAGENERALCONTEXT,HASAPTLYSUMMAR

6、IZEDTHEROLEOFPOWERINANYSYSTEM“POWERSUPPORTSTHEFUNDAMENTALORDEROFSOCIETYANDTHESOCIALORGANIZATIONSWITHINIT,WHENEVERTHEREISORDERPOWERSTANDSBEHINDEVERYASSOCIATIONANDSUSTAINSITSSTRUCTUREWITHOUTPOWERTHEREISNOORDER”THESTUDYOFPOWERMUSTBE,THEREFORE,ANIMPORTANTPARTOFTHESTUDYOFDISTRIBUTIONCHANNELBEHAVIORANDWIL

7、LHAVEIMPORTANTIMPLICATIONSFORTHESTUDYOFPHYSICALDISTRIBUTIONMANAGEMENTMOREOVER,THESTUDYOFPOWERISOFINCREASINGIMPORTANCETODAYASTHENEEDFOREFFECTIVECOOPERATIONANDCOORDINATIONOFACTIVITIESBETWEENCHANNELMEMBERSGROWSTWOBASIC,THOUGHNOTNECESSARILYUNRELATED,FORCESUNDERLINETHISTRENDFIRST,WITHTHEINCREASINGRATEOFT

8、ECHNOLOGICALCHANGEBEINGEXPERIENCEDTODAYANDTHECONSTANTINTRODUCTIONOFNEWPRODUCTS,THETASKSOFMARKETINGBECOMEMORECOMPLEXAND,ASALDERSON8HASARGUED“THEMORECOMPLEXTHEMARKETINGTASKBECOMESTHEMORENECESSARYITISFORACHANNELTOOPERATEASANINTEGRATEDWHOLEINORDERTOATTAINEFFICIENCY”CHANNELSCANNOTOPERATEASINTEGRATEDWHOLE

9、SWITHOUTEFFECTIVECOOPERATIONANDCOORDINATIONBETWEENTHEIRMEMBERSTHESECONDFORCECONCERNSTHECHANGINGNATUREOFTHEENVIRONMENTWHICHCHANNELSAREFACINGINTHE1970SINAGENERALCONTEXT,EMERYANDTRIST9HAVEPOINTEDOUTTHATTHETYPEOFENVIRONMENTINCREASINGLYFACINGORGANIZATIONSOFALLKINDSISSUCHTHATNOLONGERCANINDIVIDUALORGANIZAT

10、IONSCOPEEFFECTIVELYBYTHEMSELVESONEASPECTOFTHISISTHESITUATIONOFTHEORGANIZATIONSCOMPRISINGADISTRIBUTIONCHANNELTHERISEOFCONSUMERISMANDTHEINCREASINGCONCERNBEINGGIVENTOMANSEFFECTSONHISNATURALENVIRONMENTCREATEPROBLEMSWITHWHICHINDIVIDUALORGANIZATIONSCANNOTCOPEALONEPARTLY,THESEPROBLEMSCANBEMETBYBETTERCOOPER

11、ATIONANDCOORDINATIONBETWEENORGANIZATIONSINDISTRIBUTIONCHANNELSHOWEVER,THESEENVIRONMENTALCHANGESALSOSUGGESTTHENEEDFORSOMEDEGREEOFCOOPERATIONANDCOORDINATIONBETWEENWHOLECHANNELSTHESETWOFORCESINCREASETHEIMPORTANCEOFTHESTUDYOFPOWERBECAUSECOOPERATIONANDCOORDINATIONREQUIRESOMEFORMOFPOWERSTRUCTUREHAVINGESTA

12、BLISHEDTHECRITICALIMPORTANCEOFPOWERCONSIDERATIONSINCHANNELSINPARTICULAR,THEUSEOFPOWERBYFIRMS,THEDISCUSSIONMOVESONTOCONSIDERINDETAILTHEFIRMSUSEOFPOWERTHISISANAREATHATHASBEENSTRANGELYNEGLECTEDINTHELITERATURE,WHICHHASBEENMAINLYCONCERNEDWITHTHESOURCESOFPOWERANDITSDISTRIBUTIONINCHANNELSINPARTICULAR,THEDI

13、SCUSSIONCENTERSONTHEFACTORSAFFECTINGTHENATUREANDEXTENTTOWHICHPOWERWILLBEEXERTEDINAGIVENSITUATION,THEFACTORSAFFECTINGTHEOUTCOMEOFANYSUCHEXERTIONAND,LASTLY,THENATUREOFFEEDBACKSPRODUCEDBYTHEUSEOFPOWERFIRST,HOWEVER,ASHORTDIGRESSIONONTHEVARIOUSMETHODSOFUSINGPOWERWOULDSEEMAPPROPRIATEMETHODSOFUSINGPOWERMOS

14、TMETHODSOFINFLUENCEDISCUSSEDINTHELITERATUREARECAPABLEOFBEINGFORMULATEDINTERMSOFTWOBROADTYPESTHESETTINGUPOFREWARDSORPOSITIVESANCTIONSFORCOMPLIANCEANDTHESETTINGUPOFPUNISHMENTSORNEGATIVESANCTIONSFORNONCOMPLIANCETHESETTINGUPOFREWARDSORPOSITIVESANCTIONSTHESETTINGUPOFECONOMICREWARDSSUCHASINCREASEDSALESORP

15、ROFITSISONEFORMANDISLIKELYTOBEVERYIMPORTANTINTHECHANNELCONTEXTREWARDSORPOSITIVESANCTIONSMAYBEINTERMSOFANYRESOURCEVALUEDBYASUBJECTFIRMORINFLUENCEINCLUDINGSOCIALVALUESFOREXAMPLE,IFFIRMAMAKESUSEOFFIRMBSATTITUDETOWARDSIT,THISCANBEAFORMOFREWARDBECAUSE,IFBADMIRESORRESPECTSA,THENITOBTAINSDIRECTSATISFACTION

16、S,IEREWARDS,FROMCOMPLYINGWITHASWISHESAND,IFBBELIEVESAHASTHERIGHTTOINFLUENCEHIM,ITISLIKELYTOOBTAINACERTAINSATISFACTIONOUTOFPERFORMINGITSDUTYASITSEESITREWARDSMAYALSOBEINDIRECTASUPPLIER,THROUGHITSEXPERTISE,MAYBEABLETOGIVEVALUABLEINFORMATIONAND/ORTRAININGTOAMANUFACTURER,WHICHALLOWSTHELATTERTOIMPROVEPERF

17、ORMANCEANDTHEREBYGAINREWARDSANEXAMPLEWOULDBETHESALESCOURSESRUNBYMANUFACTURERSFORRETAILSALESPERSONNELTHESETTINGUPOFPUNISHMENTSORNEGATIVESANCTIONSTHESETTINGUPOFPUNISHMENTSORNEGATIVESANCTIONSALSOINCLUDESMORETHANECONOMICPENALTIESINEXTREMEFORMNEGATIVESANCTIONSINVOLVEPHYSICALFORCEWHICHISVERYRAREINCHANNELC

18、ONTEXTS,BUTTHERECOULDBETHREATSOFDISAPPROVALORLOSSOFPRESTIGEFURTHERMORE,ANEGATIVESANCTIONCANBEINDIRECT,ANDANEXAMPLEOFTHISWOULDBETHEWITHHOLDINGOFINFORMATIONORTHEGIVINGOFFALSEORMISLEADINGINFORMATIONIFAFIRMSPOWERISFOUNDEDONALEGITIMATEBASE,BEITFORMALORINFORMAL,THISCANBEVIEWEDASAUSEOFPOWERBASEDONNEGATIVES

19、ANCTIONS10,11IFTHELEGITIMATEPOWERISFOUNDEDONLAWSANDREGULATIONSTHENCONDITIONSOFPUNISHMENTWILLBEFORMALLYSTATEDONTHEOTHERHAND,IFTHELEGITIMACYISBASEDPURELYONTHEINFLUENCEESBELIEFTHATTHEINFLUENCERHASTHERIGHTTOGUIDEHIS/HERBEHAVIOR,THENTHEPOTENTIALPUNISHMENTWILLBEMOREINTHEFORMOFTHEINFLUENCEESSENSEOFFAILINGT

20、OCARRYOUTHIS/HERDUTYTHEONLYMETHODOFINFLUENCETHATISNOTEASILYINTERPRETEDINTERMSOFTHESETWOTYPESARISESWHENAFIRMUSESITSPOWERTOCONTROLANOTHERSENVIRONMENTRATHERTHANBYOPERATINGDIRECTLYONIT,EGWHENONEFIRMCONTROLSANOTHERSINFORMATIONSUPPLY,THOUGHNOTDIRECTLYSENDINGINFORMATIONINTHISWAYTHEFIRMMAYCIRCUMSCRIBETHERAN

21、GEOFBEHAVIORSTHEOTHERFIRMCONSIDERSANDTHUSAFFECTITSBEHAVIORARETAILERMAYBEABLETOAFFECTTHEBEHAVIORSOFOTHERFIRMSINTHECHANNEL,EGMANUFACTURERSORWHOLESALERS,TOTHEEXTENTTHATHECANCONTROLTHEFLOWTHROUGHTHECHANNELOFINFORMATIONCONCERNINGCONSUMERPURCHASINGBEHAVIOR,WHICHTHERETAILERDERIVESDIRECTLYFROMHIS/HEREXPERIE

22、NCEOFCONSUMERSHOPPINGHOWEVER,IFSAYMANUFACTURERSHAVESOURCESOFINFORMATIONABOUTCONSUMERBEHAVIORINDEPENDENTFROMTHATPROVIDEDBYTHERETAILERS,EGTHROUGHMARKETRESEARCH,THENTHERETAILERSABILITYTOINFLUENCEINTHISMANNERWILLBELIMITEDBEYER12HASPOINTEDTOTHETENDENCYINSOMEPARTSOFTHELITERATURETORESTRICTANALYSISOFTHEEXER

23、CISEOFPOWERTO“AFACETOFACESITUATIONWHERETHEBENEFITSANDCOSTOFCHANGINGORNOTCHANGINGHISCURRENTBEHAVIORARECLEARLYOUTLINEDTOTHEINFLUENCE”ASBEYERARGUES,ALTHOUGHTHESITUATIONMAYBEQUITEFUNDAMENTAL,THEFACETOFACESITUATIONISNOTALWAYSPRESENTWHENONEFIRMINFLUENCESANOTHER“ABROADERAPPROACHISTHEREFOREUSEFULANDTHISISGE

24、NERALLYPROVIDEDBYDISCUSSINGPOWERINTERMSOFCONTROLLINGTHEPERCEIVEDALTERNATIVESORTHEENVIRONMENTOFOTHERACTORSTHUSTHESPECIFICBARGAININGFRAMEWORKNEEDNOTBEPRESENT”FACTORSAFFECTINGTHEUSEOFPOWERBYFIRMSTHISSECTIONCONSIDERSTHEVARIOUSFACTORSWHICHCOULDAFFECTAFIRMSDECISIONASTOHOWITWILLUSEITSPOWERINAPARTICULARSITU

25、ATIONTHEARGUMENTISPRIMARILYDESCRIPTIVE,ISOLATINGTHEVARIOUSFACTORSWHICHARELIKELYTOAFFECTAFIRMSDECISIONSREGARDINGUSEOFPOWER,BUTITISPARTLYNORMATIVESUGGESTINGHOWFIRMSSHOULDUSETHEIRPOWERITMUSTBERECOGNIZEDTHATACONSCIOUSDECISIONBYAFIRMTOUSEITSPOWERISNOTALWAYSNECESSARYAFIRMMAYANTICIPATETHEWISHESOFANOTHERAND

26、ADJUSTITSBEHAVIORACCORDINGLYTHISSECTION,HOWEVER,FOCUSESONTHOSESITUATIONSINWHICHADECISIONISMADETOUSEPOWERINANATTEMPTTOCHANGETHEDECISIONMAKINGAND/ORBEHAVIOROFOTHERSTWOFACTORSTHATARELIKELYTOBEIMPORTANTINDETERMININGTHEUSEOFPOWERARETHEREWARDSAFIRMPERCEIVESITWILLGAINANDTHECOSTSITPERCEIVESWILLBEINCURREDIFT

27、HEREWARDSANDCOSTSINVOLVEDAREKNOWN,THENTHEBESTBEHAVIORWOULDBETOUSEPOWERSUCHTHATTHEREISTHEMAXIMUMNETGAIN,IEREWARDSMINUSCOSTSHOWEVER,THEREWARDSANDCOSTSINVOLVEDWILLDEPENDONANUMBEROFFACTORSASISDISCUSSEDBELOWANDPERFECTKNOWLEDGEISUNLIKELYINSTEAD,THEREISLIKELYTOBEATENDENCYTOUSEMOREPOWERWHEREEXPECTEDREWARDSA

28、REGREATERINRELATIONTOEXPECTEDCOSTS,ANDLESSINSITUATIONSWHEREEXPECTEDCOSTSAPPEARGREATINRELATIONTOEXPECTEDREWARDSEXPECTEDREWARDSTHEEXTENTOFTHEREWARDSTOBEEXPECTEDWILLDEPENDONTHEOBJECTIVESOFTHEINFLUENCERANDTHEPLACEOFAPARTICULARINFLUENCEINTHESCHEMEOFTHINGSGENERALLY,ITISTOBEEXPECTEDTHATTHEMOREIMPORTANTONEF

29、IRMISTOANOTHER,THEGREATERWILLBETHEREWARDSEXPECTEDFROMINFLUENCINGITIFAISAMANUFACTURERANDBAVERYIMPORTANTCUSTOMER,THENBSBEHAVIORISLIKELYTOHAVEIMPORTANTCONSEQUENCESONTHEPROFITSANDSALESOFATHEREFORE,CATERSPARIBUS,ITISTOBEEXPECTEDTHATTHISCUSTOMERWILLBETHESUBJECTOFMOREINFLUENCEFROMTHEMANUFACTURERTHANOTHERST

30、HEMAGNITUDEOFTHEDISAGREEMENTORCONFLICTBETWEENFIRMSWILLALSOAFFECTTHEBENEFITSTOBEDERIVEDFROMINFLUENCINGONEANOTHERIFAANDBAREINCOMPLETEAGREEMENTOVERAPARTICULARBEHAVIOROFB,THENTHEREISNONEEDFORATOTRYTOCHANGEBSBEHAVIORBUT,IFAANDBDISAGREE,THENAWILLNEEDTOUSEITSPOWERTOTRYTOCHANGEBSBEHAVIORPOWERDOESNOTMANIFEST

31、ITSELFINTHEOPENUNTILTHEPOSSIBILITYOFCONFLICTARISESITSURFACESASPARTOFASTATEOFFLUX,THATIS,WHENANINCIPIENTRELATIONSHIPISBEINGNEGOTIATEDOR,ASISFREQUENTLYTHECASE,WHENANONGOINGRELATIONSHIPISBEINGRENEGOTIATED13THECRUCIALFACTORISWHATABELIEVESBWILLDOINTHEABSENCEOFASINTERVENTIONTHISWILLDEPENDONASPASTEXPERIENC

32、EOFBSBEHAVIORANDAS“MODEL”OFTHEWORLDEXPECTEDCOSTSCOSTSCANBEBOTHDIRECTANDINDIRECTIFTHEMETHODOFINFLUENCECHOSENREQUIRESTHESETTINGUPOFREWARDSORPUNISHMENTS,THISWILLINVOLVEACERTAINDIRECTCOSTTOTHEINFLUENCER,DEPENDINGONTHEMAGNITUDEOFTHESANCTIONSESTABLISHEDDIRECTCOSTSWOULDINVOLVETHECOSTSOFCOMMUNICATINGTHEWISH

33、ESOFTHEINFLUENCERTOTHESUBJECTANDALSOTHECOSTSTOOOFKEEPINGINFORMEDOFTHESUBJECTSBEHAVIORTHISISPARTICULARLYNECESSARYWHENAFIRMHASTOKNOWWHENTOGRANTAREWARDORDISPENSEAPUNISHMENT,SOMETHINGTHATISTOOEASILYIGNOREDINDIRECTCOSTSINCLUDEOPPORTUNITYCOSTSTHEUSEOFPOWERINONEDIRECTIONMAYWELLPRECLUDEITSUSEINANOTHER,IFONL

34、YBECAUSEOFTHELIMITEDSPANOFATTENTIONPOSSIBLEATAGIVENTIMETHEREFORE,ATTEMPTSTOCHANGETHEBEHAVIOROFONEFIRMMAYHAVETOBEWEIGHEDAGAINSTTHEBENEFITSTOBEGAINEDFROMUSINGTHISPOWERINANOTHERDIRECTIONOPPORTUNITYCOSTSMAYOCCUROVERTIMEFOREXAMPLE,IFAFIRMDEPLETESSOMEOFITSECONOMICRESOURCESINORDERTOSETUPREWARDSAND/ORPUNISH

35、MENTSFORANOTHER,ITMAYREDUCEITSSTOCKOFRESOURCESSUCHTHATITISUNABLETOSETUPREWARDSAND/ORPUNISHMENTSINFUTURESITUATIONSNATURALLY,THISWOULDDEPENDUPONTHEREWARDSGAINEDFROMTHEEARLIERUSEOFPOWEREXPERTISECANBEAPARTICULARLYNONDURABLESOURCEOFPOWERONCETHEEXPERTADVICEHASBEENGIVEN,THISSOURCEOFPOWERMAYDISAPPEAROTHERSO

36、URCESOFPOWER,HOWEVER,ARENOTREALLYAFFECTEDBYTHEIRUSEANDMAYEVENBEENHANCEDTHROUGHUSEFOREXAMPLE,IFFIRMAHASTHELEGALRIGHTTOASKFIRMBTOKEEPITSPRICESWITHINCERTAINBOUNDS,THEREISNOLOSSOFTHISLEGITIMATEPOWERTHROUGHUSEINTHECASEOFREWARDS,CONTINUEDUSEOVERTIMEINAGIVENRELATIONSHIPMAYGENERATEACERTAINIDENTIFICATIONONTH

37、EPARTOFTHEINFLUENCEWITHTHEINFLUENCERWHICHADDSTOTHELATTERSSOURCESOFPOWERASECONDFORMOFINDIRECTCOSTISTHECONFLICTTHATMAYBEGENERATEDTHROUGHTHEUSEOFPOWERIFAFIRMISFORCEDTODOSOMETHINGITHADNOTPLANNEDTODO,THISCOULDAFFECTTHEEXTENTTOWHICHTHEFIRMISWILLINGTOCOOPERATEINFUTURESITUATIONSTHEEXTENTOFTHECONFLICTGENERAT

38、EDWILL,INPART,DEPENDONTHEMETHODOFINFLUENCEUSEDINTHEDISTRIBUTIONCHANNELTHEUSEOFECONOMICSANCTIONSWOULDSEEMTOBETHEMOSTCONFLICTCHARGEDMETHODOFINFLUENCE,ESPECIALLYWHENPROFITSANDSALESAREAFFECTED出处IFWILKINSONGROUPBUYINGONTHEWEBDISTRIBUTIONCHANNELMANAGEMENTPOWERCONSIDERATIONSJINTERNATIONALJOURNALOFPHYSICALD

39、ISTRIBUTION和设立处罚或者对不遵守制裁了。设立奖励或积极制裁该设置，如增加销售额或利润的经济回报是一种形式，很可能是在渠道方面非常重要。积极的奖励或制裁可能为公司的一个主题，包括社会价值观方面的任何资源价值。例如，如果A公司认可了B公司的对待它态，这可以是一个奖励的形式，因为，如果B钦佩或尊敬A，那么它从A的愿望相符的得到直接满足，即奖励，如果B认为一个有权影响他，很可能履行其职责，因为它认为它一定得到满足。奖励也可能是间接的。供应商，通过其专业知识，或许可以提供有价值的信息或培训，这使得后者以提高性能，从而获得奖励。一个例子是零售销售厂家对销售人员的课程。设立惩罚或制裁设立处罚或负

40、制裁也不仅仅是经济处罚。渠道是非常罕见的情况下极端不利的制裁涉及实物形式，但也可能有威望的反对或损失的威胁。此外，负面的制裁可以是间接的，一个这样的例子是隐瞒信息或者提供虚假误导性资料。如果一个公司的权力是建立在合法的基础上，无论是正式或非正式的，这可以被看作是一种权力的消极制裁。如果是合法权力的法律和法规的处罚，然后将正式表示成立。另一方面，如果合法性是基于影响者的看法，即有影响者正确引导他/她的行为，那么，潜在的惩罚将是在影响者的未履行感形成更多的他/她责任。影响力唯一的方法是当一个公司不容易在这两种类型的术语解释时，而不是它的权力来控制别人，直接运行就可以了，例如当一家企业控制另一的信息

41、供给，虽然不是直接发送信息。这样，公司可能会限定另一家公司的行为考虑的范围，从而影响其行为。零售商可能能够影响到其他渠道，企业的行为，例如制造商或批发商，只要他能控制通过关于消费者购买行为的信息渠道，而零售商直接来自他/她的消费者的购物体验流程。但是，如果制造商有很多独立的零售商所提供的关于消费者行为的信息，如通过市场调研，那么零售商的能力，以这种方式来影响将是有限的。贝尔指出在一些部分文献中的倾向，限制了行使权力“一个面对面情况下的权益和改变或不改变其目前的行为显然是成本在影响者的概述“。正如贝尔认为，虽然情况可能会很重要，面对面情况并非总是存在一个企业的影响时，另说法说“一个更广泛的方法是

42、有用的，因此这通常是通过讨论在控制方面所提供的感知力替代品或其他元素因此不存在环境的具体谈判的框架的必要性。”各公司对权力的影响因素本节考虑的各种可能影响的因素，将如何在特定情况下使用其权力的决定。这个论点主要是描述性的，有可能影响到一个公司的决策权力的使用的有关的各种因素，但也有部分企业如何规范的使用他们的权力。必须认识到，一个公司有意识地利用其权力并非总是必要的。一个公司可能预见别人的意愿，调整自己的行为。然而，重点是那些在其中作出决定，企图利用权力，改变决策和/或他人的行为的情况。有两个因素是很可能决定权力的使用，是感觉到它的回报并获得它，产生成本。如果涉及已知的的奖励，那么最好的行为是

43、使用这种权力得到最大净增益，即回报减去成本。然而，回报和成本，将取决于许多因素（如在下面讨论）和完善的知识。相反，有可能倾向于把更多的权力在更大的预期回报相对于预期成本，并预期成本的情况下出现与预期回报的关系非常少。预期回报该奖励的范围可以预料，取决于影响者和特定影响事物计划内的目标。一般来说，它是可以预期，更重要的是一家公司到另一个更大的回报将是影响它的预期。如果A和B是一个制造商一个非常重要的客户，那么B的行为很可能对A的销售利润，因此，条件不变的重要后果是可以预料的，比其他制造商该客户将是更大的影响力主体。该公司之间的分歧或冲突的规模也将影响到利益从彼此产生。如果A和B在B的一个特定的行

44、为完全一致，那么就没有必要去改变B的行为。但是，如果A和B不同意，那么A将需要使用它的权力去改变B的行为权力不体现在开放本身，直到冲突的可能性出现了它的表面，作为一种飘忽不定的状态，即一部分，当早期的关系正在谈判，如经常出现的情况，当一个持续的关系正在重新谈判。关键的因素就是A相信B将做在A的干预的情况下。过去的经验这将取决于对B的行为和A的“模型“世界。预计费用费用分为直接和间接的。如果一种方法选择需要设置奖励或惩罚时，这会涉及一定的直接成本影响因素，关于建立不同程度的制裁。直接成本将涉及的影响者沟通，这个问题有太多成本和保持主体通知的费用。这是特别必要时，公司必须知道什么时候给予奖励或免除

45、处罚，有时候，那是太容易被忽略。间接成本包括机会成本。可能排除在使用一个权力的方向，如果只是因为人们关注给定时间在有限的范围内在他人使用一个权力。因此，试图改变一个企业的行为可能要对利益权衡。另一个方向获得使用这项权力。机会成本可能会出现一段时间。例如，如果一个企业以消耗资源，设立一些奖励或惩罚，它可能会减少其资源存量，使得它无法建立奖励和/或未来的处罚。当然，这将取决于从早期使用权力获得的奖励。专业知识可以成为权力特别是非耐用品。一旦专家已发出建议，权力之源可能会消失。但是其他权力的来源没有真正影响他们的使用，甚至可能会通过使用增强。例如，如果A公司在法律上有权要求B公司保持其价格在一定范围内，没有合法的权力通过这种损失。在奖励的情况下，继续使用一段时间在一个给定的关系可能会生成一份关于与影响者增加后者的权力的来源。间接成本的第二种形式是，可以通过对权力的产生冲突。如果一个企业是被迫做很多事情，没有打算这样做，这可能会影响到何种程度的公司愿意合作，在未来的情况下运作。冲突的程度会产生，部分依赖于使用的方法的影响。在分销渠道，利用经济制裁似乎是大多数冲突的影响的方法，特别是当利润和销售受到影响。出处美IF威尔金森分销渠道管理效率因素J国际物流管理期刊、1996年第26期。3141页