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• W2608879730 abstract "This paper reports on a qualitative study that examined the barriers to managing independent intermediary relationships in the UK life and pensions industry. In recent years the focus of channels research has shifted away from a narrow pre-occupation with the sources and consequences of channel power, towards the factors involved in developing and sustaining long-term channel relationships. Within this emerging literature, constructs such as trust, co-operation and commitment have taken centre stage (see Andersson et al. 1996 for a review). However, as authors such as Weitz and Jap (1995) have observed, much more research is needed to understand what firms in the real world are doing to manage their channel relationships effectively, the problems they encounter and how these are overcome. Rather than explore success factors, this study examines the difficulties that firms face in attempting to manage their channel relationships successfully. In so doing, it brings a new perspective to our understanding of the factors contributing to successful channel management. The study employed a series of semi-structured, qualitative interviews to investigate the insurer’s perspective on these channel relationship management barriers. Amongst the emergent themes were the difficulties associated with managing a consolidating channel and internal organizational constraints. The paper highlights some of the preliminary findings and identifies as among the emergent themes the difficulties associated with managing a consolidating channel and internal organizational constraints. Introduction and Literature Review Marketing channels research has offered some useful insights into the ways in which channel relationships might be managed successfully. Early research especially, placed a significant emphasis on the role of power and functional and dysfunctional consequences of its use, particularly in relation to channel member satisfaction and perceived conflict (e.g. El-Ansary and Stern 1972, Hunt and Nevin 1974, Lusch 1976, Etgar 1976). Despite persistent concerns about the operationalization of power and generalisability of early studies, results do at least provide some confirmation of the common sense view that coercive power use leads to increased conflict and reduced satisfaction. Conflict has also received significant attention in its own right, with studies focusing on the potential sources of conflict as well strategies for conflict management (e.g. Rosenberg and Stern 1970, 1971, Magrath and Hardy 1989). In recent years, however, fuelled by the emergence of the relationship marketing paradigm, there has been a discernible shift away from this pre-occupation with power and conflict towards studies examining the factors contributing to close, long-term relationships and especially the roles of trust," @default.
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• W2608879730 title "Identifying the barriers to managing channel relationships successfully: a perspective from the UK life and pensions industry" @default.
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