The importance of coordination between independent organizations in a vertical distribution system is stressed in most discussions of marketing channels and inter-organizational relations. The nature and structure of the vertical relation affording effective coordination between autonomous firms or units has been a matter of research interest as well as managerial concern. This thesis attempts to develop and empirically validate a model for understanding the institutional mechanisms for coordination between firms vertically related to each other. An emerging notion in organizational theory and economics is that the firm is a nexus of contracts and economic activities of the firm are governed by contracts ranging from the simple price-quantity contract to more complex adaptive as well as employment contracts. While most or all inter firm relations would be governed by a basic contract, the institutional framework under which any relation would be organized would vary with respect to the use of detailed, sequential contracts; pledges, guarantees and other informal or implicit agreements; and, power, dependency and centralized decision-making. The three institutional mechanisms, contracts, informal agreements, and coalitions differ with respect to their use of bonding mechanisms, power, conflict resolution, and enforcement of obligations. This research attributes the relative predominance of any one institutional mechanism in the vertical relation to relevant industry/market characteristics and firm/transaction considerations within a model unifying theories and concepts from diverse disciplines. Empirical validation of the conceptual model is through a field survey (mail questionnaire) of respondents (mainly top and middle management personnel) drawn from some representative industries. The structural form of the interrelationships between the hypothesized constructs are examined through simultaneous equations modeling and the three-stage least squares estimation procedures. The institutional environment is thus more realistically presented as arising from a combination of environmental and rational selection factors. Moreover, the economic, strategic, relational and transactional properties of inter-organizational relations are considered in one integrated framework. It is hoped that the findings of the study would lead to future theoretical insights that consider the economics, sociology and politics of organizations in a more integrative and realistic framework. / Ph. D.

This research examined the development of bureaucratic and social norms in a franchised channel of distribution in conditions of both decision uncertainty and nontransferable asset investments. A theoretical model was developed based on Transaction Cost Analysis (Williamson 1976, 1985, 1986) and Social Exchange Theory (Kelley and Thibaut 1978). Additionally, several forms of interpersonal communication were modeled as behavioral outcomes of these norms. This research explored both the norms of the economic exchange between two firms and the interpersonal exchange between the individuals in these firms who interact on a regular basis. The model was tested with a national sample using survey methodology in the farm equipment industry. Merchant wholesalers from 469 dealerships responded to the survey (response rate 47.8%). The model was tested using covariance structures analysis. The specific test was a stacked, two-group model with transaction-specific assets treated as a moderator variable. The pattern of results indicated that dealers who have more transaction-specific assets are likely to use bureaucratic measures to tighten control of the transaction when decision uncertainty is high (expected). However, social norms were not used as a secondary asset safeguard; instead, parties withdrew socially in conditions of uncertainty, regardless of asset condition (not expected). The overall pattern of results suggests that dealers use short-term efficiency measures in periods of stress but that those measures may be less effective in the long-term because of their inhibiting effects on trust, commitment, and shared values. Social norms were the strongest predictors of interpersonal communication (expected). Transaction-specific assets also affected communication between the dealer and the sales rep. Dealers with lower assets (i.e., lower exit barriers) relied more heavily on the sales rep as a conduit of information than did dealers with higher assets. / Ph. D.

Proponents of the political economy framework for comparative analysis have recently proposed that one of the important variables that influences the way in which uncertainty affects focal organizations is its critical source. This dissertation investigates the relationship between the critical source of perceived environmental uncertainty and the political processes of the channel dyad. Political processes are operationalized as the dominant sentiments or relations of conflict and cooperation which characterize the negotiation process. lt was hypothesized that uncertainty as perceived in the lateral (competitive) environment increases cooperation and decreases conflict among bargainers in a mixed-motive setting. Conversely, uncertainty as perceived in the vertical (input-output) environment increases conflict and decreases cooperation. It was found that lateral uncertainty affected dyadic sentiments as expected. However, vertical uncertainty had no effect on the dominant sentiments of bargainers. The amount of uncertainty as perceived in the external environment as a whole, affected the dominant sentiments of those bargainers who perceived the outcome to not be in their favor. Here a moderate amount of perceived uncertainty led to cooperation, but a high amount led to conflict. Thus it was concluded that perceived environmental uncertainty affects the dominant sentiments of bargaining dyads differently, depending upon: a) its critical source, and b) the amount. / Ph. D. / incomplete_metadata

by Cheung Lam Hung, Vincent. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references. / ABSTRACT / ACKNOWLEDGEMENT / TABLE OF CONTENTS / LIST OF TABLES / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Background --- p.1 / Objectives --- p.2 / METHOD --- p.4 / Literature Review --- p.4 / Interview --- p.4 / Survey --- p.5 / Chapter II. --- VERTICALLY-INTEGRATED SYSTEMS - A THEORETICAL FRAMEWORK --- p.6 / Channel System --- p.6 / Theoretical Perspective --- p.7 / Economic Perspective --- p.8 / Transaction Cost Analysis --- p.10 / Chapter III. --- THE LOCAL GARMENT MARKET --- p.12 / Market Trend --- p.12 / Market Size --- p.20 / Summary of Findings --- p.22 / Channel Strategy --- p.25 / Chapter IV. --- CASE STUDY - GIORDANO LTD --- p.29 / Background --- p.29 / History & Development --- p.29 / Analysis on Channel Strategy --- p.31 / Chapter V. --- CONCLUSION --- p.35 / APPENDIXES / Chapter 1) --- Channel Alternatives for a Manufacturer of Industrial and Consumer Goods / Chapter 2) --- Hong Kong's Imports of Articles of Apparel and Clothing Accessories (SITC84 ) / Chapter 3) --- Hong Kong's Re-exports of Articles of Apparel and Clothing Accessories (SITC84 ) / Chapter 4) --- Giordano's Retailing and Distribution Operation Chart / Chapter 5) --- Giordano's Taiwan Outlet Location Map / Chapter 6) --- Giordano's Singapore Outlet Location Map / Chapter 7) --- Giordano's Hong Kong Outlet Location Map / Chapter 8) --- Customer Survey / Chapter 9) --- Seller Survey / BIBLIOGRAPHY

by Hung Sze Man, Joan and Man Ngar Wing. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 70-72). / Questionnaire also in Chinese. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF ILLUSTRATIONS --- p.vi / LIST OF TABLES --- p.vii / ACKNOWLEDGEMENTS --- p.viii / Chapter / Chapter I --- INTRODUCTION --- p.1 / Chapter II --- INDUSTRY ANALYSIS --- p.3 / Distribution System --- p.3 / Macro Environment --- p.5 / Company Profile --- p.8 / Chapter III --- LITERATURE REVIEW --- p.11 / Chapter IV --- METHODOLOGY --- p.14 / Questionnaire --- p.14 / Interviews --- p.17 / Shop Visits --- p.17 / In-Store Participation --- p.18 / Chapter V --- EMPERICAL RESULTS --- p.19 / Factors Affecting Consumers' Choice of Stores --- p.19 / Customer Segmentation --- p.27 / Chapter VI --- INTERPRETATION OF RESULTS --- p.30 / Factors Affecting Choice of Store --- p.30 / Customer Segmentation --- p.32 / Factor Importance for Each Clusters --- p.34 / Store Positioning --- p.36 / Competitive Structure of the Market --- p.41 / Chapter VII --- PROBLEMS & ADVANTAGES OF DUAL DISTRIBUTION / Problems of Dual Distribution --- p.43 / Advantages of Dual Distribution --- p.45 / Chapter VIII --- CONCLUSIONS AND RECOMMENDATOINS --- p.49 / Service-Oriented Strategy --- p.50 / Product --- p.52 / APPENDIX --- p.53 / BIBLIOGRAPHY --- p.70

published_or_final_version / Comparative Asian Studies / Master / Master of Arts

by Chan Kwong-Tak. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1999. / Includes bibliographical references (leaves 80-81). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.v / LIST OF TABLES --- p.vi / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- MARKETING CHANNELS: STRUCTURE AND FUNCTIONS --- p.4 / The Basic Framework of Marketing Channels --- p.4 / The Functions of Intermediaries --- p.6 / Variation in the Basic Framework --- p.8 / Determinants of the Marketing Channel Structure --- p.11 / Chapter III. --- THE CAR LOAN MARKET IN HONG KONG --- p.14 / Marketing of Services --- p.14 / Indirect Lending Through the Car Dealers --- p.16 / Background For the Predominance of Indirect Lending --- p.19 / Cooperation and Conflict between the Car Dealers and Financiers --- p.21 / Major Car Dealers and Financiers in Indirect Lending --- p.23 / Rebate Commission --- p.26 / Functions of the Car Dealers --- p.27 / Growth of Direct Lending --- p.29 / Reasons For the Rise of Direct Lending --- p.30 / The Customers --- p.31 / Chapter IV. --- THE BANK --- p.32 / Background --- p.32 / Customer Profile --- p.33 / SWOT Analysis --- p.34 / Strengths --- p.34 / Weaknesses --- p.36 / Opportunities --- p.37 / Threats --- p.37 / Chapter V. --- CHANNEL STRATEGY --- p.40 / Analytical Framework --- p.40 / Corporate Objectives --- p.40 / Marketing Objectives --- p.41 / Competitive Strategies --- p.41 / Channel Objectives --- p.42 / SWOT Analysis --- p.43 / Direct Lending or Indirect Lending --- p.43 / Corporate Mission --- p.44 / Marketing Strategies --- p.46 / Competitive Strategies --- p.47 / Cost Leadership --- p.47 / Focus Strategy - Segmentation Decision --- p.47 / Differentiation Strategy- Service Excellence --- p.49 / Channel Objectives --- p.50 / Marketing Coverage and Distribution Intensity --- p.50 / Channel Control --- p.51 / Flexibility --- p.51 / SWOT Analysis --- p.52 / Strengths --- p.52 / Weaknesses --- p.52 / Opportunities --- p.53 / Threats --- p.53 / Dual Channel Structure --- p.54 / Integrated Marketing Activities --- p.56 / Chapter VI. --- CONCLUSION --- p.58 / APPENDIX --- p.61 / BIBLIOGRAPHY --- p.80

by Yin Wai Yin, Juanna. / Questionnairies in Chinese. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 106-108). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.vi / LIST OF TABLES --- p.vii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Methodology --- p.5 / The Interviews --- p.5 / The Questionnaire Survey --- p.6 / Chapter II. --- BACKGROUND ANALYSIS --- p.7 / The Company --- p.7 / The Royal Dutch/Shell Group --- p.7 / The lubricant division --- p.8 / Willie --- p.9 / The Market --- p.10 / Market Size --- p.10 / For initial fill --- p.10 / For testing purpose --- p.11 / For oil change --- p.11 / Market Share --- p.13 / At the manufacturers' and traders' level --- p.13 / At the end users' level --- p.15 / Hydraulic Oil Distribution Channels --- p.17 / Machine Manufactures' Buying Channels --- p.17 / Traders' Buying Channels --- p.18 / End-users' buying channels --- p.18 / Shell Tellus Hydraulic Oil --- p.19 / Strengths of Shell Tellus Oil --- p.19 / Weaknesses of Shell Tellus Oil --- p.20 / Opportunities of Shell Tellus Oil --- p.21 / Threat of Shell Tellus Oil --- p.21 / Competitors --- p.22 / Strengths of Competitors --- p.22 / Weaknesses of Competitors --- p.23 / Marketing Programs of Competitors --- p.23 / Price of Competitors --- p.24 / The Customer --- p.25 / Who are our customers ？ --- p.25 / Machine Manufacturers (Or called builders by the insider) --- p.25 / Machine Traders --- p.25 / End-users --- p.25 / Purchase Decision --- p.26 / For initial fill --- p.27 / For oil change --- p.27 / Buying Criteria --- p.28 / Machine builders / traders --- p.28 / End-users --- p.28 / Customers' and Non-customers' General Perception --- p.29 / Machine Builders / Traders --- p.29 / End-users --- p.31 / How do customers compare Shell with competitors ？ --- p.32 / Overall impression --- p.32 / Opinions on specific items --- p.32 / Other Environmental Factors --- p.34 / Export --- p.34 / The stagnant plastic industry --- p.35 / The increasing import tax of China --- p.35 / Re-export --- p.37 / Import --- p.37 / Chapter III. --- CHANNEL CONFLICTS --- p.38 / New and Existing Relationships --- p.40 / Relationship Reevaluation Triggers --- p.41 / The role of perceptions and behaviors --- p.41 / Asymmetrical power relationships --- p.42 / Performance of channel members --- p.43 / Goal incongruity --- p.44 / External influences on conflict --- p.44 / Partnership Advantage Evaluation --- p.45 / Marketing enhancements --- p.45 / Cost reductions --- p.46 / "Managing uncertainty (Williamson, 1981)" --- p.46 / "Protection of specific assets (Williamson, 1981)" --- p.47 / Formulating Channel Strategies --- p.47 / Relationship Components --- p.48 / The role of manufacturer - Shell --- p.48 / The role of distributors --- p.49 / The role of account managers --- p.50 / Programs and Action Plans --- p.52 / Essential elements --- p.53 / Capability-building programs --- p.54 / Incentive programs --- p.55 / Measuring Performance --- p.56 / Feedback --- p.57 / Chapter IV. --- THE MARKETING PLAN --- p.58 / Marketing Objectives --- p.59 / Product --- p.60 / Objectives --- p.60 / Strategy --- p.60 / The product itself --- p.60 / The services --- p.62 / Price --- p.63 / Objective --- p.63 / Strategy --- p.63 / Price setting --- p.63 / Reselling price control --- p.64 / Place --- p.65 / Objectives --- p.65 / Strategy --- p.65 / Promotion --- p.66 / Objectives --- p.66 / Strategies --- p.66 / Advertising --- p.67 / Sales promotion --- p.68 / Public relations --- p.69 / Chapter V. --- CONCLUSION --- p.71 / APPENDIX --- p.73 / BIBLIOGRAPHY --- p.106

Text in Afrikaans, abstract in Afrikaans and English / Die tradisionele Suid-Afrikaanse kontant-afhaal-groothandelaar het vir meer as twintig jaar in sy bestaande vorm oorleef maar vertoon tans tekens van 'n kragtige innoveringsproses. Aspekte soos kleiner verpakkings, kredietverlening, aflewering en bemarking aan die verbruiker wat teen die grondbeginsels van die tradisionele kontant-afhaal-groothandel indruis, is besig om pos te vat. Die impetus tot innovering is afkomstig van veranderings in die doelmark en spesifiek as gevolg van die insluiting van die spazawinkeldoelmark. Verhoogde groei in die kontant-afhaalgroothandelsektor kan deels toegeskryf word aan die opkoms van die spazawinkel maar ongelukkig is hierdie doelmark nog te klein en versplinter om die voortbestaan van die kontant-afhaal-groothandelaar te waarborg. Die navorsing toon dat die spazawinkel 'n belangrike, toekomstige doelmark van die kontant-afhaal-groothandelaar is. In die navorsing wat gedoen is, is menings van die kontant-afhaal-groothandelaars ingewin oor 'n verskeidenheid aspekte aangaande die plek en funksie van die kontant-afhaal-groothandelaar in die Suid-Afrikaanse distribusiekanaal. Van die bevindings was dat intratipe mededinging toegeneem het en dat dit die voortbestaan van die kleiner kontant-afhaal-groothandelaars bedreig. Die groot kleinhandel is ge'identifiseer as die kontant-afhaal-groothandelaar se grootste mededinger. Strawwe mededinging dwing die kontant-afhaal-groothandelaar om sy bemarkingsfunksies te verander en veranderings is reeds aan die verpakkings-, verkoopsverteenwoordigers-, krediet- en afleweringsfunksies aangebring. Gevolglik verrig die kontant-afhaal-groothandelaar al hoe meer kleinhandels- en aldiensgroothandelsfunksies. Daar is sprake van die ontwikkeling van 'n nuwe tipe kontantafhaal- groothandelaar wat eienskappe van die groot kleinhandel en die aldiensgroothandel besit. Sa.IJ).evattend kan gekonstateer word dat die kontant-afhaal-groothandelaar beslis 'n belangrike plek in die Suid-Afrikaanse distribusiekanaal het. Die voortbestaan van die kontant-afhaal-groothandelaar in die distribusiekanaal is grootliks afhanklik van sy vermoe om aanpassings aan sy bemarkingsfunksies te maak om tred te hou by veranderende doelmarkte. / The traditional South African cash and carry wholesaler survived for more than twenty years in its present form but shows signs of a strong innovative process. Aspects such as smaller packaging, credit, delivery and consumer marketing, which go against the principles of the traditional cash and carry wholesaler, are taking root. The impetus for innovation derives from changes in the target market, specifically as a result of the inclusion of the spaza shop target market. Increased ' growth in the cash and carry wholesale sector can partly be ascribed to the rise of the spaza shop, but this target market is unfortunately still too small and fragmented to guarantee the survival of the cash and carry wholesaler. The research shows that the spaza shop is an important future market of the cash and carry wholesaler. In the research undertaken the opinions of cash and carry wholesalers were gathered on various aspects of the role of the cash and carry wholesaler in the South African distribution channel. The main findings are that mutual competition has increased and this threatens the survival of the smaller cash and carry wholesalers. The large retailer was identified as the main competitor of the cash and carry wholesaler. Intensive competition forces the cash and carry wholesaler to modify its marketing functions. Modifications have already been made to the packaging, sales representative, credit and delivery functions. Consequently, the cash and carry wholesaler performs more functions typical of the large retailer and full-service wholesaler. There are indications that a new type of cash and carry wholesaler is developing with characteristics of both the large retailer and the full-service wholesaler. It can be concluded that the cash and carry wholesaler definitely performs an important role in the South African distribution channel. The existence of the cash and carry wholesaler in the distribution channel depends largely on its ability to adapt its marketing functions to keep abreast with changing target markets. / Business Management / D.Comm. (Sakebestuur)

published_or_final_version / Business Administration / Master / Master of Business Administration