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Article: Sales channel integration after mergers and acquisitions: A methodological approach for avoiding common pitfalls

TitleSales channel integration after mergers and acquisitions: A methodological approach for avoiding common pitfalls
Authors
KeywordsAffiliation bias
Joint ventures
Mergers and acquisitions
Manufacturers' representatives
Balanced-scorecard
Sales channels
Issue Date2007
Citation
Industrial Marketing Management, 2007, v. 36, n. 5, p. 589-603 How to Cite?
AbstractThis article addresses the integration of sales channels after mergers and acquisitions (M&A) by appraising the strengths, weaknesses, and biases associated with the four most common frameworks for evaluating sales channels (sales management, historical performance, strategic fit, and customer choice) for their appropriateness in a post-M&A context. The authors develop a methodological approach that uses a balanced-scorecard framework to guide managers through the sales channel integration process, and then apply this approach to the merger of two industrial firms' sales organizations across 21 territories. In so doing, they reveal various pitfalls and propose and test some analytical corrections. Longitudinal performance data support comparisons across the different evaluative frameworks; in particular, the sales management and customer choice frameworks provide the most insight into channel partners' post-integration performance. The results support the premise that channel integration can be improved by accounting for factors unique to the M&A context and using an approach that triangulates multiple perspectives. © 2006 Elsevier Inc. All rights reserved.
Persistent Identifierhttp://hdl.handle.net/10722/230781
ISSN
2015 Impact Factor: 1.93
2015 SCImago Journal Rankings: 1.413

 

DC FieldValueLanguage
dc.contributor.authorPalmatier, Robert W.-
dc.contributor.authorMiao, C. Fred-
dc.contributor.authorFang, Eric-
dc.date.accessioned2016-09-01T06:06:47Z-
dc.date.available2016-09-01T06:06:47Z-
dc.date.issued2007-
dc.identifier.citationIndustrial Marketing Management, 2007, v. 36, n. 5, p. 589-603-
dc.identifier.issn0019-8501-
dc.identifier.urihttp://hdl.handle.net/10722/230781-
dc.description.abstractThis article addresses the integration of sales channels after mergers and acquisitions (M&A) by appraising the strengths, weaknesses, and biases associated with the four most common frameworks for evaluating sales channels (sales management, historical performance, strategic fit, and customer choice) for their appropriateness in a post-M&A context. The authors develop a methodological approach that uses a balanced-scorecard framework to guide managers through the sales channel integration process, and then apply this approach to the merger of two industrial firms' sales organizations across 21 territories. In so doing, they reveal various pitfalls and propose and test some analytical corrections. Longitudinal performance data support comparisons across the different evaluative frameworks; in particular, the sales management and customer choice frameworks provide the most insight into channel partners' post-integration performance. The results support the premise that channel integration can be improved by accounting for factors unique to the M&A context and using an approach that triangulates multiple perspectives. © 2006 Elsevier Inc. All rights reserved.-
dc.languageeng-
dc.relation.ispartofIndustrial Marketing Management-
dc.subjectAffiliation bias-
dc.subjectJoint ventures-
dc.subjectMergers and acquisitions-
dc.subjectManufacturers' representatives-
dc.subjectBalanced-scorecard-
dc.subjectSales channels-
dc.titleSales channel integration after mergers and acquisitions: A methodological approach for avoiding common pitfalls-
dc.typeArticle-
dc.description.natureLink_to_subscribed_fulltext-
dc.identifier.doi10.1016/j.indmarman.2006.03.001-
dc.identifier.scopuseid_2-s2.0-34248591822-
dc.identifier.volume36-
dc.identifier.issue5-
dc.identifier.spage589-
dc.identifier.epage603-

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