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研究生:力智龍
研究生(外文):JONAS VAN GUCHT
論文名稱:策略使用之評估研究-以汽車工業為例
論文名稱(外文):Evaluative Study on the Use of Influence Strategies within the Changing Automotive Industry
指導教授: 何淑熏
指導教授(外文):CHRISTIAN STADLMANNMONICA LOPEZ SIEBENHO, HSU-HSUN
口試委員(外文):FRUEDER ROBERT
口試日期:2020-07-21
學位類別:碩士
校院名稱:靜宜大學
系所名稱:寰宇管理碩士學位學程
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2020
畢業學年度:108
語文別:英文
論文頁數:101
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This Master Thesis evaluates the current use of influence strategies within the channel re- lationship of Ford and their dealer network in the BeLux market. In order to accomplish this, the researcher has established two research questions to be answered within this paper. The first research question relates to how the NSC of Ford believes the different influence strategies should be used. The second question aims to gauge how the dealerships expe- rience these influence strategies and how they would respond to them.
The requirement of a revaluation of the effectiveness of the influence strategies originates from the fact that the automotive industry is, and will be, experiencing many developments. These developments, in turn, may change the dynamic and power balance within the chan- nel relationship. Furthermore, as influence strategies draw their strength from different sources of power subject to change, an updated observation may prove useful.
The findings from a literature review and the findings from semi-structured interviews with managers within the NSC organisation and the dealerships provides answers to the re- search questions established by the researcher. Subsequently combining the answers from both research questions, the researcher was able to identify an effective mix of influence strategies. This also considers the impact which the use of the different influence strategies may have on the strength of the channel relationship.
The researcher was able to establish that both parties share similar views concerning the effectiveness of the different strategies. Nevertheless, the deployment is experienced dif- ferently, as the interviewees from the NSC believe that Ford is focusing mostly on using information exchange, recommendations and promises. This is the preferred mix of influ- ence strategies by the dealership interviewees. The dealership interviewees believe Ford is deploying the threats strategy too much, and in turn, souring the relationship.
The researcher therefore concludes that Ford should ensure that it utilises a mix of infor- mation exchange, recommendations and promises, while only using the other influence strategies in select circumstances where their use is warranted. This way, Ford will be able to mend and strengthen the relationship with the dealerships, as both channel partners will need a strong channel relationship if they wish to survive the developments which continue to impact the automotive industry.

AFFIDAVIT II
ACKNOWLEDGEMENTS III
TABLE OF CONTENTS IV
TABLE OF FIGURES VIII
LIST OF TABLES IX
LIST OF ABBREVIATIONS / GLOSSARY X
EXECUTIVE SUMMARY XI
1 INTRODUCTION 1
1.1 Problem Definition 1
1.2 Goal of Thesis 2
1.3 Methodology 3
1.4 Research Setting 4
1.5 Structure of the Thesis 4
2 MARKETING CHANNELS 6
2.1 Channel actors 7
2.1.1 Manufacturers 7
2.1.2 Intermediaries 7
2.1.3 End-Users 8
2.2 Key Channel Functions 8
2.3 General Benefits gained through Marketing Channels 11
2.3.1 Benefits for Upstream Members 11
2.3.2 Benefits for Downstream Members 12
2.4 Developments changing the Automotive Industry 12
2.4.1 Increased Product Connectivity 13
2.4.2 Electrification 13
2.4.3 Changing Customer Behaviour 14
2.5 Summary 15
3 CHANNEL POWER 16
3.1 Sources of Channel Power 16
3.1.1 Reward Power 16
3.1.2 Coercive Power 17
3.1.3 Legitimate Power 17
3.1.4 Referent Power 18
3.1.5 Expert Power 19
3.2 Dependence in Marketing Channels 19
3.2.1 Measurement Strategies of Dependence 20
3.2.2 Interdependence 21
3.2.3 Dependence Asymmetry 21
3.3 Influence Strategies 24
3.3.1 Requests 26
3.3.2 Information Exchange 26
3.3.3 Recommendations 27
3.3.4 Promises 28
3.3.5 Threats 28
3.3.6 Legalistic Pleas 28
3.3.7 Alternative Influence Strategies 29
3.4 Additional Insights on the Use of Influence Strategies and Power 31
3.5 Summary 33
4 CHANNEL RELATIONSHIPS 34
4.1 Benefits of Strong Channel Relationships 34
4.1.1 For Upstream Members 34
4.1.2 For Downstream Members 35
4.2 Commitment in Channel Relationships 36
4.2.1 Factors Influencing the Perception of Continuity 36
4.2.2 Strategies to increase the Perception of Commitment 37
4.3 Trust in Channel Relationships 38
4.3.1 Impact of Economic Satisfaction on Trust 38
4.3.2 Impact of Non-Economic Factors on Trust 38
4.4 Lifecycles of Channel Relationships 40
4.4.1 Evolution of the Stages 42
4.5 Strategies to expand and manage the Channel Relationship 43
4.5.1 Relationship Developing Powers 44
4.5.2 Relationship Deteriorating Power 47
4.5.3 Application of the Channel Relationship Management Model 49
4.6 Summary 50
5 METHODOLOGY 52
5.1 Semi-Structured Interviews 52
5.1.1 Further Reasons for Using Semi-Structured Interviews 53
5.2 Managing Potential Data Quality Issues 53
5.2.1 Preparation of the Interviews 54
5.3 Conducting the Interviews 54
5.3.1 Types of Questions 55
5.3.2 Interview Guides Clarifications 55
5.3.3 Recording of the Data 58
5.4 Interviewee Samples 59
5.4.1 Ford NSC Interviewees 60
5.4.2 Dealership Interviewees 60
5.5 Analysis of the Data 61
5.5.1 Thematic Analysis 61
5.5.2 General Procedure of Thematic Analysis 61
6 ANALYSIS AND DISCUSSION 63
6.1 Analysis of Manufacturer Interviews 63
6.1.1 Communication Methods 64
6.1.2 Developments changing the Automotive Industry 65
6.1.3 Perspectives on Influence Strategies 67
6.1.4 Perspectives on Relationship Quality 72
6.2 Analysis of Dealership Interviews 72
6.2.1 Communication Methods 72
6.2.2 Developments changing the Automotive Industry 73
6.2.3 Perspectives on Influence Strategies 74
6.2.4 Perspectives on Relationship Quality 78
6.3 Discussion 78
6.3.1 NSC use of Influence Strategies 78
6.3.2 Response of Dealerships to the Influence Strategies 79
6.3.3 Optimal Mix of Influence Strategies 80
7 ADDITIONAL INSIGHTS 82
7.1 Communication Methods 82
7.2 Developments changing the Automotive Industry 83
7.3 Perspectives on Relationship quality 85
8 CONCLUSION AND OUTLOOK 86
8.1 Managerial Implications 87
8.2 Limitations and Future Outlook 87
LIST OF REFERENCES 89
APPENDIX A: INTERVIEW GUIDE MANUFACTURER 95
APPENDIX B: INTERVIEW GUIDE MANUFACTURER 98
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