Case Study On The Channel Conflict Management Of Supor Sanitary Ware Co., Ltd.

With the rapid development of the Internet and e-commerce, many traditional manufacturing enterprises have established the emerging marketing channel. In this process, they encountered some problems, such as the channel conflict problem. We chose the Supor Sanitary Ware Co., Ltd as an example to showcase the problem and came up with some possible solutions.Supor Sanitary Ware Co., Ltd is Supor group's most concerned industry currently, which is also the key to Supor group's strategic shift. It contains stainless steel products and ceramic products. Supor Group was founded in 1994. It is the biggest cooking utensils R&D manufacturer in China and the second biggest in the world. It was also the first listed company in Chinese cookware industry. In 2007, Mr Zengfu Su, the chairman of Supor group, was more than 70 years old and he led the Supor group started a new undertaking and went in to the sanitary ware industry with a high starting point. After establishing two production bases in Zhejiang and Shenyang, Supor Sanitary ware Co., Ltd started to produce products and establish its sales channels. Its channels include franchiser, brand agents, direct-sale stores, 3C stores, supermarkets and so on. With the development of e-commerce, Supor also opened an online flagship store in Tmall. Since the e-commerce performance was not so good, the company decided to outsource its online channel to company X. However, this led to channel conflict between online and offline channels.This article selected the Supor sanitary ware Co., Ltd. to illustrate this channel conflict problem and its possible solutions. Using the theory of channel conflict management, channel coordination and quality management, we put forward the corresponding solutions. First, as for the lack of Internet thinking, Supor should cultivate the management team and the staff the Internet thinking. The specific measures include organizing training for employees and strengthening the construction of IT infrastructure. Secondly, regarding the imperfection of the online and offline channels management system, enterprises should establish a well-developed channel management mechanism. The first step is to establish a channel management organization and promote internal communication. The second step is to define the product scope of online and offline channels. The last step is to gradually improve a fair and transparent channel performance incentive system. Finally, aiming at the lack of product quality consciousness, the enterprise should improve the quality consciousness especially in the e-commerce era. It should strengthen the awareness of product quality and improve the requirements of the product quality.