Research On Office Software Channel Conflict In KS Company

With the overt and intense developing tendency of the strategic competition pattern between China and America,the West have unilaterally imposed quite a few unreasonable sanctions and embargos on China across multiple industries.China’s IT industry,which used to rely heavily on Western-based ecosystems,encountered an unprecedented low season,bringing serious latent dangers and severe challenges to China’s information security.In response,China has launched a national strategy aimed at promoting innovations in information technology applications,hereinafter contracted based on its Chinese counterpart into “infovation”.The strategy specifically addresses the said information security issues,vigorously developing autonomous and controllable IT industry,all the while building China’s own IT ecosystem.How each product manufacturer actively participates in the ecosystem construction initiated by infovation not only directly affects the growth of the enterprise itself,but also indirectly affects the sustainable and healthy development of the entire industrial ecology.As a leading enterprise in the field of office software in China,KS Co.,Ltd.has developed sophisticated and stable product lines as well as a perfect system of distribution channels throughout its three-decade-long uninterrupted operation.KS’s active participation and investment in infovation has facilitated the establishment of an ecological channel based on the traditional distributor channel.Both channel types conflicts with each other in product delivery discounts and sales region overlap.In other words,ecological partners and distributor partners set different delivery prices for the same product,which directly affects the difference in their profit income.Meanwhile,this problem of overlapping sales regions,i.e.,the same customer being authorized to both the abovementioned channel types,has continued to escalate said conflicts.Against this backdrop,this study comprehensively researched and analyzed the operation and management status quo in KS by conducting literature review and questionnaire survey,as well as referencing relevant theories including the PEST model,the knowledge spillover effect,channel management,conflict management,etc.The following conclusions were eventually reached:(1)In terms of product portfolio,after integrating the 4Ps of Marketing and the new 4Ps of Marketing,the author recombines the current highly-overlapping products into the ecological series and distributor series,before matching them with corresponding prices to ensure differentiated management of different distributor types in terms of authorized products and prices.(2)In terms of channel management,channel types are classified into pre-installation channels,pre-sale channels,product integration channels and product sales channels based on the channel management theory,so as to solve the situation whereby multiple channels are involved in the same product and customer.(3)In terms of conflict management,the conflict management process is classified based on the conflict management theory into three sub-processes,i.e.,conflict prevention,conflict pre-warning and conflict handling.The author designs a detailed and refined standardized operation process for KS.To conclude,a viable solution has been designed by combining the three dimensions of horizontal conflict prevention,pre-warning and handling with the longitudinal dimensions of product,price,channel,process and performance.In addition,to smoothen the scheme’s implementation,on the basis of the professional human resources allocation and the optimization of the existing organizational structure,a cross-department collaboration mechanism has been established,and a business support system has been put in place.These effectively solves the problem of channel conflict,and provides theoretical support and practical references for KS in the ecosystem and distributor system operations.