服装品牌的分销渠道外文文献.docx

1、服装品牌的分销渠道外文文献文献出处：Dickson M A. Supplier-retailer relationships in Chinas distribution channel for foreign brand apparelJ. Journal of Fashion Marketing and Management: An International Journal, 2014, 8(2): 201-220.Supplier-retailer relationships in Chinas distribution channel for foreign brand appare

2、lDickson, Marsha AAbstract: This study investigated how Chinese retailers perceive their foreignbrandapparel suppliers and explored the use of power theory for explaining these relationships. A survey of 150 apparel retailers operating in Beijing, China provided data for the study. Referent power po

3、sitively influenced retailers attitudes toward and non-economic satisfaction with their suppliers. Greater referent power also reducedchannelconflict and enhanced economic satisfaction with business performance. The importance of this source of power seems to be linked with the concept of guanxi in

4、China, where respectful relationships are valued. Coercive threats to withhold necessary merchandise, service, or contracts increasedchannelconflict. Surprisingly, greaterchannelconflict was associated with increased economic satisfaction with business performance. This relationship is contemplated

5、from a cultural perspective and recommendations are made to foreignbrandapparel manufacturers wishing to access Chinas retail market.Keywords China, Distribution channels, Retailers, SuppliersChinas apparel market has become increasingly attractive to foreign manufacturers due to the growing number

6、of consumers of high quality foreign brand apparel (Lin and Chen, 1998; Peng, 2002; Zhao, 2003). The potential of this market is even greater considering that the Peoples Republic of China (China) has joined the World Trade Organization (WTO); this should assure that foreign access to these consumer

7、s will increase (Hainan News Net, 2003). Initially, most foreign apparel manufacturers will need to utilize Chinas existing distribution channels to access this market. The structure of distribution channels in China, particularly the channels for foreign brand apparel products, is different from th

8、ose in free markets like the USA and other developed countries (McClain and Cheng, 1995; Sternquist and Zhou, 1995; Zhang et al., 2002). Scholars argue that research on retail distribution channels in less developed countries (LDCs), such as China, is imperative if western scholars and marketers are

9、 to understand the promising LDC markets and promote exports to the markets (Goldman, 1981; Samiee, 1993). Thus, the purpose of this study was to examine the retail distribution channels for foreign brand apparel in China. Specifically, we investigated how Chinese retailers perceive their foreign br

10、and apparel suppliers and explored the use of power theory for explaining these relationships. Power theory argues that some channel participants have power over others (El-Ansary and Stern, 1972; Hunt and Nevin, 1974). Knowledge about the sources from which power arises, how power is perceived, and

11、 its impact on business relationships have implications for foreign businesses that wish to tap the retail market in China.Political and cultural influences on distribution channels in ChinaChinese retailers operate in an environment defined by a number of macro factors, including political and cult

12、ural factors, affecting the retailers and their channel members (Kwan et al., 2003). An example of the influence of political factors is the restrictive government regulations related to importing consumer goods into China. The Chinese government assigns foreign trade licenses to a limited number of

13、 organizations and enterprises; only those entities that have been assigned licenses can engage in foreign trade (Ministry of Foreign Trade and Economic Cooperation, PRC, 2003; US Dept of Commerce, 1999). Before April 1999, a very limited number of state-owned and township enterprises were granted t

14、he rights to conduct direct export and import business (Hong Kong Trade Development Council, 1999). After April 1999, more enterprises have been authorized for exporting and importing but still only a small number of private industrial enterprises, mass merchandise retail enterprises, and scientific

15、 and research institutions have been granted foreign trade autonomy (China Central Television, 1999; Hong Kong Trade Development Council, 1999). A recent interview by the second author with a governmental official working at the Beijing Bureau of Industry and Commerce Administration revealed that a

16、considerable number of Beijing retailers who want to sell imported apparel products cannot directly engage in foreign trade. Consequently most Chinese apparel retailers must rely on foreign trade operators to act as their export/import agents to obtain imported apparel (Peng, 2002; Zhang et al., 200

17、2).Chinese retailers can obtain foreign brand name products through a second channel that distributes products that were manufactured in China (Lin and Chen, 1998; Zhang et al., 2002). For foreign apparel manufacturers producing their products in joint-venture enterprises in China (defined as collab

18、orative apparel), Chinese law allows a portion of their products to be sold within China. However, collaborative apparel products must go through the local distribution channel in order to reach the retail floor. Similar to the situation with imports, with only a few exceptions, this local distribut

19、ion channel has been closed to foreign investors. Therefore, for Chinese retailers wishing to offer either imported or collaborative apparel with foreign brand names, they typically must access these products indirectly through foreign trade operators (suppliers) (Zhang et al., 2002).As well as main

20、taining control over importing and exporting, the Chinese government also controls the distribution channels for consumer goods Pept of Commerce, 1999; Hong Kong Trade Development Council, 1999). Most Chinese-Foreign joint-venture enterprises are prohibited from engaging in distribution activities s

21、uch as wholesaling (The World Journal, 1999a)1. Wholly foreign-invested distribution and wholesaling businesses are allowed only in the four cities of Beijing, Shanghai, Tianjin, and Chongqing, which are directly administered by the central government (The World Journal, 1999a,b). Thus, for most for

22、eign apparel manufacturers, critical access to Chinas retail market will be controlled by a Chinese agent who acts as the supplier for Chinese retailers. For at least two reasons, it would be valuable to understand the relationships these suppliers have with Chinese retailers. First, most foreign ap

23、parel manufacturers are likely to relinquish some control over their business to these agents. It would be helpful to consider how retailers perceive these agents. Second, as the Chinese government further relaxes restrictions on foreign involvement in importing and distribution, foreign apparel man

24、ufacturers will eventually be allowed to engage directly with Chinese retailers. These businesses would benefit from knowing how retailers perceive distribution-related activities and business strategies, and how power is maintained within these relationships.Because power theory was developed prima

25、rily in the USA, the influence of Chinas unique cultural factors must be considered when examining relationships among foreign brand apparel suppliers and Chinese retailers. The structure of a distribution channel is influenced by its social and cultural context (Olsen and Granzin, 1990). Two factor

26、s influencing Chinese behavior are guanxi and face (Kim and Nam, 1998). Guanxi refers to the informal networks and relationships governing business activity throughout China. Guanxi relationships contrast with the more legal, contract-based relationships found in the western world (Lovett et al., 19

27、99). With guanxi, relationships are strengthened through exchanges of respect and affection, as well as material objects or specific favors (Lovett et al., 1999, p. 232). Lovett et al. (1999) provide examples supporting the centrality of relationships and trust to buyer-supplier relationships in a g

28、uanxi-type. business system. Guanxi provides assurance to buyers that they are high priority to suppliers, that the suppliers have the needed ability to satisfy the buyers needs, and that suppliers will not cheat them. Kwan et al. (2003) suggest that foreigners wishing to be involved in the retail b

29、usiness in China should cultivate good guanxi with Chinese bureaucrats because it may influence whether regulations are interpreted in a manner that favors the foreign business.A second cultural factor potentially impacting relationships within Chinas distribution channels is that of face. Among Asi

30、ans, face refers to:. the respectability and/or deference which a person can claim for himself from others, by virtue of the relative position he occupies in his social network and the degree to which he is judged to have functioned adequately in that position as well as acceptably in his general co

31、nduct (Ho, 1976, p. 883).Kim and Nam (1998) believe that concern with face stems from Asias collectivist culture, where harmonious and interdependent relationships among groups are desired. Generally, Asians wish to extend a positive image of themselves to others. Face is linked with social status a

32、nd losing face is thought to be greatly concerning to Chinese because it brings question to whether a persons social status is legitimate. Kim and Nam (1998) link face with power in business settings by proposing that management is highly sensitive to face-saving and has responsibility for maintaini

33、ng and cultivating the social networks needed to create successful working relationships among persons/groups with differing social status and power. One is expected to save the face of anyone with whom one has guanxi relationships, or anticipate retaliation from those whose face has not been saved (Luk et al., 1999). Although we did n