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Abstract
This Research Examines channel management and marketing performance of selected furniture firms in Port Harcourt. The survey design was employed. The population of this study constitutes all furniture firms in Port Harcourt which was unknown. The judgmental sampling technique which is a non-probability sampling technique was used for selecting the sample size. The sample size of this study was judgmental sample of 120 respondents. Both the primary and secondary data were used. Questionnaire on channel management and marketing performance was used and administered for the collection of data from the respondents. The data collected were processed electronically using Statistical Packages for Social Sciences (SPSS Version 22). The statistical test used in the testing of the hypotheses was Pearson Product Moment Correlation Coefficient. The study showed that direct channel, merchants and short channels influences marketing performance of selected furniture firms in Port Harcourt. Based on the findings of the study, we recommended that efforts should be made at ensuring continuity of supply and that the distribution channels have easy access to the company’s products as at when needed. In the same vein, improvement of policy on Product availability is very crucial as this will help to enhance the market share of soft drinks firms, promote product intensity and acceptability in the market.
Table of Contents
Title Page i
Cover Page ii
Declaration iii
Certification iv
Dedication v
Acknowledgement vi
Abstract vi
Table of Contents viii
List of Tables x
List of Figures xi
CHAPTER 1 i
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of the Problem 3
1.3 Purpose/Objectives of the Study 4
1.4 Research Questions 5
1.5 Research Hypotheses 5
1.6 Significance of the Study 5
1.7 Scope of the Study 6
1.8 Limitations of the Study 7
1.9 Definitions of Terms 7
CHAPTER 2 9
REVIEW OF RELATED LITERATURES 9
2.1 Conceptual Framework 9
2.1.1 Concept of Channel Management 9
2.1.2 Dimensions of Channel Management 11
2.1.3 Concept of Marketing performance 12
2.1.4 Measures of Marketing performance 14
2.1.5 Channel Management and Marketing performance 18
2.2 Theoretical Framework 19
2.3 Review of Related Literature 20
2.4 Summary of Review of Related Empirical Studies 22
CHAPTER 3 23
RESEARCH METHODOLOGY 23
3.1 Research Design: 23
3.2 Population of the Study 23
3.3 Sampling Techniques Used 23
3.4 Sample Size 23
3.5 Sources of Data 24
3.5.1 Primary Source (s) of Data 24
3.5.2 Secondary Sources of Data 24
3.6 Research Instrument for Data Collection 24
3.7 Validity and Reliability of Instrument 24
3.8 Techniques for Data Analysis/Test of hypotheses 25
CHAPTER 4 26
DATA PRESENTATION AND ANALYSIS 26
4.1 Questionnaire Distribution and Retrieval: 26
4.2 Data Analysis and Presentation 26
4.3 Descriptive Statistical Analysis 28
4.4 Hypotheses Testing 31
4.5 Discussion of Findings: 32
CHAPTER 5 34
SUMMARY, CONCLUSION AND RECOMMENDATIONS 34
5.1 Summary 34
5.3 Conclusion 34
5.4 Recommendation 35
References 35
Appendix I 39
Appendix II 40
List of Tables
Table 4.1: Questionnaire Administration and Retrieval 26
Table 4.2: Age of Respondents 26
Table 4.3: Sex of Respondents 27
Table 4.4: Academic Qualification 27
Table 4.5: Direct Channel and Marketing performance 28
Table 4.6: Merchant And Marketing performance 29
Table 4.7: Short-Channel and Marketing performance 30
List of Figures
Fig 2.1: A Conceptual framework showing the relationship between Channel management and Marketing performance. 9
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
Performance is the accomplishment of a given task measured against known standards of accuracy, completeness, cost/efficiency, and speed and effectiveness. In a contract, performance is deemed to be the fulfillment of an obligation, in a manner that releases the performer from all liabilities under the contract (Stein, 2010). Marketing performance is one of the components that results from business performance measurement and control systems (Stein, 2010).
Marketing performance has been conceptualized to include both the outcome and behavioral dimensions. Sales outcomes have always been seen by performance oriented sales people as evidence to their behavioral performance. In other words, committed sales people are expected to extend greater efforts on the job thereby having a direct effect on marketing performance (Silva, 2006). Marketing performance is also defined as the process of overseeing training employees to advance their sales skill, processes, and results. Every sales manager’s job is to determine what leads to superior performance which is significant to the continued existence and success of a firm.
Roberts (2003) posit that marketing performance can be measured using sales volume, management evaluations or self report measures of self efficiency. Krishnan, Netemeyer and Boles (2002) view marketing performance as the salesperson’s perception of the amount of sales achieved, the quality of customer relationships they maintain and the information they acquire about their organization’s products, competition and also customer needs.
Colletti and Tubridy (2000) is of the view that marketing performance are evaluated sales activities for successful salespeople which include selling, closing sales deals, working with distributors, entertainment, customer retention, attending meetings, servicing products, service delivery, travel, communication or information, training and recruiting.
Scholars agree that marketing performance has a multifaceted construct which may include both Quantitative (measures can be segregated into input & output measures, sales volume, growth in market share, profitability,) while qualitative measures include psychological and socio–emotion factors like (Personal competencies Planning skills, team work, aptitude & attitude, product knowledge, knowledge of company policies, communication skills, ethical behaviour & team orientation, (Cathrine, 2013; and (Olusanyan, Awotungase, & Ohadebere, 2012).
The adoption of distribution channel practices to facilitate movement of product or service from manufacturers to consumers constitute a large fraction of overall economic activity, practices and businesses across the world (Bronnenberg & Ellickson, 2015). This accounts for a large portion of economic activity in modern societies, thereby contributing to development and performance of global and national economies (Nyberg, 1998). With the involvement of distributors, wholesalers and retailers, distribution channels help to deliver product or service offerings from manufacturers to end users and sales through these channels account for about one-third of global Gross Domestic Product (GDP) (Dasgupta & Mondria, 2012; Hyman, 2015; Palmatier, Stern, El-Ansary, & Anderson, 2014). However, this level of global economic contribution by distribution channel systems can be attributed to adaptation of channel practices to major changes in the global business (Watson, Worm, Palmatier, & Ganesan, 2015). Some of these changes in the business environment which have been reshaping and redefining marketing channel strategies are the shift to service-based economies, application of multichannel practices, development of new channel formats, increased online shopping and globalisation (Palmatier et Stern, El-Ansary, & Anderson, 2014). Deloitte (2017) industry report captured this as a period of transformation globally for the retail, wholesale and distribution practices, which necessitated adaptation and changes in firm’s distribution channel strategies to suite prevailing changes in the business environment.
Distribution is the process of planning, implementing and controlling the physical flow of materials, final goods and related information from point of origin to point of consumption to meet customer requirements at a profit (Kotler and Amstrong 2001). It is the marketing function responsible for movement of products to the final users. It could be said that production is not complete until the goods reach the final users and for this to be accomplished, manufactured goods have to pass through distribution channels.
Although the sales management literature suggests that sales managers at different hierarchical levels have dissimilar responsibilities, no published empirical studies have examined the nature of channel management tasks performed vis-a-vis marketing performance (Rosenbloom, 1999). This oversight is curious because of the critical impact that the sales/channel manager can have on the success of channel members and on the sales manager’s firm (Rosenbloom, 1999). Hence, the study seeks to examine the relationship between channel management and marketing performance of selected furniture firms in Port Harcourt.
1.2 Statement of the Problem
Many organizations are recording depressing performance manifested in the declining profitability and increasing liquidity challenges (Hamza, Mutala & Antwi, 2015). For firm to witness an increase market share, firms may choose the fast approach of buying market share through ensuring availability of the products and managing their channels for gaining and holding the market share by the adoption of distribution channel management practices to facilitate movement of product or service from manufacturers to consumers (Bronnenberg & Ellickson, 2015).
However, a critical examination of various researches and literatures on channel management and marketing performance particularly in the soft drink industry revealed that much had not been said about the existing relationship between these two key elements in Nigeria (Palazon & Delgado-Ballester, 2009 & Gu, Kim, Tse &Wang, 2010). This attracts a lot of interest for the researcher to seek inquiry into how channel management can affect the sales/financial performance of soft drinks firms in this present era. Therefore, this study aims to examine the relationship between channel management and marketing performance of selected furniture firms in Port Harcourt.
1.3 Objectives of the Study
The main purpose of the study is to examine relationship between channel management and marketing performance of selected furniture firms in Port Harcourt. The specific objectives are as follows;
1. To examine how direct channel associate with marketing performance of selected furniture firms in Port Harcourt.
2. To examine how merchants associate with marketing performance of selected furniture firms in Port Harcourt.
3. To examine how short channels associate with marketing performance of selected furniture firms in Port Harcourt.
1.4 Research Questions
1. How does direct channel associate with marketing performance of selected furniture firms in Port Harcourt.
2. How does merchants influence marketing performance of selected furniture firms in Port Harcourt?
3. How do short channels associate with marketing performance of selected furniture firms in Port Harcourt?
1.5 Research Hypotheses
H01: There is no significant relationship between direct channel and marketing performance of selected furniture firms in Port Harcourt.
H02: There is no significant relationship between merchants and marketing performance of selected furniture firms in Port Harcourt.
H03: There is no significant relationship between short channels and marketing performance of selected furniture firms in Port Harcourt.
1.6 Significance of the Study
A critical examination of various researches and literatures on channel management and marketing performance particularly in brewery industry revealed that much had not been said about the existing relationship between the two variables in Nigeria. Hence, to contribute to the body of knowledge based on this discovery; this research will be carried out to investigate the existing relationship and the impact of channel management on marketing performance of furniture firms in Port Harcourt.
In another development, the result of this study will also guide marketers on the relationship between channel management and marketing performance. This simply means that it will enable them to develop strategies that can foster their distribution strategies which in turn will enhance sales for their products from that of the competitors.
Finally, it will provide a guide to operator of soft drink firms and government policy makers on the proper frame to adopt towards channel management and marketing performance of furniture firms in Port Harcourt.
1.7 Scope of the Study
The study is delimited under the following heading: content scope, geographical scope and unit of analysis.
Content Scope: The content scope of this study involves an investigation to ascertain the relationship between channel management and marketing performance of furniture firms in Port Harcourt. The dependent variable is marketing performance measured by profitability, market share and sales volume. While independent variable is channel management measured by direct channel, Merchants and short channels
Geographical Scope: This study is delimited to Port Harcourt Metropolis with references to selected furniture firms in Port Harcourt, Rivers State which include Bedmate Furniture Company Port Harcourt, Rumuola, Port Harcourt – Aba Expressway and Elizabeth Alfred Furniture, No 16 Igbodo Street, Old GRA, Port Harcourt, Rivers Nigeria.
Unit of Analysis: The unit of analysis in this research involves senior and Junior staff of the selected furniture firms in Port Harcourt at the time of the study.
1.8 Limitations of the Study
The study was limited by the following:
Finance: The source of accessing fund for the research work was difficult and this to a great extent limited the quality of research activity.
Time: another limitation for this study is the time allocated to the research work which was not sufficient to give room for further intensive work on the field of study, however, the researcher was able to cover the areas mentioned in the study.
Organization Policy: Again, organizational policies limited the level of information received. The personnel of the firms were not willing to give information, stating that it was against the organization’s policy.
1.9 Definitions of Terms
In this study, it will be very important to define key terms that will be featuring. They include the following:
Profitability: It is the degree to which a business or activity yields profit or financial gain.
Sales Volume: It is the number of units sold within a reporting period.
Market Share: It is the portion of a market controlled by a particular company or product.
Merchant: A merchant is a person who trades in commodities produced by other people, especially one who trades with foreign countries. Historically, a merchant is anyone who is involved in business or trade.
Channel Management: Channel management is a technique for selecting the most efficient channels or routes to market for products and services, and deriving the best results from those channels by applying appropriate financial, marketing or training resources.
Marketing performance: It is the measurement of sales activity against the goals outlined in the overall plan.
Short Channel: In this form of distribution channel, the supplier or manufacturer supplies the customer in a consumer goods market through a retailer who acts as the reseller or intermediary.
Direct Supply: In this system, the supplier or manufacturer supplies the customers directly. Some manufacturer sells directly to end users.
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