Managing the process of channel alignment

Abstract

PurposeThe purpose of this paper is to develop a framework and a reference process for achieving channel alignment in companies that use traditional and electronic marketing channels. Instruments for gathering and structuring of information on channel deployment are proposed and integrated in the process of strategy formulation.Design/methodology/approachThe research grounds on a conceptual model of strategic channel alignment (MSCA) that is a recently proposed modification of the well‐established strategic alignment model (SAM). Framework, instruments, and reference process were developed by drawing on results from literature analysis and experiences gathered in a research and consulting project at a large multinational corporation. The case context is explicated.FindingsThe developed management tools were successfully applied in strategic business units of the case company. They were found to be useful for facilitating strategic channel alignment by fostering processes of communication and collaboration between managers across organizational units. The framework helps to implement a common “strategy language” on multi channel management. The instruments support the creation of a shared information base on a company's multi channel strategy and operations.Research limitations/implicationsThe paper contributes to research on strategic alignment processes and discusses model‐driven alignment as social process that aims at the construction of a common understanding of multi channel issues. The beneficial role of management tools in such processes is spelled out.Practical implicationsThe generic nature of the proposed management tools makes further practical applications possible. Companies that strategically address the alignment of their marketing channels can utilize the methodology and adapt it to their specific needs.Originality/valueThe paper translates a conceptual management model into a practical methodology. Models like the SAM and the MSCA are frequently discussed but research and reports on their practical value has been scarce. This paper contributes to filling this gap and develops tools of practical value in a particular domain of strategic management.