Companies which operate multiple marketing channels face the challenge of properly aligning channel strategies and operations. The case of a large multinational corporation is used to describe the complex and situated nature of multi channel strategies. The case context is used to introduce a framework and a reference process for achieving channel alignment in strategic business units. We build upon the model of strategic channel alignment – a modification of the strategic alignment model – in the development of two instruments which are applied for information gathering and structuring during processes of channel alignment. Exemplary findings from the case are presented. This study concentrates on the development and shaping of a strategy process and supporting instruments which facilitate channel alignment but also reflects on strategic channel alignment as socially accomplished and situated activity. The instruments can be used to gather rich information in a structured way and to gain the required level of understanding necessary to facilitate communication and collaboration between managers to ultimately achieve alignment.
Wehmeyer, Kai; Kipp, Alexander; and Riemer, Kai, "Managing the Process of Multi Channel Alignment - The Case of a Large Multinational Corporation" (2007). BLED 2007 Proceedings. 35.