CHANNEL BASICS
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(sales force) contacts generate greater customer lifetime value. But imagine that the customer
interacts with the CDW salesperson periodically for major purchases,
then buys replacement
components (e.g., printer cartridges) online. Is it “fair” to award sales commissions to the
salesperson for these online purchases? According to CDW, it is, because the online purchases
resulted at least in part from the initial sales efforts by the salesperson to build the customer
relationship. Without the salesperson, the end-user might have made these routine purchases
elsewhere. Moreover, CDW recognizes that it is not just
how costly the inputs are that matters;
it is also
how the customer wants to buy. If a customer prefers to make certain purchases online,
such as when it seems easier than contacting a salesperson, CDW’s internal incentive system sup-
ports the customer’s freedom of choice. Its equitable commission policy also avoids a pernicious
sales incentive to “force” the customer to buy in person rather than online.
Second, CDW offers a different fee schedule to the small solution providers
with which it part-
ners to serve some ultimate end-users, because it relies on them to perform on-site work, such as
installation, software or hardware customization,
post-sale customer service, and so forth. The
equity principle suggests that these solution providers should be unwilling to undertake such
costly activities unless they know they will be compensated. The fee structure offered by CDW
gives them an adequate reward; by “paying them what they’re worth,” CDW embraces the very
essence of the equity principle.
A U D I T I N G C H A N N E L S U S I N G
T H E E F F I C I E N C Y T E M P L A T E
To audit a channel member’s capability to provide each
channel function and add
value, and at what cost, we can use an
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