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Extant research has demonstrated that marketing channel control can produce both positive and negative effects. This paper aims to use meta-analysis to understand potential sources of those heterogeneous effects. This research also identifies areas in need of future research to help deepen the understanding of marketing channel control.

This study uses meta-analysis to quantitatively review some of the methodological factors that might explain conflicting results uncovered in previous empirical studies.

The results generally show a positive relationship between process and output control and their studied correlates. They also show that the effects of process and output control vary by the methodological factors used to study them. In particular, the effects of process and output control appears to be stronger in industrial (vs consumer) markets, service (vs goods) industries and in studies conducted in non-Western (vs Western) cultures; and output monitoring measures appear to be more effective than output control measures, yet process monitoring appears to be less effective than process control in marketing channels.

This original meta-analysis review of the literature on organizational control in marketing channels shows that the effects of process and output control vary according to the research context investigated as well as the specific measure of control used. The paper presents an agenda to guide future research on this topic to more fully develop knowledge of organizational control in marketing channels.

In this paper, the design of multiple channels to achieve the goal of a high‐performance medium access control (MAC) protocol is to be proposed to solve the problem of wasting bandwidth resources due to waiting for the backoff time.

In the MAC design of this paper, a control channel and a data channel are used to improve bandwidth utilization. When the control channel waits for the backoff time, the data channel may transfer data. As a result, bandwidth utilization can be improved. In order to have better bandwidth utilization in multiple channels, the authors also propose a bandwidth allocation strategy for control channels and data channels. According to the strategy, the control and data signals can be smoothly transmitted without blocking or waiting, thereby not wasting bandwidth resources. Finally, the authors propose multiple control sub‐channels and data sub‐channels to further reduce the backoff time penalty and make more communication pairs work in a transmission range to increase the throughput.

The paper solves the following problems bandwidth waste that results from waiting for the backoff time in the single channel model and bandwidth allocation strategy for the control and data sub‐channels in the multiple channel model to achieve throughput enhancement in mobile ad‐hoc networks.

The proposed method needs the support of multiple channels.

From the result, the bandwidth allocation ratio of the proposed method performs better than other various allocation ratios. In addition, the proposed method with the bandwidth allocation strategy and multiple data and control sub‐channels results in a better throughput than IEEE 802.11 DCF by 22.3 per cent.

The proposed method using multiple control and data sub‐channels can improve the throughput and reduce bandwidth waste over IEEE 802.11 DCF.

Key components of the logistics mix are described in an effort to create an understanding of the total logistics concept. Chapters include an introduction to logistics; the strategic role of logistics, customer service levels, channel relationships, facilities location, transport, inventory management, materials handling, interface with production, purchasing and materials management, estimating demand, order processing, systems performance, leadership and team building, business resource management.

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

Channel control has become increasingly more important to both marketing practitioners and researchers. The manufacturers' ability to influence the marketing policies, strategies, and tactics of other channel members has been recognised as a critical element in the organisation's survival and effectiveness. However, current trends in the economy have made channel control by the manufacturer increasingly difficult. One technique that can help increase manufacturer control by increasing channel dependence is the use of minimum order quantities.

Although research on channel integration has evolved into a major stream in literature in international marketing, channel integration in new product export remains unexamined. Drawing on transaction cost analysis, organizational capability, and marketing control perspectives, the authors develop a conceptual model of channel integration in new product export. They further test the model using data collected from the computer software industry. The findings indicate that both channel integration and new product competitive advantage exert positive impacts on product market performance in foreign markets. The results regarding asset specificity, country risk, and firm size offer interesting insights about the linkage between these antecedents and channel integration.

The purpose of this paper is to propose a channel incentive program conceptual framework. In order to do so, a consolidated theoretical effort was completed together with observations from two countries – Brazil and the USA – to build evidence toward the proposed framework.

This paper first proposes a theoretical framework for understating marketing channel incentive programs, conceptualizing it as being composed by four dimensions being control, benefits, exclusiveness and formalization, mediated by power distribution between dealers and manufactures. Second, the developed framework was used for a cross-country analysis. Three multinational firms, global leaders in the crop protection industry, were selected in Brazil and the same three were selected in the USA. For completing each case report for the six companies in total, 16 people were interviewed, besides documental research over companies’ documents.

The framework helped describing and understanding the different group of incentives used per firm and country. Indeed, there are much more similarities within Brazil or the USA, than the same company in these two countries. The institutional environment and the network structure were fundamental to understand why the power center was different in these two countries that resulted in different channel incentive programs. In the USA, programs are very clear and straightforward in regard to a powerful dealer. If the dealer develops five or six output tasks, margins would increase considerably. In Brazil, however, dealers have a wider array of activities accompanying output measures. If they perform well they receive support, but fundamentally manufacturers strongly influence dealers’ daily management decisions.

The incentive programs analyzed are mostly based on the set of standard documents manufacturers produced for dealers and on interviews for clarifying the content of the documents. Therefore, manufacturers probably set some relationship aspects aside since “individual approaches” to dealers might exist that were not captured in this study. Another limitation is the application to one sole industry that may per se present particularities that could be inducted too far the conceptual model that was built.

The framework as suggested might first help to organize the thinking of first identifying the power distribution between manufacturer and dealers and understanding institutional and network underlying causes. The framework might then help to select the right performance measures, benefits while keeping exclusivity and formalization levels in mind. Several types of control measures and benefits are presented as examples that can be adapted to a particular situation. Special concerns should be considered when managing marketing channels with incentives in an emerging market, but mainly, one must recognize the need to identify resources limitations (financial, knowledge, or infrastructure). Second, institutions work quite inefficiently, which means that beyond legal enforcements, firms may rely heavily on additional coordination mechanisms such as incentives schemes and communication strategy to build a more social and bilateral control mechanism. Third, a manufacturer should recognize that even if they currently hold a less-dependent position to dealers, the dynamics of an emerging market may quickly change the dependence structure.

The paper brings together a literature review and consolidation over the topic of channel incentive programs, proposes a framework to be used by researchers or practioners and dive in three pairs of companies in different countries to analyze why management practice should be adjusted. Differences in developing and developed countries are highlighted and the impact on channel incentives.

The purpose of this paper is to study the control strategy of transition mode of the stopped-rotor (SR) aircraft under the condition of redundant control and complex aerodynamic characteristics.

This paper first proposes a transition strategy for the conversion between helicopter mode and fixed-wing mode. Then, aiming at the redundancy of the two control systems in the transition process, a control model is proposed, which greatly simplifies the control in conversion mode. Then, to facilitate the design of the control system, the Takagi-Sugeno model of the SR aircraft in transition mode is established. Finally, an explicit model tracking and tuning parameter stability augmentation control system is designed, so that the SR aircraft has a good stability during the transition process. Then, the outer loop control system of transition flight is designed.

The simulation results show that the control strategy proposed in this paper can realize the mode conversion well. It lays a solid foundation for the subsequent engineering flight test for the SR aircraft.

The work done in this paper provides ideas and methods for the flight control system design of SR aircraft in transition mode. The method of designing control model to solve the coordination of redundant control system is also applicable for other multimode aircraft, which provides a simple and convenient method for the multimode aircraft control.

The purpose of this paper is to propose a combination bank-to-turn control mode with the single moving mass and reaction jet and design the roll control law for the long-range reentry maneuverable warhead.

Based on the dynamics model of this new control mode, the control model of roll channel is converted into a perturbed double-integrator system. The on-off optimal feedback control law is designed on the phase plane formed by Euler angle error and angular velocity error. To weaken the “on-off chattering” that is generated near the origin of the phase-plane and effectively reduce the jet fuel consumption for stability control, an on-off control outer ring and an inner ring are introduced into the phase plane.

This control mode can not only avoid the aerodynamic rudder ablation to improve the efficiency of attitude control, but also reduce the fuel consumption of jet control by using moving mass control. The simulation results indicate that the designed control law can meet the speediness and robustness requirements of the long-range maneuverable warhead controlled by the single moving mass and reaction jet. This measure can also eliminate the on-off chattering effectively.

The new control mode solves some engineering problems of long-range reentry maneuverable warhead controlled by only one actuator. The control mode has a promising prospect in engineering practice.

The paper provides a new control mode and a combination control strategy, and designs an effective control law.

This monograph progresses from a consideration of definitional issues to the development of a conceptual model for marketing‐logistics interaction and finally to a discussion of the issues of implementation of the model within the context of marketing strategy. Thus, following an introduction, Part II begins with definition of the field and examines the position of physical distribution in relation to marketing. Part III discusses the relationship of physical distribution and macro‐marketing, and is thus concerned about the social, aggregative goals of logistics systems, including the costs of distribution. Part IV continues this argument, examining specifically the influence of physical distribution on channel structure. Part V then focuses on the assumptions underlying the customer service function, asking how physical distribution can influence final demand in the market place. Part VI presents a conceptual model of marketing‐logistics demand stimulation. The operational issues concerned with its implementation are shown in Part VII; and a summary of the relevant points is presented in Part VIII. The concern has been not with presenting either new computational models nor empirical data but with presenting a new perspective on the marketing‐logistics interface. There is a need to reduce the barriers between these fields and to present more useful ways for co‐operation.