The Marketing Channel: Who Should Lead this Extra-corporate Organization?

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Abstract
Corporate organization and activities extend beyond conventional ownership limits in a variety of ways. The marketing channel, for example, exerts substantial influence on the firm's internal activities. Organization structure and processes in the corporation information and control systems are affected by channel considerations. Arguments have been raised against attempts by one channel member to direct the efforts of all or part of an interorganizational vertical network. However, most scholars are believed to support the view that some form and degree of leadership is desirable and, at any rate, manifest in many day-to-day exchange activities. This article asks three important questions: Who has the ability to lead channels? Who is in the best position to do so? Who should lead?

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