Focuses on ways in which channel co‐operation and co‐ordination can be improved and unnecessary dysfunctional conflict reduced. Maintains that the purpose herein is to provide a better understanding of power relationships in marketing channels so that the likelihood of positive outcomes is increased, as this insight is important for both the systems and independent perspectives. Purports that power is the vehicle by which the range of variability in channel behaviour is limited, and a measure of predictability and dependability is established. Sums up that power has been acknowledged as a means by which the conduct of the channel members can be co‐ordinated so as to achieve a higher level of channel efficiency. Proposes that a framework has been presented which serves as a guide to the marketer in outlining the responses, which may ensue from the exercise of power.

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