Channel conflict occurs when manufacturers (brands) disintermediate their channel partners,

such as distributors, retailers, dealers, and sales representatives, by selling their products direct
to consumers through general marketing methods and/or over the internet through eCommerce.

Some manufacturers want their brands to capture the power of the internet but do not want to
create conflict with their other distribution channels, as these partners are necessary and viable
for any manufacturer to maintain and gain success. The Census Bureau of the U.S. Department
of Commerce reported that online sales in 2005 grew 24.6 percent over 2004 to reach 86.3
billion dollars[1]. By comparison, total retail sales in 2005 grew 7.2 percent from 2004[1]. These
impressive numbers are attractive to manufacturers, however they have not been able to
participate in these sales without harming their channel relationships.

According to Forrester Research and Gartner, despite the rapid growth of online commerce, an
estimated 90 percent of manufacturers do not sell online and 66 percent identified channel
conflict as their single biggest issue hindering online sales efforts[citation needed].However, results from
a survey show that click-and-mortar businesses have an 80% greater chance of sustaining a
business model during a three-year period than those operating just in one of the two channels.
Among others, the reach will be enhanced by creating another selling channel. Nowadays, E-
commerce wins in popularity as second distribution channel, because of the low overhead
expenses and communication costs. Their advantage is at the same time their disadvantage,
since consumers can communicate less expensive and more easily with each other too.
Therefore, price and product differentiation is getting tougher than ever.[2]

Channel conflict can also occur when there has been over production. This results in a surplus of
products in the market place. Newer versions of products, changes in trends, insolvency of
wholesalers and retailers and the distribution of damages goods also affect channel conflict. In
this connection, a company's stock clearance strategy is of importance. To avoid a channel
conflict in a click-and-mortar, it is of great importance that both channels are fully integrated from
all points of view. Herewith, possible confusion with customers is excluded and an extra channel
can create business advantages.[3][4][5][6]
CHAPTER 4 ; Study of selected research problem

4.1 statement of research problem

4.2 statement of research objective
4.3 research design and methodology
4.4 analysis of data
4.5 summary of findings

CHAPTER 5 ; summary and conclusion

5.1 summary of learning experience

5.2 observation and recommendations

APPENDIX

BIBLIOGAPHY
GENERAL INTRODUCTION

A banker or bank is a financial institution that acts as a payment agent for

Customers, and borrows and lends money. In some countries as
GERMANY and JAPEN banks are the primary of owners of industrial
Corporations while in other countries such as the US banks are prohibited
Form owning non-financial companies.

Banks act as payments agents by conducting current accounts for customer,

Paying cheques drawn by customer on the bank and collecting cheques
Deposited to customer current accounts. Bank also enable customer
Payment methods such as telegraphic transfer, EFTPOS, and ATM

Banks borrow money by accepting funds deposited on current accounts

Accepting terms deposited and by issuing debt securities such as banknotes
And bonds. Bank lend money by making advances to customer on current
Account by making installment loans, and investing in marketable debt
Securities and other forms of lending.

Banks provide almost all payment services, and a bank account is considered
Indispensable by most businesses, individuals and government. Non-banks that
Provide payment services such as remittance companies are not normally
Considered an adequate substitute for having a bank accounts.

Banks borrow most funds borrowed from households non-financial business,

And lend most funds lent to household and non-financial business but non-bank
Lender provide a significance and in many cases adequate substitute for loans
And money market funds, cash management trusts and non-bank financial
Institution in many cases provide an adequate substitute to bank for lending
Savings to.
INDUSTRY PROFILE ;

A. ORIGEN AND DEVELOPMENT OF THE

INDYUSTRY

As of early 2007 commercial banks in the US had total assets of $9,700 billion
And total liabilities of $8,900 billion. Almost 90% of each were due to domestically
Chartered institution.

The ten largest bank control assets. With the exception of HSBC, all of the top ten are
Entirely US owned institutions.

2006 saw feverish M&A activity in the US with a total deal values of $1,500
Billion; activity in EUROPE was also intense. While private equity firms are
Increasingly involved, money center banks are still generating substantial revenues
Through these deals.

The regulatory framework for large banks is due to change with Basel II compliance
Llkely to demand greater capital reserves and increase cost. As banks grow larger, the
Requirement that none should hold more than 10% of the nations deposited is being seen
as restrictive. The fate of this federal cap on deposited may affects banks and inorganic
Growth.

Ctigroup, Deutsche bank, bank of America and HSBC holdings are all leading players
In this secter. They are continuing to adjust their financial product portfolio to client
Demand, with assets based loans for example showing a rapid increase in popularity.
M&A is a common strategy for player to expend, especially into lucrative overseas
Growth market.
INDEX

CHAPTER 1; Introduction

1.1 General introduction

1.2 Objective of the study

1.3 Industry profile
a. origin & Development
b. Growth and present status of the industry
c. Future of the Industry

CHAPTER 2 ; Profile of the organization

2.1 Origin of the organization

2.2 Growth & Development of the organization
2.3 Present statues of the organization
2.4 Future plans of the organization
2.5 Functional department of the organization
2.6 Organization Structure and organization chart
2.7 Product and service profile of the organization
2.8 Market profile of the organization

CHAPTER 3 ; Discussion on Training

3.1 Students work profile

3.2 Description of live Experience
3.3 Students contribution to organization