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More and more companies become multi-channel operators (Ganesh, 2004; Coelho et al., 2003). Adopting a multichannel strategy has become a must-be for companies to have different advantages that include: increased reach (Moriarty & Moran, 1990), maximized profits (Montoya-Weiss, Voss, & Grewal, 2003), increased customers' exposure and access to a marketer's offerings (Rangaswamy & Van Bruggen, 2005), increased sales volume (Kumar & Venkatesan, 2005), and increased market presence (Sharma & Mehrotra, 2007). The payoff of such advantages, however, can be highly affected due to the appearance of the so-called ‘channel conflict’ leading to decreased sales. Due to their crucial effect on organizations, issues related to channel management and channel conflict became the topic of a large number of research articles. The majority of these articles, however, followed a qualitative approach in which no robust quantitative model that support decision making was developed and, furthermore, the majority of research related to multichannel strategy has been focusing on the overall strategy (e.g., Myers, Pickersgill, & Van Metre, 2004; Stone, Hobbs, & Khaleeli, 2002; Payne & Frow, 2004). This section sheds the light on some of the cited work related to channel conflict.