In 2007, the chairman of Supor Group led the company in a new venture in the sanitary ware industry. Supor Group was the first listed company in the Chinese cookware market, and Supor Sanitary Ware Co., Ltd. (Supor) was Supor Group’s most important industry. Supor established three production bases in Zhejiang and Shenyang, China. Its marketing channels included brand agents and direct-sale stores. The company also opened an online flagship store on Tmall, a Chinese-language website for business-to-consumer online retail. Since its performance on Tmall was poor, the company outsourced this channel to Company X. However, this led to channel conflict between online and offline channels. How could Supor Group resolve the conflict, improve channel performance, and achieve channel synergy?

In 2007, the chairman of Supor Group led the company in a new venture in the sanitary ware industry. Supor Group was the first listed company in the Chinese cookware market, and Supor Sanitary Ware Co., Ltd. (Supor) was Supor Group's most important industry. Supor established three production bases in Zhejiang and Shenyang, China. Its marketing channels included brand agents and direct-sale stores. The company also opened an online flagship store on Tmall, a Chinese-language website for business-to-consumer online retail. Since its performance on Tmall was poor, the company outsourced this channel to Company X. However, this led to channel conflict between online and offline channels. How could Supor Group resolve the conflict, improve channel performance, and achieve channel synergy?