OMNICANALIDADE NA DISTRIBUIÇÃO B2B: MITIGANDO CONFLITOS ENTRE VENDA DIRETA, E-COMMERCE E REPRESENTANTES
REGISTRO DOI: 10.69849/revistaft/dt10202602072010
Alcides Brandão dos Santos Júnior
SUMMARY
Digital transformation has reconfigured distribution channels in the B2B context, intensifying the adoption of e-commerce by manufacturers and increasing conflicts with sales representatives. These conflicts arise mainly from functional overlap and perceptions of disintermediation. This study analyzes how omnichannel strategies can be applied in B2B distribution without eliminating the sales representative channel, proposing hybrid models in which the representative acts as a consultative and logistical link. Methodologically, this is a qualitative study, theoretical and analytical in nature, based on a literature review. The results indicate that strategic channel integration and coordination mechanisms mitigate conflicts and preserve the value of the human channel.
Keywords: Omnichannel; B2B distribution; Interchannel conflict; Sales representatives; Hybrid models.
RESUMO
A transformação digital tem reconfigurado os canais de distribuição no contexto B2B, intensificando a adoção do e-commerce pela indústria e ampliando conflitos com representantes comerciais. Esses conflitos decorrem, sobretudo, da sobreposição de funções e da percepção de desintermediação. Este estudo analisa como a omnicanalidade pode ser aplicada na distribuição B2B sem eliminar o canal de representação, propondo modelos híbridos nos quais o representante atua como elo consultivo e logístico. Metodologicamente, trata-se de uma pesquisa qualitativa, de natureza teórica e analítica, baseada em revisão da literatura. Os resultados indicam que a integração estratégica dos canais e mecanismos de coordenação mitigam conflitos e preservam o valor do canal humano.
Palavras-chave: Omnicanalidade; Distribuição B2B; Conflitos intercanal; Representantes comerciais; Modelos híbridos.
1. INTRODUCTION
The intensification of digital transformation in recent decades has caused profound structural changes in how organizations conceive and manage their distribution channels, especially in the B2B context. The incorporation of digital technologies into commercial processes has expanded touchpoints between firms and organizational customers, altering the dynamics of interactions and the traditional logic of channel coordination.
In this scenario, omnichannel emerges as a strategic response to the limitations of multichannel models, which are characterized by parallel, weakly integrated channel operations. Unlike this approach, omnichannel assumes the combination of processes and the joint and cooperative action of channels, to provide an integrated customer experience and greater operational efficiency for organizations (KAUTNICK, 2021). Although widely explored in B2C retail, its application in the B2B environment presents specific challenges related to the complexity of negotiations, purchase recurrence, and the centrality of interpersonal relationships in decision-making.
The adoption of e-commerce by manufacturers, however, creates a setting of disputes in the interchange environment, since conflicts emerge from power relations and social dynamics established among the different agents involved (LOURENÇO, 2019). In the Brazilian context, these problems are exacerbated by the absence of clear governance mechanisms and the fragmented implementation of digital strategies. When governance mechanisms are lacking, process integration fails to occur, compromising supply chain management, the coordination of logistics operations, and the strengthening of partnerships with customers and intermediaries (CHAVES; BUZOLI, 2020).
Given this context, this study aims to understand how omnichannel can be used as a strategy of integration—rather than disruption—of B2B distribution channels, preserving and re-signifying the role of sales representatives in digital environments.
2. THEORETICAL BACKGROUND
The evolution of marketing channels is directly associated with advances in digital technologies and the increasing complexity of the buying journey. With the popularization of the internet, the traditional model began to be questioned, as customers started to access organizations and their products through multiple digital interfaces, expanding interaction possibilities throughout the buying process (REIS, 2021).
In this context, the literature distinguishes the multichannel model from the omnichannel model. In multichannel, channels operate in parallel with limited integration, allowing customers to purchase products through different channels, which can lead to duplicated processes, operational inconsistencies, and failures in customer experience (LIMA et al., 2025). Omnichannel, in turn, assumes integration and systemic synchronization between physical and digital channels, focusing on unified management of customer experience and the coordination of interactions across the buying journey (KAUTNICK, 2021).
E-commerce is characterized by high dynamism, as it is a channel subject to rapid technological and behavioral changes, requiring organizations to constantly adapt in managing interactions with online consumers (FRANCO, 2019; CHAVES; BUZOLI, 2020; STETTINER et al., 2020). This environment becomes even more complex in the B2B context, in which interpersonal relationships and technical knowledge play a central role in purchase decisions. Thus, the literature points to the need to redefine the roles of intermediaries and sales representatives, shifting the focus from exclusively transactional activities to consultative and relational functions, in an environment where the customer is more informed, empowered, and demanding.
3. METHODOLOGY
This study is characterized as qualitative research, with a theoretical and analytical approach, grounded in a narrative and analytical review of literature. This methodological design was chosen due to the objective of the work, which is to discuss, integrate, and reinterpret consolidated theoretical and empirical contributions on omnichannel, interchannel conflict, and the management of distribution channels in the B2B context.
The methodological procedures involved surveying, selecting, and critically analyzing scientific articles, dissertations, and national and international academic works, with an emphasis on studies published between 2015 and 2023. The selection of sources considered criteria of thematic relevance, adherence to the B2B distribution context, and conceptual contribution to the study’s analytical axes.
The analysis of the material was carried out through systematic reading and thematic categorization, enabling the organization of content into two central axes: omnichannel, e-commerce, and interchannel conflicts in B2B distribution; and coordination mechanisms and conflict mitigation. This approach enabled the construction of a progressive argument, coherent with the research problem and aligned with the proposed framework.
4. ANALYSES AND DISCUSSION
Analyzing omnichannel in the context of B2B distribution requires understanding that channel digitalization does not merely represent the introduction of new sales technologies, but a structural transformation in the logic of coordination among manufacturers, intermediaries, and organizational customers.
4.1. Omnichannel, e-commerce, and channel conflicts in B2B distribution
The introduction of e-commerce in the B2B context has led to a significant reconfiguration of distribution channels, especially in relationships established among manufacturers, sales representatives, and distributors. The adoption of digital channels in business-to-business commerce has expanded markedly, becoming a recurrent practice in most organizations. Studies on the effectiveness of sales channels conducted in the United States indicate that digital channels rank among the most efficient for conducting B2B transactions, outperforming, in several contexts, traditional commercialization models (ABE, 2022; apud HARRISON et al., 2021).
However, the literature indicates that, in the context of digital transformation, the introduction of e-commerce has intensified interchannel conflicts, particularly in structures where multiple channels coexist without strategic coordination. The multiplicity of channels within a single distribution structure is a structural factor that favors the emergence of conflicts among the agents involved, especially when there is functional overlap and implicit role redefinition (LOURENÇO, 2019). From this perspective, fragmented digitalization—implemented without clear coordination rules—tends to increase interchannel tensions due to perceptions of sales cannibalization and loss of power by traditional intermediaries, since manufacturers’ investment in e-commerce directly affects historical partners such as retailers and sales representatives (RAMOS, 2019).
On the other hand, empirical evidence shows that adopting digital channels in B2B companies can generate efficiency gains and revenue growth, provided it is supported by clear governance and integration mechanisms. (Abe, 2022) notes that, in cases where the digital channel was implemented without redefining the roles of the sales force, negative effects emerged, such as sales cannibalization and reduced engagement by sales representatives. This finding reinforces that conflict does not stem from the existence of e-commerce itself, but from how it is articulated with traditional channels.
In this context, recent literature converges on the defense of hybrid omnichannel models, in which channels do not compete with one another but instead play complementary roles along the organizational customer’s buying journey. Kautnick (2021) suggests that omnichannel, by assuming the integration of processes, information, and strategic objectives, overcomes the fragmented logic of multichannel, in which demand forecasting and pattern analysis occur in isolation, without a systemic view of the commercial process.
Under this logic, Germiniano (2019) finds that hybrid sales structures—combining outside sales, inside sales, and digital channels—tend to achieve better results when channels are allocated according to the customer’s level of complexity. Customers with less complex demands migrated more efficiently to digital channels, while strategic customers remained dependent on consultative in-person service, highlighting the need for channel segmentation and coordination. Thus, hybrid channel structures, associated with virtual relationship management and the use of automation and business intelligence technologies, become part of the sales process, reinforcing the omnichannel logic as an alternative to integrate direct sales, e-commerce, and the role of sales representatives.
The B2B2C model emerges in this scenario as a strategically relevant alternative for operationalizing these hybrid arrangements. Ramos (2019) shows that this format enables manufacturers to operate e-commerce without breaking with traditional channels, by keeping distributors and sales representatives as fundamental links in delivery, after-sales service, and relationship management with the end customer. However, the author also highlights that the adoption of omnichannel practices may occur partially, resulting in hybrid structures that still do not fully achieve the integration required by the omnichannel model.
According to Ramos (2019), isolated initiatives aimed at improving customer experience and promoting harmonious coexistence among channels represent important advances, but they are not sufficient to consolidate omnichannel. Effective transition requires personalization of service based on detailed mapping of customer interactions across different touchpoints, as well as the intensive use of data science to transform information into strategic decision-making inputs. The absence of these elements keeps the organization at an intermediate stage of hybrid omnichannel, in which interchannel conflicts may be mitigated, but not fully eliminated.
Therefore, the analyzed findings support the notion that omnichannel in B2B does not eliminate the representative channel, but re-signifies it. The sales representative ceases to act exclusively as a transactional agent and begins to perform higher value-added functions integrated into the digital ecosystem. Hybrid omnichannel models, therefore, are configured as strategic mechanisms for integrating direct sales, e-commerce, and traditional channels, contributing to the mitigation of interchannel conflicts and to the long-term sustainability of distribution strategies.
4.2. Coordination mechanisms and conflict mitigation
Specialized literature converges in stating that omnichannel represents a strategic advance over multichannel precisely because of its ability to integrate, coordinate, and synchronize different sales channels. In this sense, Vieira (2022) defines omnichannel as the unification of channels through integrated systems capable of delivering a continuous and consistent customer experience, while preserving operational integrity and strengthening relationships with the brand. This integration reduces information asymmetries among channels and creates structural foundations for mitigating interchannel conflicts.
However, omnichannel should not be understood merely as a technological solution. It is a complex and dynamic organizational strategy that requires a prior diagnosis of the critical knowledge needed for its implementation. Vieira (2022) notes that, despite the growing adoption of omnichannel, practical guidance on how to achieve full channel integration remains scarce, which reinforces the complexity of the phenomenon and explains the persistence of conflicts even in digitalized environments. Thus, the absence of strategic coordination tends to turn digitalization into a factor that intensifies—rather than reduces—conflicts.
From this perspective, the distinction between multichannel and omnichannel becomes central to analyzing conflicts. While multichannel operates with relatively autonomous channels, omnichannel assumes centralized operational control, clear rules, and coordinated flexibility, allowing customers to move across channels without disruption (VIEIRA, 2022; apud SOUSA et al., 2021). This coordination benefits not only customer experience but also internal alignment among manufacturers, sales representatives, and digital channels.
Mitigating interchannel conflicts therefore depends on adopting formal and informal coordination mechanisms. Complementarily, Ramos (2019) argues that introducing e-commerce requires deliberate strategic action to avoid conflicts with traditional partners such as sales representatives and retailers. According to the author, the digital channel should be conceived as complementary to existing channels, not as a substitute, in order to preserve the sustainability of the commercial ecosystem built over time. The absence of this integrative logic tends to weaken historical relationships and intensify internal resistance.
From a relational standpoint, the growing complexity of customer relationships also pressures organizations to reassess their coordination models. Germiniano (2019) notes that the evolution of sales channels, driven by digitalization, requires new organizational arrangements capable of balancing operational efficiency and consultative relationship management, especially in the B2B context.
Technology, although essential, is not sufficient to mitigate conflicts if it is not accompanied by cultural and organizational changes. Vieira (2022) highlights the integration of individual and organizational knowledge for knowledge management as critical knowledge for omnichannel, because it ensures that all channels, through systems, share consistent data on customers, orders, and purchase history. This informational transparency reduces internal disputes and favors coordinated decision-making.
In summary, the literature analyzed converges on the understanding that mitigating interchannel conflicts in B2B omnichannel depends on manufacturers’ action. Omnichannel, when supported by effective coordination mechanisms, ceases to be a source of conflict and becomes a driver of efficiency, cooperation, and shared value creation.
5. FINAL CONSIDERATIONS
The analysis developed throughout this study showed that omnichannel, when strategically designed, does not represent an inevitable threat to traditional sales representative channels in B2B distribution, but rather an opportunity for structural reorganization of commercial functions and for strengthening interchannel coordination. The results of the theoretical analysis demonstrate that conflicts among direct sales, e-commerce, and sales representatives do not arise from digitalization itself, but from how digital channels are incorporated into existing structures—especially when such incorporation occurs without a clear redefinition of roles, without governance rules, and without integrated coordination mechanisms. As argued by Lourenço (2019), functional overlap and the implicit redistribution of power are central factors in intensifying interchannel tensions.
From a theoretical standpoint, the study contributes by reinforcing the understanding of omnichannel as a relational coordination model, shifting the debate from the logic of disintermediation to the logic of qualified reintermediation. From this perspective, omnichannel in B2B does not eliminate the human channel, but re-signifies it within hybrid arrangements that combine digital efficiency and consultative relationship management.
From a managerial standpoint, hybrid omnichannel models—such as B2B2C structures and commission policies aligned with channel integration—contribute significantly to mitigating interchannel conflicts and increasing sales force engagement (RAMOS, 2019). Additionally, the findings corroborate the view that successful omnichannel execution requires high analytical capability and integration across channels. Chaves and Buzoli (2020) emphasize that omnichannel management is complex and requires continuous improvement of organizations’ analytical capacity, since all channels must operate in an integrated, simple, and synchronized manner.
Despite its contributions, the study faced relevant limitations, especially regarding the scarcity of research specifically focused on omnichannel in hybrid models in the B2B context.
It is concluded that omnichannel, when conceived as an integration and coordination strategy, constitutes a relevant driver of efficiency, cooperation, and shared value creation in B2B distribution, enabling manufacturers to advance digitalization without breaking with traditional channels, but strengthening them within a systemic and long-term sustainable logic.
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