The primary purpose of this study is to enhance the understanding of the impact of distribution channel conflicts on the channel efficiency, which has hitherto received little attention in distribution channel literature. Although 'channel conflict' as a construct is fairly well researched and its relationship with channel efficiency is explored to some extent, yet the moderating effect of the conflict resolution strategies on the channel efficiency is largely absent in the channel literature. From a behavioral science perspective, the article models the channel conflict-efficiency relationship, for three different types of conflict resolution methods-problem solving, bargaining and politics, in the context of asymmetric power relationships. The managerial implications of these conceptual models lie in making organizations (channel captains), dealing with their channel partners, foresee the possible impacts of their adopted conflict resolution strategies, on their channel efficiency and accordingly maximize returns on the channel investments.