This study investigates the reasons which lead the companies to keep simultaneous vertical integrated, third part and hybrid distribution channels. Companies establish different coordination structures, the organizational arrangements, which determine how the agents involved cooperate to the development of distribution activities, according to Transaction Cost Economics and Dynamic Competence. Even choosing different distribution channels, why the company does not establish one single organizational arrangement? What factors may justify the establishment of different arrangements? Possible explanations to those questions have been pointed out in multiple distribution channels. The empirical research indicates that firms establish multiple efficient equilibrium, to take advantage of the better of each one, by minimum coordination cost. The results are specific to distribution activities, but the analysis may be replicable to other activities within the firm, regarding to its coordination.