Analyzing price and product strategies with a comprehensive system dynamics model—A case study from the capital goods industry

Price reductions and/or product enhancements are widely seen as appropriate ways to increase market share. However, the key findings of this analysis demonstrate the opposite: decreases in price combined with product enhancements can lead to substantial loss in sales revenue and, ultimately, profit. The discussion draws on findings from a comprehensive system dynamics model, which has been developed in a major company in the capital goods industry. The purpose of this research is to analyze the price and product strategies in the capital goods industry. In the case company, testing intuitive beliefs with the help of a formal system dynamics model proved to be beneficial in the strategic decision-making process. The model had a significant impact on the case company, especially when challenging basic assumptions about mechanisms of markets and competition.     

Online shoppers' response to price comparison sites

Customers' perceptions of price differ in the online environment due to the presence of price comparison sites. The purpose of this study is to examine how price comparison sites affect price and value perceptions of online shoppers across different product types and price consciousness levels of online shoppers. The results of the study indicate that the price information provided by an online price comparison site influences online shoppers' perceptions of internal reference prices. However, the influence of a price comparison site on value perception differs according to product type. As evidenced by the significant interaction effect between product type and price comparison site information, the presence of price comparison sites increases both transaction and acquisition value perceptions for the non-look-and-feel product category (e.g., notebook computers), but not for the look-and-feel product category (e.g., jeans). Contrary to the expectation, online shoppers' price consciousness influences their price and value perceptions independently of price comparison site information.     

Competitive product lines with quality constraints

Competing firms often use product lines to screen different types of customers. Examples include, in general markets, product lines that screen the purchasing ability or preference for quality; in credit markets, product lines that screen the risk of the projects with different collateral; in insurance markets, product lines that screen the risk of accident with different coverage; and in labor markets, wage schedules that screen the employees’ abilities with different education levels. In some of these markets there can be some natural quality constraints: a maximum available quality in general markets, no negative collateral in credit markets; coverage not above 100% in insurance markets; minimum education level in labor markets. We present sufficient conditions for the existence of a pure strategies equilibrium (in such markets) under differentiation and a continuous distribution of customer types. We show that the equilibrium exists if there is a sufficiently high degree of differentiation among firms. Furthermore, we show that this equilibrium involves, under certain general conditions, pooling of customer types at the top and at the bottom of the distribution of customer types. The middle types may still be screened by the firms.

中国经济增长中的价格低估与“隐性”虚增问题研究

很多研究试图解释中国统计数据的虚增问题,但是研究结果与官方数据差异不大,因此认为中国经济的高速增长是符合实际的。本文认为,中国数据虚增的问题在于价格水平被低估。假定中国1997年来税制无根本性变动,本文通过研究税收变化与物价关系发现中国物价被低估,这说明中国真实产出被高估。物价高涨造成了财政收入与名义产出一致这一假象以及真实实际收入提高缓慢这一现实,因为财政收入与名义产出相关,而真实收入与实际产出相关。这点说明中国对产出的虚增已经从传统上直接虚报产出演变为出于“价格维稳”目的、通过低估价格而虚增实际产出,从而导致官方真实产出数据与现实脱节。     

Managing product safety of imported Chinese goods

While recent recalls and scares have focused greatly on Chinese manufactured toys and foodstuffs, the issue of product safety extends to a wide variety of Chinese-produced goods. The supply chain in China is characterized by cost pressures and quality fade, multiple levels of outsourcing often involving small producers, a large number of counterfeit goods, Chinese cleverness at evading detection, and poor product safety surveillance by both the Chinese and U.S. governments. While some of these characteristics are present in other developing economies, few countries—save China—face all of these issues. To best counteract these forces, companies which outsource goods from China need a well-defined strategy to improve product safety. This strategy should encompass the practices of developing an organizational unit responsible for product safety, securing greater control over raw material sourcing in China, using extreme care in choosing Chinese subcontractors, conducting continuous product testing by multiple parties, being especially vigilant for counterfeits, and improving product traceability. Toward the end of ensuring items which meet quality standards, product safety auditing allows firms to assess their management of product safety of Chinese-made goods.     

Managing price expectations through product overlap

How should a retailer think about the decision to carry, price, and promote products that overlap with another store when such overlap is predicted to intensify price competition and drive down product prices? The existing research suggests that retailers should look to carry an ever-increasing percentage of unique or non-overlapping products [J. Marketing 61 (1997) 38; Marketing Sci. 19 (2000) 83], thereby eliminating the ability to compare prices across stores.We challenge this recommendation, arguing that overlapping products allow one type of retailer—the higher end retailer—to signal the fairness of its prices and foster a more favorable price image than might otherwise exist. In a laboratory study, we show that, for higher end stores, the existence of overlapping products can significantly increase perceptions of pricing fairness and subsequent store choice, even when those overlapping products are no cheaper in the focal store than in a competing store.     

Product differentiation under imperfect information: When does offering a lower quality pay?

In this paper, we extend the Varian (1980) model to examine endogenous quality differentiation by firms, with a particular emphasis on the interplay between the firms’ product quality decisions and the ensuing price rivalry. Specifically, we assume that the price-sensitive (or informed) consumers hold a lower valuation for product quality than the brand-loyal (or uninformed) consumers. It is shown that the firms will choose differentiated qualities for a broad class of consumer utility functions and production technologies. We obtain two results. First, the equilibrium quality choices are efficient as they are also the welfare-maximizing qualities chosen by a social planner. The equilibrium qualities are as if one firm serves only its loyal consumers and the other serves only the price-sensitive consumers, even though they each serve both types of consumers (at least for some fraction of time). Second, the firm choosing the lower quality makes greater profits and also prices more aggressively, in the sense that it maintains a lower maximum price and offers discounts more often. The lower-quality product is more profitable because it yields higher social surplus when consumed by the price-sensitive consumers.

Combining value and price to make purchase decisions in business markets

The authors investigate how purchasing managers combine information about product offerings' values and prices to make purchase decisions. The results of two field studies show that managers do not regard monetarily-equivalent changes in value and price to be the same. Using reference-dependent theory, the authors show that, rather than a single utility function, separate functions for value and price appear to underlie purchasing managers' decisions. The authors also address means of inducing managers to choose higher-valued, higher-priced product offerings.     

Principles involving marketing policies: An empirical assessment

We examined nine marketing textbooks, published since 1927, to see if they contained useful marketing principles. Four doctoral students found 566 normative statements about pricing, product, place, or promotion in these texts. None of these statements were supported by empirical evidence. Four raters agreed on only twenty of these 566 statements as providing meaningful principles. Twenty marketing professors rated whether the twenty meaningful principles were correct, supported by empirical evidence, useful, or surprising. None met all the criteria. Nine were judged to be nearly as correct when their wording was reversed.The authors thank the many people who commented on early drafts, including Eileen Bridges, Fred Collopy, Douglas Dalrymple, Alan Dubinsky, Andrew Ehrenberg, Jonathan Freeman, Raymond Hubbard, William Perreault, William Ross, Steven Schnaars, and Gerald Zaltman. Jennifer L. Armstrong, Gina Bloom, and Phan Lam provided editorial assistance.     

Technology revenue management system for customer groups in hotels

This paper discusses revenue management; a technique that focuses on decision making that will maximize profit from the sale of perishable inventory units. New technologies management plays an important role in the development of revenue management techniques. Each new advancement in technology management leads to more sophisticated revenue business capabilities. Today decision support revenue management systems and technologies management are crucial factors for the success of businesses in service industries. This paper addresses the specific case of customer groups in hotels. This paper introduces a new decision support system that sets the revenue maximization criteria for a hotel. The aforementioned system includes a set of demand forecasting methods for customers and addresses a general case considering individual guests and customer groups. The system also incorporates deterministic and stochastic mathematical programming models that help to make the best decisions. The actual revenue depends upon which reservation system the hotel uses. A simulation engine makes a comparison between different heuristics of room inventory control: the results include performance indexes such as occupancy rate, efficiency rate, and yield; it compares results and chooses one of them. The system proves its suitability for actual cases by testing against actual data and thus becoming an innovative and efficient tool in the management of hotels' reservation systems.     

The role of accounting information in revenue management

Revenue management (RM) uses differential pricing and other techniques to manage customer demand for a company's products and services. It judiciously trades off yield and spoilage, and brings rational approaches to pricing for goods and services with a limited shelf life. Because many types of businesses find that growing revenue has a disproportionate impact on operating profits, firms that know and manage their customer base often achieve better bottom-line results by growing revenue rather than by cost-cutting. Initially developed as a marketing tool for pricing airline tickets, today's numerous RM applications can benefit from accounting tools that help assess whether applications will enhance operating profit and monitor their success in doing so. Knowledge of a firm's cost structure, operating leverage in particular, and when to treat RM adjustments as special orders, are the principal accounting lynchpins. Opportunity cost variances and insights from the theory of constraints contribute to effective revenue management/profit enhancement programs. Use of proper accounting information and analytic techniques can help a tolerated union of necessity between RM programs and firm strategy become a desirable marriage of mutual choice.     

Key influencers and inhibitors on adoption of the Internet for banking

The focus on new technologies in service situations is growing and is of particular importance in financial services contexts. It is argued that there is mutuality of benefit for both bank and customer through the adoption of self-service technologies (SSTs), of which e-banking is but one example. While the economic imperative for banks’ adoption of e-banking solutions is clear, the value proposition for the customer can be less evident. It is proposed that the value proposition on offer through e-banking could be better conveyed to customers were banks to have a greater understanding of the appropriateness of the on-line medium for products as they varied according to complexity level. This paper reports on a study which examined customer-stated propensity to purchase financial products on-line at varying levels of complexity. Findings underline the importance for banks to achieve a customer-oriented balance between face-to-face relationship-managed activity and online enablement and to understand now this balance varies according to customer and complexity of product. Strategic marketing implications for the case bank are discussed.     

Disruptive framing in value creation and price setting: Transforming value with strategic frames of reference

Framing in business is frequently found in the digital economy with dramatic and innovative new products and disruptive value propositions. However, framing in business is not an exclusively digital economic strategy. Creating or revising frames of reference, value propositions, and pricing based on either new or newly framed offerings is a basic strategy skill that brings new differential value creation to customers and new price-setting models to firms. In this article, I define framing and explain its influence on managerial cognition as well as its application to value-based marketing and price setting. Using economic value theory and behavioral economics, I propose steps managers and decision makers can take in an effort to achieve framing innovation as a way to leverage the disruptive competitive advantages that flow from strategic frames of reference in the marketplace.     

利率市场化效应与我国商业银行的应对策略研究

利率市场化改革将从根本上改变商业银行业已习惯了的资金价格决定机制和变动规律,从而对商业银行外部环境和内部经营管理模式产生深层次的影响,使商业银行传统的经营机制、竞争机制和赢利模式受到冲击和挑战,整体的风险水平大幅度提高.为此,商业银行只有及早转换经营理念,调整经营战略,理顺管理体制,改进风险管理,加快金融创新,才能培育新的竞争优势,保持持续发展.