VERTICAL RESTRAINTS UNDER ASYMMETRIC INFORMATION: ON THE ROLE OF PARTICIPATION CONSTRAINTS*

The impact on vertical contracting of a type‐dependent reservation utility is investigated within a sequential monopolies environment with asymmetric information. The welfare and private properties of contracts controlling both the retail price and the sales level are compared with those restricting only sales. When firms choose contracts non‐cooperatively, retail price restrictions are desirable for the upstream supplier although detrimental to consumers, whenever the retailer reservation utility has a relevant impact on optimal contracts. If this impact is relatively weak and contracts are chosen cooperatively, vertical price control fails to maximize firms' joint‐profit although it would be beneficial to consumers.     

Revenue Sharing and Vertical Control in the Video Rental Industry

Revenue sharing contracts, in which retailers pay a royalty on sales to their suppliers, are now widely used in the video rental industry. We show that revenue sharing is valuable in vertically separated industries in which demand is either stochastic (unpredictable) or variable (e.g., systematically declining), downstream inventory is chosen before demand is realized and downstream firms engage in intrabrand competition. Unlike two-part tariffs, revenue sharing achieves the first best outcome by softening retail price competition without distorting retailers' inventory decisions. Our theories are also consistent with trends in prices and availability following retailers' adoption of revenue sharing contracts.     

A descriptive model of the trade-show budgeting decision process

Spending decisions for industrial trade shows are studied here. A discriminant analysis procedure identifies those factors that separate products that use trade shows from those that do not. The product category, fraction of sales made to order, industry sales level, importance of the product to the customer, and purchase frequency were found to be most instrumental. Another model evaluates the level of spending for products that use trade shows. The sales of the product and stage in the life cycle are shown to be most important in the budget-setting process. The potential use of these results for industrial communications and promotional planning and evaluation decisions is discussed.     

Forecasting Sales of New Contingent Products: An Application to the Compact Disc Market

Estimating the sales potential of new products before an actual launch is a major problem confronting marketing and new products managers. Several modeling efforts for both new durable products and consumer package goods have been reported. An area which has received little explicit treatment, however, is that of new contingent product sales. A specific case of such products is the close relationship between software (consumables or accessory items subject to repeat purchase), and hardware (the original durable good required for use of the software). Examples of this relationship include video cassette recorders and VCR tapes; microcomputers and floppy diskettes; and cameras and photographic film. In this article Barry Bayus discusses a practical method for estimating hardware and software sales of such products. Effects due to different market segment behaviors, pricing, awareness levels, and purchase intentions are incorporated into the model. Results from a study of the compact disc prerecorded audio market by RCAlAriola are presented in order to illustrate how the model can be applied and how the results are useful in making managerial decisions.     

Distribution contracts to support optimal inventory holdings under demand uncertainty

When suppliers produce products for which demand is uncertain, they face a problem of inducing downstream distributors to stock inventory levels that the suppliers prefer. This paper considers a wide array of alternative supply contracts, each of which consists of a mixture of constant per-unit wholesale prices, buy-back arrangements, and post sale payments contingent on sales made, such as revenue sharing or buybacks. We show that linear supply contracts specifying any combination of two of these three instruments can implement the vertical integrated outcome for a monopoly, thereby generating the supplier's preferred inventory configuration and price distribution. We extend our results to differentiated product oligopoly, demonstrating that each supplier obtains its preferred inventory configuration and price distribution, given the choices of its rival. Distributors choose optimal inventories from the suppliers' standpoint, even if suppliers do not know the distribution of demand uncertainty, and, given the perfect competition among distributors, all profits in the supply chain are captured by suppliers. Thus, suppliers are able to deal with demand uncertainty with remarkably little information about demand, and without the need to control dealer actions in detail. In particular, suppliers need not specify either dealer inventories or resale prices, but instead encourage distributors to order based on information in their possession and to set prices that generate desirable resale price dispersion.     

Financial and operational instruments for commodity procurement in quantity competition

We analyze a commodity procurement problem under uncertain future procurement prices and product demands. An optimization model is presented that finds the best mix of advance procurement, spot market procurement, and financial options to satisfy demand in an asymmetric and duopolistic sales market. One firm can only procure just-in-time whereas the other can additionally procure in advance via inventories or option contracts. We show that even under arbitrage-free procurement prices, inventories and option contracts both provide an advantage in comparison to pure just-in-time procurement. However, inventories turn out to dominate option contracts due to a stronger capacity commitment.     

Long-Term Contracts and Asset Specificity Revisited: An Empirical Analysis of Producer–Importer Relations in the Natural Gas Industry

This paper discusses long-term contracts as a particular organizational form situated somewhere between full vertical integration and short-term, market-based trading in the natural gas industry. We focus on the determinants of the duration of contracts under changing technical, economic, and institutional conditions. Using 311 long-term contracts we find that duration decreases as international market structures grow more competitive, and that contracts linked to an asset-specific investment extend, on average, three years longer.     

Retail Leasing: The Determinants of Shopping Center Rents

The determinants of lease rentals are of fundamental importance to real estate researchers and practitioners. Retail leases are unique in that they typically have two rental components: a base rent and an "overage" rent equal to a percentage of the tenant's gross sales above some threshold level. In this paper, we develop and test a simple cash flow model of retail lease valuation that predicts that base rents are lower with higher percentage rent rates and are higher with greater threshold levels of sales. Using a sample of shopping center leases, regression analysis indicates that these tradeoffs are observed in the market.     

The sustainable growth model: A tool for evaluating the financial feasibility of market share strategies

Market share objectives constitute a key element of a firm's corporate strategy. Market share strategy decisions—to build, maintain, or harvest share—are generally based on a careful consideration of the long-term and short-term profitability and cash flow implications of such decisions. The product sales growth rate and capacity expansion implications of share building strategies, the sustainability of implied sales growth targets and its consistency with the established financial policies and objectives of the firm are the subject of this report. The sustainable growth model outlined provides a framework for evaluating the financial feasibility of sales growth objectives at the strategic business unit level and the firm level, from the standpoint of expected return on sales, investment requirements per dollar of sales, target capital structure and the dividend policy of the firm.     

Gone in 60 Seconds: The Impact of the Megaupload Shutdown on Movie Sales

The growth of Internet-based piracy has led to a wide-ranging debate over how copyright policy should be enforced in the digital era. In this paper we analyze the impact of the US government's shutdown of a major piracy site – Megaupload.com – on digital sales and rentals of movies.Exploiting cross-country variation in pre-shutdown usage of Megaupload, we find that the shutdown of Megaupload and its associated sites caused digital revenues for three major motion picture studios to increase by 6.5–8.5%. Our results suggest that some consumers will turn to legal channels when a major filesharing site is shut down, and by extension that illegal filesharing displaces digital movie sales.     

What drives customer Re-engagement? The foundational role of the sales-service interplay in episodic value co-creation

As existing business-to-business value co-creation (VCC) contracts approach their planned expiration, customers evaluate incumbent suppliers when forming their decisions to re-engage or defect. During this late stage of VCC, supplier sales and service personnel perform unique activities to support one another and foster VCC re-engagement. To investigate this sales-service interplay, the authors employ an exploratory inquiry consisting of 115 depth interviews across 63 customer accounts. Interviews were conducted with customers following the decision to re-engage or defect from an incumbent supplier. Findings suggest that sales' efforts to renew the VCC contract depend on tactical insights provided by service. Through their involvement with customers, service holds a tactical perspective that can extract micro-level customer insights. Findings also suggest that service's ability to influence supplier-specific knowledge stores within the customer organization depends on macro-level strategic customer directives that may be shared by sales. Further, service's activation of such knowledge stores moderates the relationship between sales' RFP response and the customer's VCC re-engagement decision. The results have implications for the industrial sales and service fields, since the integration of the sales and service teams is critical for garnering intrafirm knowledge flows that drive recurrent VCC within collaborative customer-supplier relationships.     

Geographical Agglomeration as an Alternative to Vertical Integration

This paper provides empirical evidence of the relationship between agglomeration and vertical integration decisions. It contributes to the existing literature by first developing a conceptual framework that focuses on both opportunism risk and communication problems to explain how physical proximity among firms can be an alternative to internal organization. Second, this study tests this relationship through the use of firm-level data from 10,955 establishments in the Spanish meat industry. Results confirm that establishments located in agglomerated areas internally undertake fewer stages of the value chain. We also find that this relationship is weaker than expected and fades at distances greater than 2.5 km, which may be explained by the particular characteristics of this industry.     

Vertical Industry Linkages: Sources of Productivity Gains and Cumulative Causation?

In this paper we analyse how vertical industry linkages maywork as channels for externalities. We test for activity based externalities stemming from outputgrowth and output level in vertically linked industries. Moreover, by comparing resultson localised inter-industry externalities as well as significance of local sales linkages,we try to reveal the strength of self-reinforcing agglomeration forces. A number of Norwegianmaritime transport and services sectors are analysed. The results are promising inthe sense that the model allows us to distinguish empirically between different sources ofexternalities, and unveils the extent to which vertical industry linkages give rise to self-reinforcingagglomeration.     

The Role of Sales in NPD: An Investigation of the U.S. Health‐Care Industry

The new product development (NPD) literature emphasizes that the success of new products strongly depends on a firm's capability to understand customer needs and translate them into new products. Because of their close relationships with customers, salespeople are in the ideal position to connect the firm's NPD efforts to its customers. The extant literature on the role of sales in NPD focuses on either sales’ contribution to generating new product ideas or the adoption of new products by salespeople, while a systematic study of sales’ contribution during all NPD stages is lacking. In addition, the role of sales is typically studied in isolation, while in practice, the role of sales depends on the relationship between sales and marketing. This article addresses these gaps in the literature by reporting on an empirical investigation of the role of sales during the entire NPD process in the U.S. health‐care industry, taking into account the complexities of the sales‐marketing dynamic. The article is based on interviews with 21 sales and 15 marketing informants from the U.S. health‐care industry, both pharmaceutical firms (selling drugs to physicians) and device manufacturing firms. Our findings highlight how salespeople are distant from NPD process during the discovery stage. Salespeople are focused on selling to customers, and marketing keeps sales distant from the NPD process. During the development stage, sales is still only indirectly involved in NPD through its relationship with marketing. During commercialization, however, marketing takes the driver's seat and strongly involves sales in the various (pre)launch activities. But while salespeople are mostly indirectly involved in NPD, sales managers have a closer relationship with sales and are more directly involved. The findings also show how the involvement of sales is influenced by characteristics of the health‐care industry. Thus, this article contributes to our understanding of the role of sales in NPD by integrating theoretical perspectives from the sales‐marketing interface literature into the NPD literature.     

Case Study: Solving a Rental Fleet Sizing Model with a Large Time–Space Network

This article addresses a rental fleet sizing problem (RFS) in the context of the truck rental industry, subject to uncertain customer travel time and nonstationary customer demand that is dependent on geographical location, time, and the economic cycle of the industry. We integrate tactical (asset purchases and sales) and operational (empty truck movement and vehicle assignment) decisions, with the explicit incorporation of an asset age factor, to achieve lower cost solutions. Typically, the length of time horizon and number of locations under consideration are quite large, which makes the RFS model computationally challenging to solve. Aggregation procedures are employed for location clustering and end-of-horizon effects are examined through demand scenario-based analyses. For the reduced time–space networks, decision analyses are conducted for the RFS model to provide insights into the truck rental business regarding asset movement decisions and asset procurement/disposal decisions over time and locations.     

Learning to time capacity expansions: an empirical analysis of the worldwide petrochemical industry, 1975–95

This paper examines how firms may learn to better time their capacity expansion decisions through their own and their rivals' past experiences. A review of the literature shows that there may be several reasons for firms to bunch their capacity additions or ‘hop on an investment bandwagon.’ These reasons include coordinating through maintaining market shares, information effects, and decision‐making biases. Given the substantial evidence of organizational learning, firms may be expected to improve their timing skills of capacity additions through their previous capacity expansion experience. Hypotheses are developed both for proprietary learning and learning at the industry level, and for forgetting. These hypotheses are tested on a database consisting of 72 companies operating in the petrochemicals industry in the United States, Europe, and Japan from 1975 to 1995. The results indicate that learning in timing capacity expansion decisions comes primarily from within firms through an accumulation of their poor outcomes. However, this timing skill is far more apparent in greenfield than incremental expansion decisions. Copyright © 2003 John Wiley & Sons, Ltd.     

Reducing overreaction in contract markets

Predicting market share can be difficult for industrial firms whose sales occur in the form of a few large contracts received at irregular intervals during the course of a year. This article discusses the problems that this type of sales pattern may cause and provides a solution for determining probabilistic share forecasts.     

Product variety and vertical integration

R esearch summary: In vertical relationships, the potential for scale economy in manufacturing often calls for specialization and outsourcing. Specialization, however, depends critically on the stability of the task and contractual environment. In a highly uncertain environment, the need for frequent mutual adjustments favors integration instead of outsourcing. To evaluate vertical relationships in value chains where one stage competes on product variety under great uncertainty and the other stage competes on scale, we compare operations data at about 300 distribution centers within a major soft‐drink bottler before and after it was integrated into an upstream concentrate producer. We find that vertical integration improved coordination for the integrated firm by aligning incentives and reducing strategic information asymmetry, but it worsened coordination for upstream rivals that shared the same downstream facilities. M anagerial summary: Managers make frequent decisions about outsourcing versus integration. This article helps to crystalize the costs and benefits of integration by pointing to two important factors: the potential for economies of scale and the need for coordination under uncertainty. It studies an industry where one stage of the value chain competes on product variety under great uncertainty and the other stage competes on scale. Based on operations data at about 300 distribution centers within a major soft‐drink bottler before and after it was integrated into an upstream concentrate producer, we find that vertical integration improved coordination for the integrated firm (by reducing both stockouts and inventory, and improving sales forecasts), but it worsened coordination for upstream rivals that shared the same downstream facilities. Copyright © 2016 John Wiley & Sons, Ltd.     

Transactional hazards,institutional change,and capabilities: Integrating the theories of the firm

Using a detailed dataset from the Chilean construction industry, we explore how the predictions of the transaction cost and capabilities theories interact to explain building contractors' decisions to ‘make or buy’ the specialty trade activities needed to complete a construction project. We show that the contractor's productive capabilities strongly mediate the relationship between transaction hazards that originate from either temporal specificity or an exogenous change in the subcontracting law and the vertical integration decision. The inclusion of differential capabilities and its interaction with transactional hazards infuse contractors' boundary choices with systematic patterns of heterogeneity and contribute to the integration of these theoretical perspectives. Our analysis corrects for the endogeneity of the capabilities variable and provides a detailed assessment of the marginal effects in logit models. Copyright © 2013 John Wiley & Sons, Ltd.     

The emerging oligopoly of pay-TV in the USA

The pay-television industry in the USA has been developing very rapidly in the past five years and is providing network quality alternatives to the mass taste programming of commercial television. However, the industry has been developing along lines very similar to the early history of radio in the USA with the emergence of strong distributor networks, restrictive affiliation contracts, and wide-spread vertical integration across all stages of production. History and economic efficiencies suggest that the result will be a strong oligopoly market structure. The proper public policy, then, is to insure that the unavoidable degree of concentration is not greater than that needed for efficiency reasons.