Differentiated‐product distribution in a dual‐channel supply chain

This study presents a theoretical framework to explore the mechanism of firms' preference for different distribution strategies. The results indicate that the manufacturer, retailer, and e‐tailer would prefer the distribution strategy of selling low‐end and high‐end products through offline and online channels, respectively, when consumers are minimally sensitive to the product‐quality differentiation. By contrast, supply‐chain firms would prefer the distribution strategy of selling high‐end and low‐end products through offline and online channels when consumers are significantly sensitive to the product‐quality differentiation. Firms demonstrate different preferences for distribution strategy when consumers are moderately sensitive to product‐quality differentiation.     

Strategic Delegation with Multiproduct Firms

This paper shows that a multiproduct firm may find it optimal not to delegate the sales of all products and therefore to employ different distribution channels for different products. It faces the following trade-off: There is a strategic effect associated with delegation, but if both products' sales are delegated, intrafirm competition is not internalized. By delegating the sales of just one of the products while selling the other product directly—partial delegation—the multiproduct manufacturer strikes just the right compromise: The externalities between its owns products are internalized partially while a strategic advantage is achieved against its rival single-product manufacturer. Partial delegation also holds if both products are sold by a common retailer; it dominates full delegation when both manufacturers are multiproduct firms .     

Marketing Channels and the Durable Goods Monopolist: Renting versus Selling Reconsidered

Research on durable goods has shown that because of a time inconsistency problem, a monopolist manufacturer prefers to rent rather than sell its product. We reexamine the relative profitability of renting versus selling from a marketing perspective. In particular, using a simple linear demand formulation, we assume a durable goods monopolist has to use downstream intermediaries to market its product. In contrast to the case of an integrated monopolist, we find that when the monopolist has to rely on intermediaries, then it prefers to go through an intermediary that sells rather than one that rents its product. Similarly, the intermediary that sells the product is more profitable than the intermediary that rents the product. However, if the monopolist can commit to a set of prices, then the intermediary that rents is more profitable than the intermediary that sells.     

Competitive strategy in remanufacturing and the impact of take-back laws

This paper examines the impact of take-back laws within a manufacturer/remanufacturer competitive framework. Take-back laws require that firms take responsibility for the collection/disposal costs of their products. We consider two alternative implementations of take-back laws that are distinguished by the degree of control that the manufacturer has on returns sold to the remanufacturer. In one implementation, known as collective WEEE take-back, the manufacturer has no control over returns sold to the remanufacturer. The other implementation, known as individual WEEE take-back, gives complete control to the manufacturer.We develop a general two-period model to investigate questions of interest to policy-makers in government and managers in industry. Our results suggest that, in some settings, enactment of collective WEEE take-back will result in higher manufacturer and remanufacturer profits while simultaneously spurring remanufacturing activity and reducing the tax burden on society. A negative effect is higher consumer prices in the market. In other settings, we find that collective WEEE take-back introduces a structural change to the industry—creating an environment where remanufacturing becomes profitable when it is not profitable without a take-back law. With respect to individual WEEE take-back, we find that the manufacturer often benefits from allowing the remanufacturer to enter the market, though from a government policy-maker perspective, there are clear risks of monopolistic behavior.     

Online advance selling or not: Pricing strategy of new product entry in a supply chain

Considering consumers' strategic behavior and loss averseness of the deposit, this paper establishes a two-period Stackelberg game model in a supply chain system, in which a manufacturer cooperates with an e-retailer to perform advance selling to consumers. The optimal pricing decisions are obtained, and the impacts of the e-retailer's advance selling activities on the profits of both parties are discussed. Studies have shown that advance selling activities always benefit the manufacturer, but they can hurt the e-retailer. Within some specific conditions, the advance selling model can achieve Pareto improvement to both parties and benefit the performance of the supply chain.     

Pricing policy and coordination for a two-layer supply chain of duopolistic retailers and socially responsible manufacturer

This paper explores channel coordination and profit distribution in a two-layer socially responsible supply chain that consists of a manufacturer and two competitive retailers. In manufacturer-Stackelberg game setting, the manufacturer exhibits corporate social responsibility and the retailers play Cournot and Collusion games. Besides comparing the optimal decisions of the retailers two game behaviours, the paper analyses the effects of social responsibility on the optimal decisions. It is found that two-part tariff contract resolves channel conflict and provides win–win outcome for a specific range of the franchise fee and it is always possible to find a particular profit split using Nash bargaining product. With increasing social responsibility of the manufacturer, the coordinated wholesale prices of the manufacturer may be both decreasing or ‘U’ shaped and decreasing when the market potentials of the retailers are almost the same or significantly different. Also, at least one coordinated wholesale price is less than the manufacturer's marginal cost. The proposed model is illustrated by a numerical example.     

考虑产品替代和环保水平的供应链优化与协调

针对由单个制造商和单个零售商构成的供应链,考虑制造商生产两种碳足迹不同的可替代的产品,建立供应链优化决策模型,确定最优的产品环保水平与销售价格,提出供应链系统的协调机制.分析了产品之间不同的替代程度对均衡解和各成员利润的影响,并进一步讨论了收益共享契约对于提高供应链环境的作用.研究表明,产品环保水平竞争强度的增加会带来供应链成员利润的增加而价格竞争强度的增加会带来供应链成员利润的减少.集中式决策不仅有利于供应链利润的提高,而且有利于供应链环境的改善.当消费者对产品之间环保水平的敏感程度较高时,收益共享契约的协调效果较好.     

Imitation and price competition in a differentiated market

We study the stable market outcome that evolves in a spatially differentiated market when price-competing firms choose actions by imitation of the most profitable firm. We compare and contrast the stable outcomes under two imitation procedures: one, where each firm immediately imitates the most profitable firm, and the other when a firm imitates another firm only if it is more profitable while being “sufficiently similar” (in context of the market segment it operates in) or “sufficiently close”. In either case, the symmetric pure strategy Nash equilibrium is always a stable outcome. However, when imitation of the most profitable firm is immediate and market differentiation is ‘moderate’, states with prices lower than the Nash equilibrium are also stable. In contrast, when imitation of the most profitable firm is more gradual and market differentiation is below a threshold, states with prices above the Nash equilibrium are also stable. Thus, while competitive evolutionary pressure in this imitation based model does result in the Nash equilibrium always being stable, other outcomes may be stable as well. Interestingly, the states that are stable under gradual imitation give the firms a higher profit than the stable states under immediate imitation.     

Optimal advance selling discount strategy with future-oriented consumers

This paper examines the advance selling decisions over two periods and considers future-oriented consumers who are more concerned about the product quality than price discounts. We find that the advance selling strategy is not always best, and its merits are contingent on parameters of the market and consumers. Moreover, there is no need to set a deep advance selling discount for the retailer if consumers are highly risk averse. Next, we analyze the feasible advance selling pricing strategies for the retailer. Finally, we observe that the retailer can announce a higher advance selling price if consumers are moderately risk averse.     

卖空管制放松与上市公司现金股利：促进还是抑制？

基于2006—2020年中国A股上市公司的数据,验证卖空管制放松对上市公司现金股利分配的影响。研究发现,相比于不可卖空的公司,可卖空公司在被列入卖空标的后,其现金股利分配意愿、分配规模与分配平稳性均显著提升。机制检验发现,卖空管制放松对现金股利分配的促进在代理问题严重、投资机会少的公司中更显著,这支持了代理成本机制;同时,在信号传递能力强、信号传递需求大的公司中,卖空管制放松对现金股利分配的促进更显著,这支持了信号传递机制。进一步分析发现,现金股利分配能力不足的公司在应对卖空压力时并未使用“高送转”作为替代。而对于我国资本市场中广泛存在的达标式分配,卖空管制放松能够产生抑制作用,且抑制作用体现在没有再融资需求的公司中。研究表明,卖空管制放松促进了上市公司现金股利分配,卖空机制能够为我国资本市场中的现金股利监管提供市场化路径。     

Modeling the unintended consequences of short selling for innovation investment

We develop an innovation investment decision model for firms facing a short selling threat. We find that an endogenous agency problem may arise as an unintended consequence of short selling under the prevailing compensation structure. Specifically, the manager has strong incentives to seek better compensation at the expense of decreasing firm value by reducing long-term innovation investment to save cash reserves to protect the short-term price because the manager’s compensation is closely tied to this value. Finally, our model predicts that both the lending supply and short selling will induce the manager to underinvest and have a negative effect on firm value and the manager’s private benefit because they exacerbate agency conflicts.     

The surprising benefits of a parallel universe

Suppose that the successful completion of a project requires performing n tasks, each of which has a probability of success p. The paper establishes under what conditions it may be profitable to engage in parallel multi‐tasking, i.e. tackling each task by following two independent routes. It is found that for ?n>1 parallel multi‐tasking is profitable for a wide range of parameters when costs are linear and is always profitable for convex costs. Copyright © 2008 John Wiley & Sons, Ltd.     

Differential pricing and production strategies for heterogeneous products under cannibalization and promotional effects

This study examines the optimal pricing and production strategy of a closed-loop supply chain consisting of a manufacturer, a recycler, and consumers. Considering the cannibalization and promotion effects of remanufactured products on new and secondhand products, we constructed Stackelberg game models under different scenarios. We analyze the impact of the changes in the two effects on the optimal prices and production strategies of the manufacturer and recycler, as well as their countermeasures. We find that (i) how the cannibalization and promotional effects influence the manufacturer and the recycler's pricing and production strategies differ under different scenarios; (ii) when the two effects exceed a threshold, the manufacturer abandons new or remanufactured products, and the recycler prefers to stop production on its new products or continue to remanufacture products; and (iii) the two effects always reduce the profits of the manufacturer and increase the profits of the recycler.     

Coupons and price discrimination in vertically‐correlated markets

This research analyzes the non‐cooperative and cooperative strategies with respect to manufacturer and retailer coupons. In a model with one manufacturer selling its product to one retailer, it is found that the retailer can achieve third‐degree price discrimination equilibrium in retail markets by issuing coupons to demanders with higher elasticity. Although facing only one retailer, the manufacturer can also achieve the same third‐degree price discrimination equilibrium by issuing coupons directly to demanders of higher elasticity. However, when only one firm issues the coupon, both manufacturer and retailer coupons can help alleviate the channel profit loss due to double marginalization. If the manufacturer and the retailer non‐cooperatively issue coupons, then the subgame‐perfect Nash equilibrium outcomes are equivalent to those under the successive third‐degree price discrimination. Moreover, cooperative strategies between the manufacturer and the retailer can eliminate double marginalization, achieve the vertical integration effect, and lead to higher profits, consumer surpluses, and social surpluses than non‐cooperative coupon strategies. Copyright © 2004 John Wiley & Sons, Ltd.     

考虑健忘顾客行为的B2C无理由退货策略研究

通过分析顾客的购买决策及制造商的运营决策，研究考虑健忘顾客行为的电子商务环境下的无理由退货策略模型，并与只考虑策略顾客的无理由退货模型相比较，发现当市场中存在健忘顾客时，制造商的最优销售价格和最优生产量都有所改变，但最优退货价格保持不变。相比较而言，考虑健忘顾客的无理由退货策略模型更贴合实际，制造商在销售期初应该就市场上存在的健忘顾客适当调整其运营决策。     

“倒票现象”的福利分析

对"倒票现象"对社会福利的影响进行了分析,证明不考虑社会公平,一般情况下"倒票现象"增加社会福利;但是当社会存在过度"倒票现象"时,"倒票现象"就会损害社会福利。考虑到"倒票现象"对社会公平的负面效应,提出政府应对"倒票现象"的建议。     

双渠道供应链库存协调的回购策略

在双渠道供应链中,制造商既通过传统零售渠道又通过网络直销渠道将产品销售给最终消费者。因此,制造商既是零售商的供应商同时又是其直接竞争者,为了避免“渠道冲突”他们之间需要建立协调机制。考虑由单一制造商和单一零售商组成的双渠道供应链。在两个渠道都面临随机需求的条件下,对两渠道之间的库存协调和利益分配问题展开研究。结果表明,在仅由零售商做出集中库存决策的模式下,引入回购策略能够同时解决双渠道供应链的库存协调和利益分配问题。最后,通过数值分析进一步验证结论。     

The effects of retail channel integration through the use of information technologies on firm performance

The ability of information technologies (ITs) to integrate activities and offerings across multiple channels offers a promising opportunity for retail firms to enhance their relationship with their customers and firm performance. Consumers value the flexibility to learn about the available offerings, complete their orders and obtain customer service across different channels in a convenient and integrated manner. Therefore, the retail industry has begun to use IT extensively to automate and integrate business processes across their traditional and online channels. This study examines the impacts of the use of IT by retail firms in integrating channel activities for selling to customers. Our research model argues that retail channel integration through IT should enhance the efficiency and innovation of a retail firm. In turn, these improvements should enhance their overall performance. We also propose that the environmental dynamism would moderate the effects of improvements in efficiency and innovation on firm performance. We draw upon recent theories in organizational resource integration and organizational learning to develop our research model and hypotheses. Based on survey data from 125 multichannel retailers in Singapore, we find that retail channel integration through the use of IT allows firms to not only be efficient in delivering the current offerings, but also be innovative in creating future offerings. Further, we find that environmental dynamism does positively moderate the effects of innovation ability on performance. Our results provide managerial insights for firms involved in digital integration not only in the retail sector but also in other service industries. These findings could also serve as a foundation for further research on service operations management for firms with both physical and online operations.     

信息披露与内部人股票交易获利策略——以六起内部人股票交易为基础的案例研究

本文以近期A股市场内部人股票交易活跃的六家公司为例,通过考查信息披露与内部人股票交易间的关系,解释内部人股票交易的获利策略。研究发现,在允许内部人交易本公司股票的情况下,信息披露与内部人股票交易关系密切,内部人存在利用私有信息和策略性信息披露两类获利策略。信息权力是内部人股票交易的获利基础,公司业绩是影响内部人股票交易获利策略选择的重要因素,而法律诉讼风险并没有对我国内部人股票交易和信息披露产生明显约束作用。这些发现对完善我国资本市场内部人股票交易行为规范具有一定借鉴意义。     

Pay to Switch or Pay to Stay: Preference-Based Price Discrimination in Markets with Switching Costs

In many markets, firms can price discriminate between their own customers and their rivals' customers, charging one price to consumers who prefer their own product and another price to consumers who prefer a rival's product. We find that when demand is symmetric, charging a lower price to a rival's customers is always optimal. When demand is asymmetric, however, it may be more profitable to charge a lower price to one's own customers. Surprisingly, price discrimination can lead to lower prices to all consumers, not only to the group that is more elastic, but also to the less elastic group.