The structure of marketing channel relationships

Distribution channel research has been advanced in recent years by contributions based on the political economy paradigm, transaction cost analysis, and relationship marketing. Drawing on these bodies of thought, we propose a new conceptualization of the structure of marketing channel relationships. Relationship structure is defined in terms of decision-making structure and operational integration. The proposed model of channel structure antecedents and consequences is consistent with the major research paradigms but extends beyond simple categorical assemblages of constructs to provide an ordered set of relationships based on theory and empirical research. This conceptualization reconciles some apparent contradictions in the literature and provides a clear focus for structure, process, and performance research in channels. He received his Ph.D. in marketing from Louisiana State University. He has published in the areas of marketing channels, retailing, and logistics. His work has appeared in theJournal of Marketing Research, Journal of Marketing, Journal of Retailing, Journal of Business Research, Journal of Marketing Channels, International Journal of Physical Distribution and Materials Management, Journal of Marketing Education, and others. He served as the managing director of public relations with the Federal Express Corporation before entering the Ph.D. program at Alabama. He holds a B.B.A. in accountancy from the University of Mississippi and an M.A. in marketing from the University of Alabama.     

When an executive defects

The news that one of the company's senior managers is leaving comes as a complete surprise to Paul Simmonds, CEO of Kinsington Textiles, Inc. Ned Carpenter, KTI's vice president of operations for three years, writes in his resignation letter than he is leaving for a better opportunity. Simmonds soon learns that Carpenter's new job is at Daltex, one of KTI's main rivals in the intensely competitive carpet industry. Hiring Carpenter had helped Simmonds establish his reputation as a topnotch manager. Carpenter came to KTI with lots of ideas and put his enthusiasm to good use. Three years into a five-year change program, Carpenter had turned KTI's operations from one of the worst in the industry to one of the best. He also had helped develop and plan the upcoming launch of a new fiber coating--KTI's first breakthrough in years. In this fictitious case study, Simmonds, along with the company's counsel and vice president of human resources, must figure out how much and what sort of damage control they need. What are they going to tell the company's employees and the media? Should they immediately replace Carpenter with John Brady, the second-in-command of operations? What if Carpenter is taking KTI employees--and strategic information--with him to Daltex? Should Simmonds ask all his managers to sign noncompete agreements-something Carpenter was never asked to do? Should KTI sue Carpenter? Five experts offer advice about communicating with KTI's employees, the media, and Carpenter himself, and about protecting the company's confidential information.     

Learning minimum variance discrete hedging directly from the market

Option hedging is a critical risk management problem in finance. In the Black–Scholes model, it has been recognized that computing a hedging position from the sensitivity of the calibrated model option value function is inadequate in minimizing variance of the option hedge risk, as it fails to capture the model parameter dependence on the underlying price (see e.g. Coleman et al., J. Risk, 2001, 5(6), 63–89; Hull and White, J. Bank. Finance, 2017, 82, 180–190). In this paper, we demonstrate that this issue can exist generally when determining hedging position from the sensitivity of the option function, either calibrated from a parametric model from current option prices or estimated nonparametricaly from historical option prices. Consequently, the sensitivity of the estimated model option function typically does not minimize variance of the hedge risk, even instantaneously. We propose a data-driven approach to directly learn a hedging function from the market data by minimizing variance of the local hedge risk. Using the S&P 500 index daily option data for more than a decade ending in August 2015, we show that the proposed method outperforms the parametric minimum variance hedging method proposed in Hull and White [J. Bank. Finance, 2017, 82, 180–190], as well as minimum variance hedging corrective techniques based on stochastic volatility or local volatility models. Furthermore, we show that the proposed approach achieves significant gain over the implied BS delta hedging for weekly and monthly hedging.     

Healthcare costs of stroke and major bleeding in patients with atrial fibrillation treated with non-vitamin K antagonist oral anticoagulants

Objective: To assess long-term healthcare costs related to ischemic stroke and systemic embolism (stroke/SE) and major bleeding (MB) events in patients with non-valvular atrial fibrillation (NVAF) treated with non-vitamin K antagonist oral anticoagulants (NOACs).

Materials and methods: Optum’s Clinformatics Data Mart database from 1/2009–12/2016 was analyzed. Adult patients with ≥1 stroke/SE hospitalization (index date) were matched 1:1 to patients without stroke/SE (random index date), based on propensity scores. Patients with an MB event were matched to patients without MB. All patients had an NOAC dispensing overlapping index date, ≥12?months of eligibility pre-index date, and ≥1 NVAF diagnosis. The observation period spanned from the index date until the earliest date of death, switch to warfarin, end of insurance coverage, or end of data availability. Mean costs were evaluated: (1) per-patient-per-year (PPPY) and (2) at 1, 2, 3, and 4?years using Lin's method.

Results: The cost differences were, respectively, $48,807 and $28,298 PPPY for NOAC users with stroke/SE (n?=?1,340) and those with MB (n?=?3,774) events compared to controls. Cost differences of patients with vs without stroke/SE were $49,876, $51,627, $57,822, and $60,691 at 1, 2, 3, and 4?years post-index, respectively (p?p?Limitations: Limitations include unobserved confounders, coding and/or billing inaccuracies, limited sample sizes over longer follow-up, and the under-reporting of mortality for deaths occurring after 2011.

Conclusions: The incremental healthcare costs incurred by patients with vs without stroke/SE was nearly twice as high as those of patients with vs without MB. Moreover, each additional year up to 4?years after the first event was associated with an incremental cost for patients with a stroke/SE or MB event compared to those without an event.     

At a Loss for Words: Measuring Racial Inequality in America

Scholars of race tend to measure racial inequality in either absolute or relative terms. How much Blacks have advanced from their historical antebellum status is an absolute measure. How the status of Blacks compares with that of Whites is a relative measure. A more revealing measure might be how much racial equality will be strategically necessary to avoid a major politico-economic crisis like the ones that occurred during the civil war and the 1960s. Though it is easier to measure absolute or relative equality, measures of strategic equality yeild more important information. Using the Current Population Survey, General Social Survey, Center for Education Statistics, Multi-City Study of Urban Inequality, and Census Bureau estimates, I find that, strategically, America is actually declining in racial equality, not advancing.     

Employee retention: The secrets behind Wal‐Mart's successful hiring policies

One of the major concerns of any corporation, particularly a high‐growth business, is employee retention. Without minimizing the importance of roles such as compliance, diversity, compensation, and benefits, if the basic exercise of getting, keeping, and growing a company's talent is done well, the other HR functions will reflect this excellence. This article demonstrates Wal‐Mart's exceptional program for obtaining and retaining its employees and helping them grow within the company. © 2005 Wiley Periodicals, Inc.     

Cost-effectiveness of rivaroxaban compared with enoxaparin plus a vitamin K antagonist for the treatment of venous thromboembolism

Background:

Venous thromboembolism (VTE), comprised of deep vein thrombosis (DVT) and pulmonary embolism (PE), is commonly treated with a low-molecular-weight heparin such as enoxaparin plus a vitamin K antagonist (VKA) to prevent recurrence. Administration of enoxaparin?+?VKA is hampered by complexities of laboratory monitoring and frequent dose adjustments. Rivaroxaban, an orally administered anticoagulant, has been compared with enoxaparin?+?VKA in the EINSTEIN trials. The objective was to evaluate the cost-effectiveness of rivaroxaban compared with enoxaparin?+?VKA as anticoagulation treatment for acute, symptomatic, objectively-confirmed DVT or PE.

Methods:

A Markov model was built to evaluate the costs, quality-adjusted life-years (QALYs), and incremental cost-effectiveness ratios associated with rivaroxaban compared to enoxaparin?+?VKA in adult patients treated for acute DVT or PE. All patients entered the model in the ‘on-treatment’ state upon commencement of oral rivaroxaban or enoxaparin?+?VKA for 3, 6, or 12 months. Transition probabilities were obtained from the EINSTEIN trials during treatment and published literature after treatment. A 3-month cycle length, US payer perspective ($2012), 5-year time horizon and a 3% annual discount rate were used.

Results:

Treatment with rivaroxaban cost $2,448 per-patient less and was associated with 0.0058 more QALYs compared with enoxaparin?+?VKA, making it a dominant economic strategy. Upon one-way sensitivity analysis, the model’s results were sensitive to the reduction in index VTE hospitalization length-of-stay associated with rivaroxaban compared with enoxaparin?+?VKA. At a willingness-to-pay threshold of $50,000/QALY, probabilistic sensitivity analysis showed rivaroxaban to be cost-effective compared with enoxaparin?+?VKA approximately 76% of the time.

Limitations:

The model did not account for the benefits associated with an oral and minimally invasive administration of rivaroxaban. ‘Real-world’ applicability is limited because data from the EINSTEIN trials were used in the model. Also, resource utilization and costs were based on the US healthcare system.

Conclusion:

Rivaroxaban is a cost-effective option for anticoagulation treatment of acute VTE patients.     

Qualified medical child support orders--California health insurance coverage assignment orders--national medical support notices: what's a plan administrator to do?

Many employer-sponsored health plans and multi-employer health benefit trusts have seen an increase in medical child support orders (MCSOs), and they can anticipate receiving a greater number in the future. Once regulations are final for the national medical support notice (NMSN) required by the Child Support Performance and Incentive Act of 1998, plans should also begin receiving these. In preparation, plan administrators should ensure that they have proper procedures in place for determining whether MCSOs and NMSNs constitute QMCSOs.