Cost estimate of platelet transfusion in the United States for patients with chronic liver disease and associated thrombocytopenia undergoing elective procedures

Aims: This study aimed to estimate the cost of platelet transfusion in patients with chronic liver disease (CLD)-associated thrombocytopenia undergoing an elective procedure in the United States.

Materials and methods: The study was conducted in two parts: development of a conceptual framework identifying direct, indirect and intangible costs of platelet transfusion, followed by the estimation of the total cost of platelet transfusion in patients with CLD-associated thrombocytopenia before an elective procedure in the United States using the conceptual framework and cost data obtained from a literature search. The cost of the entire care required to raise a patient’s platelet count before the procedure was considered.

Results: The final conceptual framework included the costs of generating the supply of platelets, the platelet transfusion itself, adverse events associated with platelet transfusion and refractoriness to platelet transfusion. When costs were accounted for in all the framework cost categories, the total direct cost of a platelet transfusion in a patient with CLD and associated thrombocytopenia was estimated to be in the range of $5258 to $13,117 (2017?US dollars) in the United States. The largest portion of costs was incurred by the transfusion event itself ($3723 to $4436) and the cost of refractoriness ($874 to $7578), which included the opportunity cost of a delayed procedure and subsequent platelet transfusions with human leukocyte antigen-matched platelets.

Limitations and conclusions: Although we were unable to include all cost components identified in the conceptual framework in our total cost estimate, thus likely underestimating the true total cost, and despite the data gaps and challenges limiting our estimate of the full cost of a platelet transfusion in patients with CLD-associated thrombocytopenia undergoing an elective procedure in the United States, this study outlines a comprehensive conceptual framework for estimating the cost elements of a platelet transfusion in these patients.     

Political-economy of pension plans: Impact of institutions,gender, and culture

National pension systems are an important part of financial intermediation and worker welfare in most countries, but how and why do they differ internationally? Controlling for important political, economic and social institutions, we document that international differences in pension progressivity, or how pensions reflect lifetime earnings, are negatively related to masculinity, uncertainty avoidance, individualism, long-term orientation, employment rights, average pension levels, social trust and economic inequality. We also find that pension progressivity is positively related to the economic and societal role of women, the extent of Catholicism; as well as political voice and accountability. These results provide important insights for both public policy and MNC managers.     

Pricing of mall services in the presence of sales leakage

For a shopping mall, sales leakage occurs when consumer purchases facilitated by the mall are finalized outside it. These sales include, for example, catalog orders filled at the leased premises in a physical mall; For an Internet mall, they include the ones consumers make on an on-line store’s website after learning about the store from an Internet mall website. While these sales are difficult to track in the physical mall, Internet malls like Yahoo can track them by placing cookies on consumers when they visit the mall. The challenge for a mall owner then is to design an appropriate pricing model which takes sales leakage into account. In fact, Yahoo currently uses an All-Revenue-Share Fee with Yahoo collecting from on-line stores a share of all sales revenue, regardless of whether the purchase was made through the mall or directly from the store’s own URL. We explore this new All-Revenue-Share Fee model, compare it with the commonly used Fixed Fee model and the two-part tariff model, and identify the model with the highest profits for the mall under different conditions. We suggest that although an All-Revenue-Share Fee is appealing for Internet malls due to its ability to capture sales leakage directly, it may cause the stores to refrain from joining the mall in certain circumstances. Thus, in certain situations charging a fixed monthly fee can actually be more profitable for the mall versus the All-Revenue-Share Fee model. We also examine how mall and product category characteristics as well as market expansion affect the optimal pricing strategy. We show that a mall should price discriminate across product categories, not just by charging different amounts of fees, but by using different pricing models. Our research provides many managerial implications on how to price over time.     

Experiments on strategic choices and markets

Much of experimental research in marketing has focused on individual choices. Yet in many contexts, the outcomes of one’s choices depend on the choices of others. Furthermore, the results obtained in individual decision making context may not be applicable to these strategic choices. In this paper, we discuss three avenues for further advancing our understanding of strategic choices. First, there is a need to develop theories about how people learn to play strategic games. Second, there is an opportunity to enrich standard economic models of strategic behavior by allowing for different types of bounded rationality and by relaxing assumptions about utility formulation. These new models can help us to more accurately predict strategic choices. Finally, future research can improve marketing practice by designing better mechanisms and validating them using experiments.     

Business strategies for multinational intellectual property protection

Intellectual property protection and management (IPPM) are important operational and strategic issues especially for global companies. Most prior discussions of this topic focus heavily on the legal aspects of this topic. However, by the time legal action becomes necessary, the stakes and costs have risen to very high levels for all parties. This article argues that the nonlegal aspects of IPPM are perhaps more important in practice and can be designed to forestall or limit more expensive legal action. This article provides some guidelines and practical advice for companies that would like to improve their IPPM processes. © 2010 Wiley Periodicals, Inc.