The Incidence of EU Per‐Hectare Payments on Farmland Rental Rates: A Spatial Econometric Analysis of German Farm‐Level Data

This article analyses determinants for 2001 farmland rental prices from 3,819 farms in Germany. Based on specification tests we estimate a general spatial model to account for both spatial relationships among rental prices of neighbouring farmers and spatially autocorrelated error terms. A €1 per hectare higher rental price in a farmer’s neighbourhood coincides with a €0.72 higher rental price paid by the farmer. The marginal incidence of EU per‐hectare payments paid for eligible arable crop land on rental rates amounts to €0.38 for each additional €1 of premium payments. Regional livestock density, which is indirectly influenced by different policies, is also a major determinant of rental prices. Results are confirmed by sensitivity analyses. Consequently, German farmland rental rates are heavily influenced by agricultural policy instruments and therefore, these policies exhibit substantial distributional effects.     

Customer Touchpoints im stationären Einzelhandel — Potenzial von Pervasive Computing

Je mehr individuelle Leistungen die Kunden verlangen, desto mehr Informationen ben?tigen die Anbieter. W?hrend die H?ndler im Distanzgesch?ft über personalisierte Daten ihrer Kunden und vor allem im Online-Shop über Bewegungsdaten verfügen, hat der station?re Einzelhandel noch erhebliche Datenlücken. Diese Lücken kann man mit einer Pervasive-Computing-Umgebung schlie?en. Neue Customer Touchpoints liefern Informationen darüber, wer bei ihm einkauft und wie der Einkauf durchgeführt wird.     

Greasing the Wheels of Trade: A Profile of the Dutch Transaction Sector***

How many resources does a nation spend on transactions costs to ‘grease the wheels of trade’? To examine this question the Dutch economy is used as a case study. The Netherlands are known as a nation of traders and this image was derived in the seventeenth century from successes in long distance trade, shipping and financial innovations. Despite its historical background the trading sector has never been adequately measured. In this paper, we present a first attempt in measuring and describing the Dutch transaction sector. Measurement by means of occupational data points out that approximately 25% of Dutch workers is employed in transaction jobs, and 29% if one includes transport tasks. We make the case that traditional industrial sector categories overestimate the true transaction character of an economy. Traditional ‘trade’ sectors employed 13% of the workers in 1807 and 39 percent in 1998, but these figures conceal the fact that all organizations employ jobs which have transformation and transaction tasks. A counterfactual exercise suggests that the growth of the transaction sector share in employment over two centuries was not 200% but 42%.     

Robust planning: a new paradigm for demand chain planning

This paper proposes a new paradigm for tactical demand chain planning (DCP), called robust planning, based on risk assessment of the supply and demand chain. The concepts of supply chain management (SCM), and its extension demand chain management (DCM), have been at the center of much recent research. One of the reasons for this is that, over the last years, a significant number of information systems have emerged, which claim to support the concept. The paper argues that these systems mostly adopt a myopic view of planning, based on pure deterministic planning methods. It demonstrates that such an approach fails to coop with the considerable uncertainty of the planning information. The proposed robust planning paradigm is then introduced and its impact explained, using the well-known example of the beer game. It holds the promise of reducing the number of re-planning cycles, through a better characterization of the expected service level performance over a medium planning horizon. Finally, a case study will show the value of robust planning in a European chemical enterprise.     

Tax rates as strategic substitutes

This paper analytically derives conditions under which the slope of the tax-reaction function is negative in a classical tax competition model. If countries maximize welfare, a negative slope (reflecting strategic substitutability) occurs under relatively mild conditions. The strategic tax response is crucial for understanding tax competition games, as well as the welfare effects of partial tax unions (whereby a subset of countries coordinate their tax rates). Indeed, contrary to earlier findings that have assumed strategic complementarity in tax rates, we show that partial tax unions might reduce welfare under strategic substitutability.     

Timing Product Replacements under Uncertainty—The Importance of Material–Price Fluctuations for the Success of Products That Are Based on New Materials

Being first to market with new products is one of the most enduring pieces of strategic advice handed to managers. This view also emphasizes the importance of launching new products that are based on new materials as soon as possible. However, when the input costs of products that embody new materials are uncertain because of volatile material prices, the advantage of being an early mover comes along with the risk of paying unexpectedly high material prices. Real‐option theory suggests delaying material substitution under uncertainty even if the new material enables superior product performance. Firms who have created the flexibility to switch between alternative inputs can benefit from responding to opportunities or threats that arise from changes in the environment. The current study formalizes this logic in a switching‐option model and tests it on a sample of material substitution projects from the manufacturing sector. Our findings shed light on how input‐cost fluctuations influence the timing–performance relationship and bring into question the common advice to launch new products as soon as possible. Instead, our results suggest that firms who align the timing of market launch to trends and fluctuations of material prices improve their competitive positions. These insights suggest novel ways for new product development (NPD) managers how to successfully use external information at the back‐end of the NPD process and how to compete in an era defined by volatile material prices and technological change.