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1.
Bridge,Focus, Attack,or Stimulate: Retail Category Management Strategies with a Store Brand 总被引:1,自引:0,他引:1
We investigate a monopolist retailer's category management strategy where the main strategic decisions are how to horizontally
position a store brand relative to the incumbent national brands and how to price the store and national brands for retail
category profit maximization. We analyze a market composed of two consumer segments with differing tastes and heterogeneity
with respect to willingness to pay and a product category consisting of two competing national brands and one store brand.
We find that contrary to the existing literature, it is not always optimal for a retailer to position its store brand against
the leading national brand; instead there are many situations where it is best to position the store brand close to the weaker
national brand or to position it in the “middle” so it appeals to both national brands' target segments. In the process we
identify four distinct category management strategies that a retailer can use with a store brand. In three of these the optimal
store brand price is the brand's monopoly price, while in the remaining one strategy the price is lower. We also suggest an
easy to implement means for a retailer to determine which strategy is best to use, depending on the particular competitive
environment present before the introduction of the store brand and the relative quality of the store brand. We find that the
store brand entry is most beneficial to the retailer when the national brands are moderately differentiated. Finally we show
that introducing a store brand not only allows the retailer to garner a higher share of the channel profits through higher
retail margins, but also often provides the retailer the benefit of increases in national brand unit sales as well as incremental
sales from the store brand.
JEL Classification: M310 相似文献
2.
Ning Li William Boulding Richard Staelin 《Journal of the Academy of Marketing Science》2010,38(2):141-158
Drawing from transaction cost economics (TCE), the knowledge-based view (KBV), and real options theory (ROT), we propose that
the general alliance experience of alliance partner firms moderates the impact of market uncertainty and alliance-specific uncertainty on the benefits and costs of the two marketing alliance governance modes, i.e., non-equity alliances and joint ventures.
Based on our systematic study of 18,616 marketing alliances occurring in 48 industries across 164 countries between 1992 and
2008, we find general alliance experience significantly moderates firms’ marketing alliance governance mode choices. Our framework
reconciles some contradictory empirical results in the interfirm relationship governance structure literature by emphasizing
the moderating role of partner firms’ general alliance experience. Specifically, when alliances can be characterized has having
a large cultural distance between the partners or having a market with a broad geographic scope, it seems that TCE predictions
regarding the marketing alliance governance mode choice hold for inexperienced firms while KBV and ROT predictions hold for
experienced firms. In addition, by incorporating key aspects of all three theories, our proposed framework has the potential
to provide deeper insights into the role of alliance experience and uncertainty in firms’ marketing alliance governance mode
choices. 相似文献
3.
Derrick S. Boonea Katherine N. Lemonb Richard Staelin 《Journal of Product Innovation Management》2001,18(2):96-109
In this research, we develop and test a model of the consumer's decision to immediately purchase a technologically advanced product or to delay such a purchase until a future generation of the product is released. We propose that for technologically advancing products, consumers consider both performance lag (how far behind am I now) and expected performance gain (how far ahead will I be if I wait to buy a future expected release) in their purchase decisions. Furthermore, we hypothesize that a firm's past product introductory strategy can significantly influence consumer perceptions of performance lag, performance gain, and the rate at which a product is advancing technologically. We also propose that these perceptions of lag, gain and rate of technological change influence purchase action and ultimately determine whether or not a consumer will delay or immediately purchase a firm's current technological offering. We investigate the above relationships by introducing a model of consumer purchase behavior that incorporates the effects of a firm's frequency and pattern of next generation product introduction, and test the impact of different introductory strategies on performance lag, gain, rate of change perceptions, and purchase action. In our first study we test our model in a monopolistic setting and show that, holding all else fixed, infrequent product upgrades and/or increasing intergenerational release times result in consumers perceiving larger performance lags and gains. We also show that, holding all else fixed, consumers with larger performance lags and/or gains are less likely to delay their purchases of the currently best available product. In our second study we test our model in a competitive setting and show that, holding all else fixed, a firm's past pattern of new product introduction can influence consumers' perceptions of the firm's product's rate of technological change. We also find that consumers are more likely to purchase products which they perceive to have higher rates of technological change. The key insight from this research is that firms have a strategic tool at their disposal that has been overlooked—the pattern of introduction of next generation products. Our findings suggest that a change in the frequency and/or pattern of introduction, in and of themselves, can influence consumers' perceptions of future product introductions, and ultimately influence their purchase actions. Specifically, we demonstrate that by better understanding consumers' purchase timing decisions, firms may be able to induce purchase on the basis of introductory frequency and pattern alone. Additionally, we demonstrate that by strategically managing consumer expectations of future product introductions, firms may be able to decrease the purchase likelihoods of competing products. Implications of our research and its application to the pattern and timing of preannouncements for new products are also explored. 相似文献
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Anne T. Coughlan S. Chan Choi Wujin Chu Charles A. Ingene Sridhar Moorthy V. Padmanabhan Jagmohan S. Raju David A. Soberman Richard Staelin Z. John Zhang 《Marketing Letters》2010,21(3):317-333
This paper shows how analytic modeling research in the Marketing field is focused on answering questions of “How?” and “Why?” It describes the disciplines involved in analytic modeling; examines how the key criteria of parsimony and robustness help to define a good model; and discusses other goodness criteria, including appropriate use of analytic techniques, applicability of the model to institutionally rich, real-world problems, non-obvious results, generalizability, and ability to provide insight where other research techniques do not work. The paper defines and discusses key concepts in analytic models of distribution channels, including double marginalization, coordination, incentive alignment and contract design, strategic substitutability and complementarity, externalities, and principal–agent problems. Next, the paper summarizes research presented in the session on analytic models in channels at the Erin Anderson conference; and finally, the paper suggests avenues for future analytic modeling research. 相似文献
8.
Charles P. Staelin 《Journal of International Economics》1976,6(1):39-63
Recent contributions to the theory of the effective-protection and domestic-resource-cost indicators of resource allocation have shown that general-equilibrium rather than partial-equilibrium models are required. Yet general-equilibrium models have, to date, assumed competitive behavior, an assumption which is at variance with reality and which is inconvenient empirically. This paper argues for the use of simple general-equilibrium models embodying noncompetitive pricing assumptions and then presents such a model. A test of the model on data from the Ivory Coast shows that different assumed pricing behaviors do lead to different resource allocations, suggesting that the assumption of competition in a noncompetitive world may give misleading results. 相似文献
9.
Charles P. Staelin 《Journal of development economics》1974,1(2):129-143
India has a history of export promotion policies extending back into the 1950's. These policies seem to have been applied without regard to comparative advantage and this study indicates the high cost of India's disregard for economic efficiency. Using the domestic resource cost concept as the criterion for measuring relative export efficiency, the present structure of Indian exports is examined on both the sectoral and product level. The results show not only an unacceptably wide divergence in the domestic resource cost of exports on the margin - indicating a misallocation of resources in the export sector - but also an export incentive system which fails to select India's most efficient exports. 相似文献
10.
Chakravarthi Narasimhan Chuan He Eric T. Anderson Lyle Brenner Preyas Desai Dmitri Kuksov Paul Messinger Sridhar Moorthy Joseph Nunes Yuval Rottenstreich Richard Staelin George Wu Z. John Zhang 《Marketing Letters》2005,16(3-4):361-373
Behavioral decision researchers have documented a number of anomalies that seem to run counter to established theories of
consumer behavior from microeconomics that are often at the core of analytical models in marketing. A natural question therefore
is how equilibrium behavior and strategies would change if models were to incorporate these anomalies in a consistent way.
In this paper we identify several important and generalizable anomalies that modelers may want to incorporate in their models.
We briefly discuss each phenomenon, identify a key unresolved issue and outline a research agenda to be pursued. 相似文献