The impact of a new online channel: An empirical study |
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| Affiliation: | 1. The University of Sydney, Australia;2. Simon Fraser University, Canada;1. Duke Clinical Research Institute, Duke University School of Medicine, Durham, North Carolina;2. Department of Medicine, Duke University School of Medicine, Durham, North Carolina;1. Warnell School of Forestry and Natural Resources, University of Georgia, United States;2. Department of Organization and Entrepreneurship, The School of Business and Economics, Linnaeus University, Sweden;1. Sun Yat-sen University, China;2. Griffith University (Gold Coast Campus), Australia;1. Department of Medicine, Division of Hematology-Oncology, Palliative Medicine, Mayo Clinic, 5777 East Mayo Boulevard, Phoenix, AZ 85253, USA;2. Birmingham Veteran Affairs Medical Center and UAB Center for Palliative and Supportive Care, 1720 2nd Avenue South, BDB 650, Birmingham, AL 35294-0012, USA |
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| Abstract: | This paper investigates the impact of adding a direct online channel on a firm and its intermediaries. We develop a set of testable hypotheses and then empirically test them on a longitudinal transaction dataset from the hospitality industry. Our results show that the introduction of a direct online channel significantly reduces the price premium charged by intermediaries, and the impact varies across consumer segments and product markets. More interestingly, we find that, after the adoption of a direct online channel: (1) the intermediaries are not necessarily worse off; (2) price dispersion increases for products sold through both intermediaries and direct channels; and (3) the price dispersion increase is higher for products sold by intermediaries. |
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| Keywords: | Direct online channel Intermediary Competitive advantage Distribution channel Pricing Multichannel management |
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