capacity allocation ordering and pricing decisions in a supply chain with demand and supply uncertainties abstract this paper studies coordinated decisions in a decentralized supply chain that consists of one original equipment manufacturer oem one manufacturer and one distributor and possesses uncertainties at both demand and supply sides these uncertainties emerge respectively from random demand the distributor faces and randomness of capacity with which the oem processes the manufacturer s outsourced quantity sharing supply and demand uncertainty information along the supply chain enables us to develop three models with different coordination efforts the oem and manufacturer coordination the manufacturer and distributor coordination and the oem manufacturer and distributor coordination and quantify the coordinated decisions in these three models our analysis of these coordination models suggests that coordinating with the oem improves the manufacturer s probability of meeting downstream demand and his expected profit yet coordinating with the manufacturer is not necessarily beneficial to the oem when downstream coordination is lacking

research note quantity discounts in differentiated consumer product markets in this paper we extend the standard hotelling model of product differentiation to incorporate a second dimension of consumer heterogeneity that relates to the quantity of the product consumers wish to buy this extension allows us to derive optimal nonlinear pricing rules chosen by competing sellers when offering differentiated products in the marketplace it also permits us to assess whether sellers find it optimal to offer quantity discounts in such a setting and the implications of such discounts on their profitability we find that offering quantity discounts corresponds indeed to equilibrium behavior the extent of discounting declines the less differentiated the products surprisingly when sellers offer to consumers a choice between two different sized packages their profits are at most as high as when such a choice is unavailable moreover when utilizing nonlinear pricing rules is not feasible the profits of the sellers actually decline when they offer consumers a choice between different sized packages a limited empirical investigation supports the comparative statics we derive in our theoretical model

implicit understandings in channels of distribution formal agreements can be used to achieve coordination among channel members these agreements work by exerting explicit control over the members who make the agreements however implicit understandings can be used as a partial substitute for more formal agreements in this paper we show that implicit understandings can develop as channel members learn about each other s behavior we show that this learning leads to the use of the implicit influence each channel member has over the other s behavior the learning leading to an implicit understanding requires some form of experimentation or historical observation this learning results in an oscillating retail price when only one channel member learns the other s behavior both channel members obtain greater profits than when neither member learns and both channel members obtain less profits than when both members learn however the member who does not learn obtains more profits than the member who learns we also show that implicit understandings r

commissions and sales targets under competition we consider a game between two capacity providers that compete for customers through a broker who earns commissions on sales and sells to both loyal and nonloyal customers the providers compete by selecting commission margins and sales targets above which the margins on total sales increase we study the contract form in equilibrium and the effect that sales targets have on the profit split between the providers and the broker we show that in equilibrium contracts require positive sales targets that can be best described as a mechanism for the larger provider to profit at the expense of the smaller provider the effect of sales targets is different when commission margins are exogenous and the providers compete by setting targets in this case it is the low margin provider who benefits from sales targets at the expense of the broker who in this context resists the imposition of targets this paper was accepted by yossi aviv operations management

outsourcing retail pricing to a category captain the role of information firewalls it has been argued that retailers lack both the resources and capabilities to maximize category performance retailers may seek category management cm advice from a manufacturer referred to as a category captain cc a cc s recommendations affect all brands in the category not just her own despite an increase in the number of cc collaborations retailers are still concerned about manufacturer opportunism and militant behavior by manufacturers not selected as ccs whereas government agencies are worried about anticompetitive behavior that could harm consumers the federal trade commission recommends strictly enforced information firewalls within a cc s organization as a best practice guideline in this study we develop an empirical model and use policy simulations to quantify the impact of cc arrangements with information firewalls on retailers manufacturers and consumers we show how these effects could be influenced by the deactivation of vertical and horizontal information firewalls within the cc s organization

the marketing channel as an equilibrium set of contracts nash bargaining theory and recent developments in economic contract theory are employed in the analysis of the marketing channels individual dyadic contracts involving payment schedules between members of a simple 3 level channel are investigated with particular reference to monitoring problems and intrachannel power relations the interrelations between individual contracts are examined and the equilibrium set of contracts constituting the channel derived the performance of the channel in terms of risk sharing allocative efficiency and the distribution of gains is then evaluated it is found that the risk aversion of channel members and the cost of monitoring and enforcement affect channel efficiency and that under certain types of interdependencies and externalities the nature of the power structure is crucial to channel efficiency

managing channel profits a channel of distribution consists of different channel members each having his own decision variables however each channel member s decisions do affect the other channel members profits and as a consequence actions a lack of coordination of these decisions can lead to undesirable consequences for example in the simple manufacturer retailer consumer channel uncoordinated and independent channel members decisions over margins result in a higher price paid by the consumer than if those decisions were coordinated in addition the ensuing suboptimal volume leads to lower profits for both the manufacturer and the retailer this paper explores the problems inherent in channel coordination we address the following questions what is the effect of channel coordination what causes a lack of coordination in the channel how difficult is it to achieve channel coordination what mechanisms exist which can achieve channel coordination what are the strengths and weaknesses of these mechanism what is the role of nonprice variables e g manufacturer advertising retailer shelf space in coordination does the lack of coordination affect normative implications from in store experimentation can quantity discounts be a coordination mechanism are some marketing practices actually disguised quantity discounts we review the literature and present a simple formulation illustrating the roots of the coordination problem we then derive the form of the quantity discount schedule that results in optimum channel profits this article was originally published in marketing science volume 2 issue 3 pages 239 272 in 1983

are nonconvexities important for understanding growth everyday experience and a simple logical argument show that nonconvexities are essential for understanding growth compared to previous statements of this well known argument the presentation here places more emphasis on the distinction between two of the fundamental attributes of any economic good rivalry and excludability it also emphasizes the difference between public goods and the technological advances that are fundamental to economic growth like public goods technological advances are rionrival goods hence they are inextricably linked to nonconvexities but in contrast to public goods which are nonexcludable technological advances generate benefits that are at least partially excludable hence innovations in the technology are for the most part privately provided this means that nonconvexities are relevant for goods that trade in private markets consequently an equilibrium with price taking in all markets cannot be sustained concluding remarks describe some of the recent equilibrium growth models that do not rely on price taking and highlight some of the implications of these models this abstract was borrowed from another version of this item

costs and benefits of inducing intrabrand competition the role of limited liability when is inducing intrabrand competition via nonexclusive distribution an optimal strategy to address this issue a static model is developed to examine two settings the manufacturer uses exclusive distributors in the first setting and nonexclusive distributors in the second the analysis indicates that the choice of distribution rests critically on whether the manufacturer can effectively extract surplus from the distributors due to a variety of institutional reasons the distributors liability is often limited in performing on behalf of the manufacturer such limited liability restricts how much of the distributors surplus can be extracted when the distributors surplus cannot be fully extracted the manufacturer may prefer nonexclusive distribution even when distributors can free ride on each other s efforts

improper selection of high cost producers in the rent seeking contest the resources two rival businesses spend to raise their own chanceof getting a unique monopoly license are a cost of rent seeking when those businesses differ in the costs of producing themonopoly good there is an additional cost of rent seeking that hasnot been sufficiently studied in the literature if the high cost producer winsthe license the difference between his cost and the costs of hismore efficient rival is a social loss from improper selection ofproducers by the political process the loss becomes more severewhen the ability to lobby of the inefficient producer outstripsthat of the efficient producer this may help to explain whyspecialized lobbying evolved specialized lobbying reduces thesocial cost from improper selection of firms by allowing efficientproducers to hire expert rent seekers and so to raise theirchances of gaining monopoly concessions

nonlinear pricing in markets with interdependent demand this paper provides a mathematical framework for modeling demand and determining optimal price schedules in markets which have demand externalities and can sustain nonlinear pricing these fundamental economic concepts appear in the marketplace in the form of mutual buyers benefits and quantity discounts the theory addressing these aspects is relevant to a wide variety of goods and services examples include tariffs for electronic communications services pricing of franchises and royalty fees for copyrighted material and patents this paper builds on several previous results from microeconomics and extends nonlinear pricing to markets with demand externalities the implications of this price structure are compared to results obtained for flat rates and two part tariffs in a similar context a case study is described in which the results were applied to planning the startup of a new electronic communications service

bricks vs clicks the impact of manufacturer encroachment with a dealer leasing and selling of durable goods in durable goods markets many brand name manufacturers including ibm hp epson and lenovo have adopted dual channel supply chains to market their products there is scant literature however addressing the product durability and its impact on players optimal strategies in a dual channel supply chain to fill this void we consider a two period dual channel model in which a manufacturer sells a durable product directly through both a manufacturer owned e channel and an independent dealer who adopts a mix of selling and leasing to consumers our results show that the manufacturer begins encroaching into the market in period 1 but the dealer starts withdrawing from the retail channel in period 2 moreover as the direct selling cost decreases the equilibrium quantities and wholesale prices become quite angular and often nonmonotonic among other results we find that both the dealer and the supply chain may benefit from the manufacturer s encroachment our results also indicate that both the market structure and the nature of competition have an important impact on the player s dealer s optimal choice of leasing and selling

an approach for developing an optimal discount pricing policy this paper addresses the problem of why and how a seller should develop a discount pricing structure even if such a pricing structure does not alter ultimate demand the situation modeled is most appropriate where the seller s product does not represent a major component of the buyer s final product where the demand for the product is derived or where the price is only one of many factors considered in making a purchase decision a model of buyer reaction to any given pricing scheme is developed to show that there exists a unified pricing policy which motivates the buyer to increase its ordering quantity per order thereby reducing the joint buyer and seller ordering and holding costs as a result the seller is able to reduce its costs while leaving the buyer no worse off and often better off the model is extended to handle variable ordering and shipping costs and situations where the seller faces numerous groups of buyers each having different ordering policies finally a case study is presented explicitly showing how the proposed pricing policy can be applied to the situation of a large seller selling to a number of different buyer groups

competitor orientation and the evolution of business markets competitor orientation i e the focus on beating the competition rather than maximizing profits seems to thrive in business situations despite being by definition suboptimal for profit maximizing firms our research explains how a competitor orientation can persist and even thrive in equilibrium in markets that reward only profits we apply evolutionary game theory to business markets where reputation matters we use three games that represent classic interactions in business marketing chicken to illustrate competition for product adoption the battle of the sexes channel negotiations and the prisoners dilemma pricing battles initial populations are assumed to have both profit maximizing managers and competitor oriented managers i e those who gain additional utility from beating others we demonstrate that a competitor orientation can survive in equilibrium despite selection that is based solely on profits using chicken we show that a competitor orientation thrives and can even overrun the population we use the battle of the sexes to show that a competitor orientation will overrun one population in a two sided negotiation e g all retailers in a retailer manufacturer dyad last using the prisoners dilemma we show that competitor orientation is not selected against we conclude that evolutionary profit driven selection pressures cannot be assumed to eliminate nonprofit maximizing behavior even when selection is based purely on profitability

optimal price and product quality decisions in a distribution channel this paper studies a joint pricing and product quality decision problem in a distribution channel in which a manufacturer sells a product through a retailer the manufacturer jointly determines the wholesale price and quality of the product and the retailer determines the retail price we find that if the marginal revenue function is strictly concave then the manufacturer chooses a lower product quality level than if selling the product directly to customers if the marginal revenue function is affine then the manufacturer s optimal product quality decision is independent of the distribution channel structure if the marginal revenue function is strictly convex then the manufacturer chooses a higher product quality level than if selling the product directly to customers

cheap talk and bogus network externalities in the emerging technology market many emerging technologies exhibit path dependent demands driven by positive network feedback such network effects profoundly impact marketing strategists thinking in today s network economy however the significant network externalities expected by many people often fail to materialize in the emerging technology market we analyze this phenomenon in the context of a technology distribution channel by studying cheap talk strategies under information asymmetry we show that incentive compatible contracts are essential for achieving credible information transmission in our model the better informed technology vendor has an incentive to inflate the retailer s ex ante belief of network externalities when a wholesale price contract is adopted when properly termed revenue sharing contracts are implemented there are information efficient cheap talk equilibria where truthful information transmission is mutually beneficial when the vendor s information is imperfect even revenue sharing contracts cannot guarantee credible information transmission if there is significant prior belief disparity between the vendor and the retailer this study demonstrates how information inefficient equilibria e g information blockage arise because of the conflict of interest or the conflict of opinion among channel members it also explores the role of cheap talk in facilitating channel coordination

using game theory to model competition the article is an exposition of the basic concepts of noncooperative game theory and their application to advertising product and price competition

advertising in a distribution channel conventional wisdom suggests that one of the goals of manufacturer advertising is to reduce the cross price elasticity between products make one s own and rivals products appear to be less substitutable in the eyes of consumers conventional wisdom also suggests that all else being equal retailers will be able to obtain better terms of trade from manufacturers the more substitutable are the manufacturers products it follows that retailers should be opposed to advertising that has the effect of reducing cross price elasticities and thus that manufacturer advertising can be a source of channel conflict we show that these conventional wisdoms need not hold when only some consumers are exposed to the advertising messages using a hotelling model of demand we show that 1 manufacturers can be worse off from advertising that reduces the cross price elasticities between their products 2 channel conflict need not arise even when the sole purpose of advertising is to affect cross price elasticities and 3 depending on its bargaining power a retailer can be better off when the manufacturers products are perceived to be less substitutable

integration fragmentation and the geography of welfare the welfare effects of trade integration with endogenous production technology are examined in a monopolistic competition framework in addition to explaining industry location trade patterns and accompanying effects on local welfare the analysis highlights the endogenous change in the costs of supervising fragmented production when economies open up to trade by regarding fragmentation as a skill intensive activity factor proportions rather than size strongly affect the international distribution of gains from trade nevertheless albeit not generally for a wide range of parameter values even a skill poor country can participate in the gains despite loss of industry

strategic upfront marketing channel integration as an entry barrier abstract this paper investigates an organizational design problem concerning whether duopolistic firms competing in a product market should vertically integrate or separate their marketing channels in a dynamic noncooperative game setting previous operational research models have shown that the separation of the marketing channel with the adoption of a two part tariff contract is the dominant strategy compared with integration for each firm if the two firms face retail price competition and thereby constitutes the subgame perfect nash equilibrium spne contrary to this previous insight this paper demonstrates that if exogenous parameters that characterize fixed costs product substitutability and a demand function fall into a specific region marketing channel integration dominates the separation strategy when one of the two firms is the incumbent firm while the other is a potential entrant in other words the well known result in the price setting game can be reversed when we take entry threats into consideration specifically we show that upfront vertical integration of the marketing channel enables the incumbent to deter the entry of the potential competitor and to monopolize the market in the spne this result has operational implications for a firm confronting the threat of potential rivals entering the market in that the firm can use this apparently inferior strategy as a commitment device which creates a virtual entry barrier

an investigation of the equal commission rate policy for a multi product salesforce for a multi product sales force the policy of paying commissions as an equal percentage of realized gross margins is shown to be in general nonoptimal from the firm s profit maximization point of view for a homogeneous salesforce the nonoptimality results from the fact that earlier research while taking into account the effect of commission rates on a salesperson s allocations of total time to the multiple products has not incorporated the effect of commission rates on salesperson s total selling time resulting from his her trading off income vs total time to maximize utility the equal commission rate policy is however optimal for the cases of i salesperson with a fixed total selling time and a minimum income requirement and ii fair income salesperson whose total selling time is merely a function of income and not based on rate of change of income as in the utility maximization case if the salesforce is heterogeneous e g different salespersons have differing sales responses to selling time this makes the equal commission rate policy to be in general nonoptimal even for the restrictive cases i and ii it is suggested that the commission rates be set higher for products with greater elasticities relating quantities sold to selling times the common practice of paying commissions as a percentage of total dollar sales rather than gross margins is shown to be optimal under certain assumptions

rational conjectures in the theory of oligopoly abstract the paper employs the notion of rational conjectural equilibrium to remove the arbitrary nature of conjectures about rivals reactions which characterises the traditional non cooperative theory of oligopoly a general definition of these equilibria is given and the concept is then applied to a simple duopoly model the standard models of perfect competition monopoly limit price dominant firms are shown to emerge as special cases of rational conjectural equilibria

firm strategies in the mid tail of platform based retailing while millions of products are sold on its retail platform amazon com itself stocks and sells only a very small fraction of them most of these products are sold by third party sellers who pay amazon a fee for each unit sold empirical evidence clearly suggests that amazon tends to sell high demand products and leave long tail products for independent sellers to offer we investigate how a platform owner such as amazon facing ex ante demand uncertainty may strategically learn from these sellers early sales which of the mid tail products are worthwhile for its direct selling and which are best left for others to sell the platform owner s cherry picking of the successful products however gives an independent seller the incentive to mask any high demand by lowering his sales with a reduced service level unobserved by the platform owner we analyze this strategic interaction between a platform owner and an independent seller using a game theoretic model with two types of sellers one with high demand and one with low demand we show that it may not always be optimal for the platform owner to identify the seller s demand interestingly the platform owner may be worse off by retaining its option to sell the independent seller s product whereas both types of sellers may benefit from the platform owner s threat of entry the platform owner s entry option may reduce consumer surplus in the early period although it increases consumer surplus in the later period we also investigate how consumer reviews influence the market outcome

direct marketing indirect profits a strategic analysis of dual channel supply chain design the advent of e commerce has prompted many manufacturers to redesign their traditional channel structures by engaging in direct sales the model conceptualizes the impact of customer acceptance of a direct channel the degree to which customers accept a direct channel as a substitute for shopping at a traditional store on supply chain design the customer acceptance of a direct channel can be strong enough that an indepent manufacturer would open a direct channel to compete with its own retailers here direct marketing is used for strategic channel control purposes even though it is inefficient on its own and surprisingly it can profit the manufacturer even when so direct sales occur specifically we construct a price setting game between a manufacturer and its independent retailer direct marketing which indirectly increases the flow of profits through the retail channel helps the manufacturer improve overall profitability by reducing the degree of inefficient price double marginalization while operated by the manufacturer to constrain the retailer s pricing behavior the direct channel may not always be detrimental to the retailer because it will be accompanied by a wholesale price reduction this combination of manufacturer pull and push can benefit the retailer in equilibrium finally we show that the mere threat of introducing the direct channel can increase the manufacturer s negotiated share of cooperative profits even if price efficiency is obtained by using other business practices

an industry equilibrium analysis of downstream vertical integration this paper investigates the effect of product substitutability on nash equilibrium distribution structures in a duopoly where each manufacturer distributes its goods through a single exclusive retailer which may be either a franchised outlet or a factory store static linear demand and cost functions are assumed and a number of rules about players expectations of competitors behavior are examined it is found that for most specifications product substitutability does influence the equilibrium distribution structure for low degrees of substitutability each manufacturer will distribute its product through a company store for more highly competitive goods manufacturers will be more likely to use a decentralized distribution system this article was originally published in marketing science volume 2 issue 2 pages 161 191 in 1983

note channel of distribution profits when channel members form conjectures it is well known that lower channel profits are achieved in the bilateral manufacturer reseller monopoly if manufacturer and reseller independently optimize their respective profits they take each other s decisions as given i e adopt decision rules that ignore their influence on the other channel member higher profits are achieved if they coordinate their profit maximizing decisions consequently there is an economic justification for 1 vertical integration that by definition prevents conflicting profit objectives or 2 contracts that change channel members incentives to the compatible objectives of shares of total channel profits this paper investigates the possibility that coordination might take place without formal arrangements like vertical integration or contracts the reason for this contention is the casual observation that channel members are often acutely aware of the interdependencies between channel participants we might thus expect that they will form conjectures about other channel members reactions to their own actions we show that rational conjectures lead profit maximizing channel members to adopt modified decisions rules can such conjectural decision making create at least partially channel coordination or cooperation in other words can channel members deviate from the nash equilibrium and thus achieve greater profits the answer given in this paper is a conditional yes

the salesperson as outside agent or employee a transaction cost analysis this descriptive study explores the reasons for integration of the personal selling function i e the use of employee direct salespeople rather than manufacturers representatives reps a hypothesized model is developed based on both transaction cost analysis and the sales force management literature data from 13 electronic component manufacturers covering 159 u s sales districts are used to estimate a logistic model of the probability of going direct in a given district results are shown to be stable across specification and estimation methods and to fit the data well the transaction cost model is generally supported the principal finding is that the greater the difficulty of evaluating a salesperson s performance the more likely the firm to substitute surveillance for commission as a control mechanism i e to use a direct sales force among other findings direct sales forces are also associated with complex hard to learn product lines and with districts that demand considerable nonselling activities several factors prove unrelated including company size the amount of travel a district requires and the importance of key accounts this article was originally published in marketing science volume 4 issue 3 pages 234 254 in 1985

modeling the psychology of consumer and firm behavior with behavioral economics abstract marketing is an applied science that tries to explain and influence how firms and consumers behave in markets marketing models are usually applications of standard economic theories which rely on strong assumptions of rationality of consumers and firms behavioral economics explores the implications of the limits of rationality with the goal of making economic theories more plausible by explaining and predicting behavior more accurately while maintaining formal power this article reviews six behavioral economics models that are useful to marketing three models generalize standard preference structures to allow for sensitivity to reference points and loss aversion social preferences toward outcomes of others and preference for instant gratification the other three models generalize the concept of game theoretic equilibrium allowing decision makers to make mistakes encounter limits on the depth of strategic thinking and equilibrate by learning from feedback the authors also discuss a sp

pricing and volume discounting for a dominant retailer with uncertain manufacturing cost information abstract a product costs the manufacturer c unit to produce the retailer sells it at p unit to the consumers the retail market demand volume v varies with p according to a given demand curve d p how would or should the players i e the manufacturer and the retailer set their prices in contrast to many studies that assume a dominant manufacturer implementing the manufacturer stackelberg ms game this paper examines how a dominant retailer should operate when his knowledge of c is imperfect we first derive optimal decisions some of them counter intuitive for the dominant retailer when he is restricted to choosing between rs retailer stackelberg and ms second we propose a reverse quantity discount scheme that the dominant retailer i e the downstream player can offer to the manufacturer note that the standard discount scheme is offered by the upstream player we show that this discounting scheme is quite effective compared to the considerably more complicated though nevertheless theoretically optimal menu of contracts we also reveal a largely overlooked function of discounting i e discounting enables an ignorant but dominant player to usurp the earnings attributable to the knowledge of the dominated player finally we also show that discounting works well when the demand curve is linear but becomes ineffective when the demand curve is iso elastic a result echoing the conclusions of some earlier related works

physicians services and the division of labor across local markets this paper reports empirical evidence of systematic cross locale variation in the degree of division of labor among physicians a theoretical model based on an individual producer s trade off between increasing returns and falling marginal revenue within each activity motivates the empirical tests at two levels of aggregation specialization is correlated with local demand shifters for medical services at the individual level i find systematic differences in the range of procedures performed within a specialty class general practitioners working fewer hours practicing in more populated counties or practicing in countries with more elderly produce a narrower range of procedures

a comparison of different quantity discount pricing policies in a two echelon channel with stochastic and asymmetric demand information abstract in this paper we study quantity discount pricing policies in a channel of one manufacturer and one retailer the paper assumes that the channel faces a stochastic price sensitive demand but the retailer can privately observe the realization of an uncertain demand parameter the problem is analyzed as a stackelberg game in which the manufacturer declares quantity discount pricing schemes to the retailer and then the retailer follows by selecting the retail price and associated quantity proposed in the paper are four quantity discount pricing policies regular quantity discount fixed percentage discount incremental volume discount and fixed marginal profit rate discount optimal solutions are derived and numerical examples are presented to illustrate the efficiency of each discount policy

vertical strategic interaction implications for channel pricing strategy this paper examines two strategic pricing decisions within channels using foresight i e price leadership and considering category implications i e product line pricing are price leadership and product line pricing always the best pricing strategies for a channel member if not when does this occur and why by investigating these questions we address some major concerns of both marketing practitioners and scholars interested in channel management issues in addition this study provides an indepth discussion on why previous analytic studies produced answers to these questions that depend upon the choice of the form of demand functions as such this study should significantly resolve the debate among analytic marketing modelers about the right demand specification at the core of our discussion lies the concept of vertical strategic interaction which is defined in terms of the direction of a channel member s reaction to the actions of its channel partner within a given demand structure specifically if a channel member s best reaction is to reduce its margin when its channel partner increases its margin the type of vertical strategic interaction is referred to as vertical strategic substitutability vss if the best reaction is to increase the margin the environment is referred to as vertical strategic complementarity vsc if the best reaction is no margin change it is referred to as vertical strategic independence vsi using a game theoretic approach we demonstrate that these three types of vertical strategic interactions represent a key driving force for optimal decisions on channel price leadership and product line pricing our investigation involves mathematical analyses of an industry model composed of two manufacturers selling competing products both carried by two competing retailers as such the model allows for retailer product line pricing as well as manufacturer and retailer level competition in addition this general model can be used to analyze three more restrictive industry settings often found in the channels literature i e a bilateral monopoly jeuland and shugan jeuland abel steven m shugan 1983 managing channel profits marketing sci 2summer 239 72 two competing manufacturers selling through competing franchised retailers mcguire and staelin mcguire timothy w richard staelin 1983 an industry equilibrium analysis of downstream vertical integration marketing sci 2spring 161 92 and two competing manufacturers selling through one common retailer using product line pricing choi choi s chan 1991 price competition in a channel structure with a common retailer marketing sci 10fall 271 96 unlike many other channel studies most of our analyses are performed without assuming particular functional forms of demand curves thus this paper provides greater assurance that the insights from this stream of research are broadly applicable not only across industry structures but also across demand conditions the paper starts out by defining three different rules for how prices are set the manufacturer uses foresight the retailer uses foresight and neither channel member uses foresight we then show a one to one mapping between the type of vertical strategic interaction and the optimality of channel price leadership specifically a channel member finds it profitable to be a price leader for vss but prefers to be a follower for vsc for vsi channel members are indifferent to the channel price leadership issue as it has no effect on channel member profits we also show that there exist conditions under which a retailer might see a reduction in profits when it changes its policy from non product line pricing to product line pricing such conditions arise when the retailer is not a price leader and the environment is characterized by vss or vsc at a more general level this study suggests not only the value but also the cost to a firm for using superior knowledge i e foresight and or product line pricing in making strategic marketing decisions in this way ignorance can be bliss we also explore the link between demand characteristics and the three types of vertical strategic interaction we show that the type of vertical strategic interaction present in a given environment is closely related with the convexity of the demand curve and the level of demand for a given price interestingly we find that linearity of demand is not a necessary condition for any of the three types of vertical strategic demand function consequently in evaluating the robustness of analytic analyses it may be more important to determine the type of vertical strategic interaction assumed instead of whether the demand is linear or nonlinear finally our results are limited to situations where the channels are not coordinated and the retailer s precommitment to particular pricing policy and decision is credible although such situations still capture a significant portion of reality we acknowledge that the insights from this study might not be applicable in all situations

vertical integration with endogenous contract leadership stability and fair profit allocation abstract this paper studies vertical integration in serial supply chains with a wholesale price contract we consider a business environment where the contracting leader may be endogenously changed before and after forming the integration a cooperative game is formulated to normatively analyze the stable and fair profit allocations under the grand coalition in such an environment our main result demonstrates that vertical integration is stable when all members are pessimistic in the sense that they are sure that they will not become the contracting leader if they deviate from the grand coalition we find that in this case the grand coalition s profit must be allocated more to the retailer and the members with higher costs nevertheless we also show the conditions under which the upstream manufacturer can have strong power as in traditional supply chains

on supply chain coordination for false failure returns a quantity discount contract approach abstract a large proportion of consumer returns fall into the category of false failure returns which refer to returns without functional defects in this paper we consider profits resulting from exerting costly effort to reduce false failure returns in a reverse supply chain the supply chain as a whole has a strong incentive to reduce such returns for cost saving however retailers typically enjoy a full credit provided by suppliers for returns so they may not have sufficient incentives to exert enough effort for supply chain profit maximization in some scenarios retailers may even have the motivation to encourage such returns we suggest using a coordination contract to resolve this profit conflict we introduce a quantity discount contract which specifies a payment to the retailer with an amount exponentially decreasing in the number of returns we present explicit forms of such contracts given different assumptions about the distribution of the number of returns we also prove that the contract is pareto improving besides it is shown that when the contract is applied in a closed loop supply chain it can deter retailer s potential incentive to encourage returns moreover some modifications of the contract can lead to easy allocation of supply chain profit

a microeconomic mechanism for economic growth this paper constructs a dynamic general equilibrium model in which economic growth is explained by the evolution of the division of labor the relationships among the accumulation of human capital the evolution of the division of labor endogenous comparative advantage trade dependence the market structure and economic growth are investigated

the hunt vitell general theoryof marketing ethics can it enhance our understanding of principal agent relationships in channels of distribution this paper advances the hunt vitell general theory of marketing ethics as a framework for enriching current understanding of both long term marketing relationships in general and principal agent associations specifically under economic models of agency theory manufacturer distributor relationships are conceptualized as principal agent associations where both parties are assumed be motivated exclusively by short term financial self interest within the logical constraints of zero sum game conditions as a general model of ethical decision making and behavior in marketing the hunt vitell theory illustrates how ethical decisions are predicated not only upon estimations of potential benefits or outcomes using teleological criteria but also deontological evaluations which invoke norms and values furthermore the recent ideas advanced in relationship marketing perspectives suggest that distribution channel associations premised upon non zero sum or symbiotic assumptions may be more effective and more jointly profitable based upon the hunt vitell model propositions are formulated that complement the understanding of agency theory within the context of marketing channel relationships and thus may represent a basis for more effective agency selection and interaction in marketing practice

coordinated decisions for substitutable products in a common retailer supply chain abstract this paper studies coordination mechanisms in a supply chain which consists of two suppliers with capacity uncertainties selling differential yet substitutable products through a common retailer who faces price sensitive random demand of these two products we develop in a noncompetitive setting three coordination models revenue sharing return policy and combination of revenue sharing and return policy and contrast them with a basic and uncoordinated model we are able to establish the ordinal relationship among the retailer s ordering and pricing decisions and analytically compare the performances between certain models when two suppliers are identical we find that the retailer s ordering and pricing decisions in the model with return policy in the case of identical suppliers are independent of demand or supply uncertainty our numerical results reveal that the performances of coordination models in the case of nonidentical suppliers resemble those in the case of identical suppliers we find that the retailer will place a larger order quantity in models where her average cost per unit sold is smaller we also find that product substitutability and uncertainties have different effects on chain performances

distribution channels an extension of exclusive retailership the underlying channel structure in most studies to date has consisted either of exclusive dealers that sell only one manufacturer s brand or of a single retailer selling multiple brands little attention has been given to the larger segment of most consumer goods markets in which retailers compete to sell multiple brands at the same location this research seeks to add to the growing literature of channel competition by analyzing three channel structures the least constrained of which deals with two competing manufacturers and two retailers each of whom distributes both products in a noncooperative game with two nash s and one stackleberg equilibrium using differentiated products and a linear demand function we introduce the concept of store substitutability a measure corresponding to product substitutability representing competitiveness at the retail level between the two retailers we are able to obtain closed form solutions for all cases we show that the presence of competitive effects at both retail and manufacturer levels of distribution has a significant impact on profits and prices we also study the effects of various power relationships in the channel furthermore we compare these results to those obtained by previous research finally we propose some testable implications and suggest avenues for future research

sharing the wealth when should firms treat customers as partners marketers often stress the importance of treating customers as partners a fundamental premise of this perspective is that all parties can be weakly better off if they work together to increase joint surplus and reach pareto efficient agreements for marketing managers this implies organizing marketing activities in a manner that maximizes total surplus this logic is theoretically sound when agreements between partners are limitless and costless in most consumer marketing contexts business to consumer this is typically not true the question i ask is should one still expect firms to partner with consumers and reach pareto efficient agreements in this paper i use the example of a firm s choice of product configuration to demonstrate two effects first i show that a firm may configure a product in a manner that reduces total surplus but increases firm profits second one might conjecture that increased competition would eliminate this effect but i show that in a duopoly firm profits may be increasing in the cost of product completion this second result suggests that firms may prefer to remain inefficient and or stifie innovations both results violate a fundamental premise of partnering that firms and consumers should work together to increase total surplus and reach pareto efficient agreements the model illustrates that pareto efficient agreements are less likely to occur if negotiation with individual partners is infeasible or costly such as in business to consumer contexts consumer marketers in one to many marketing environments should be wary of treating customers as partners because pareto efficient agreements may not be optimal for their firm

a stackelberg model of pricing of complementary goods under information asymmetry abstract we consider a duopoly market where two separate firms offer complementary goods in a leader follower type move each firm has private forecast information about the uncertain market demand and decides whether to share it with the other firm we show that information sharing would benefit the leader firm but hurt the follower firm as well as the total system if the follower firm shares information unconditionally we then devise a simple to implement information sharing scheme under which both firms and the total system are better off we also provide several interesting managerial insights and establish the robustness of the model in managing a supply chain through our analytical and simulation results

labor specialization and the extent of the market this paper presents an analytical model of labor specialization workers make human capital investment decisions on the depth and the breadth of their skill given that firms have diverse job requirements and increasing returns to scale workers invest more for the depth of their human capital and less for the breadth as the size of the labor market increases also the larger the size of the market the more varieties of job requirements are used so that the average match between a worker and a firm improves

trade in producer services and returns due to specialization under monopolistic competition this paper demonstrates that liberalizing trade in services while yielding efficiency gains associated with comparative advantage may yield additional gains for both importing and exporting countries because of an increased division of labor a model is developed in which producer services coordinate and control the specialized members of complex production processes the model is used to analyze trade in services and its effect on the division of labor and the realization of returns from specialization this differs from the recent literature on traded services and specialization because of the explicit role introduced for services in the specialization process

channel coordination using product returns for a supply chain with stochastic salvage capacity abstract we examine returns policy in a newsboy framework unlike the prior literature however we assume that both supplier and retailer have limited and stochastic salvage capacities we first analyze the case of integrated supply chain in which the agents decisions are fully coordinated for the joint profits the result prescribes a partial returns policy in which the retailer returns a part of the leftovers to the supplier and liquidates the remainder through its clearance sale in a decentralized system the supplier should motivate the retailer to duplicate the outcome of the integrated system in choosing order and returns quantities we propose three coordination contracts of which each uses two benefit transfer schemes as an incentive to the retailer instead of using a single benefit scheme as in the prior literature all three effectively coordinate the supply chain the supplier as a stakelberg leader chooses the most profitable one since each contract yields the different shares of the agents profits

a note on price discount based on early order commitment in a single manufacturer multiple retailer supply chain abstract early order commitment eoc is a strategy for supply chain coordination wherein the retailer commits to purchasing from a manufacturer a fixed order quantity a few periods in advance of the regular delivery lead time in this paper we formulate and analyze the eoc strategy for a decentralized two level supply chain consisting of a single manufacturer and multiple retailers who face external demands that follow an autocorrelated ar 1 process over time we characterize the special structure of the optimal solutions for the retailers eoc periods to minimize the total supply chain cost and discuss the impact of demand parameters and cost parameters we then develop and compare three solution approaches to solving the optimal solution using this optimal cost as the benchmark we investigate the effectiveness of using the wholesale price discount scheme for the manufacturer to coordinate this decentralized system we give numerical examples to show the benefits of eoc to the whole supply chain examine the efficiency of the discount scheme in general situation and provide the special conditions when the full coordination is achieved

capturing strategic rent full line forcing brand discounts aggregate rebates and maximum resale price maintenance this paper examines the implications of a retailer s shelf space stocking decisions on the optimal marketing strategy of an upstream multiproduct monopolist when the retailer s opportunity cost of shelf space is known full line forcing brand discounts and maximum resale price maintenance are sufficient to achieve the monopolist manufacturer s first best profit when these strategies are adopted the retailer s profit is reduced to the scarcity rents obtainable on her shelf space when the retailer s opportunity cost of shelf space is unknown the use of aggregate rebates can act as a screening device to maximize channel profit copyright 1991 by blackwell publishing ltd

risk sharing and group decision making in a decision making problem where a group will receive an uncertain payoff which must be divided among the members of the group the ultimate payoff of interest is the vector of individual payoffs received by the members of the group in this paper preferences are quantified in terms of cardinal utility functions for such vectors of payoffs these utility functions can represent preferences concerning equitable and inequitable vectors of payoffs as well as attitudes toward risk the individual utility functions are aggregated to form a group utility function for the vector of payoffs and this latter function is in turn used to generate a group utility function for the overall group payoff and a sharing rule for dividing the group payoff into individual payoffs the resulting group decisions are pareto optimal in utility space properties of the sharing rule and the group utility function are investigated for additive and multilinear group utility functions

manufacturer s revenue sharing contract and retail competition this paper investigates a revenue sharing contract for coordinating a supply chain comprising one manufacturer and two competing retailers the manufacturer as a stackelberg leader offers a revenue sharing contract to two competing retailers who face stochastic demand before the selling season under the offered contract terms the competing retailers are to determine the quantities to be ordered from the manufacturer prior to the season and the retail price at which to sell the items during the season the process of pricing and ordering is expected to result in an equilibrium as in the bayesian nash game on the basis of anticipated responses and actions of the retailers the manufacturer designs the revenue sharing contract adopting the classic newsvendor problem model framework and using numerical methods the study finds that the provision of revenue sharing in the contract can obtain better performance than a price only contract however the benefits earned under the revenue sharing contract by different supply chain partners differ because of the impact of demand variability and price sensitivity factors the paper also analyses the impact of demand variability on decisions about optimal retail price order quantity and profit sharing between the manufacturer and the retailers lastly it investigates how the competition between retailers factor influences the decision making of supply chain members in response to uncertain demand and profit variability

channel coordination and quantity discounts this paper presents a model for analyzing the impact of joint decision policies on channel coordination in a system consisting of a supplier and a group of homogeneous buyers the joint decision policy characterized by the unit selling price and the order quantity is coordinated through quantity discounts and franchise fees both the annual demand rate and the operating cost including the purchase ordering and inventory holding costs depend on the joint decision policy employed this paper contributes by integrating work addressing quantity discounts on inventory and ordering policies and work focusing on the control mechanism provided by quantity discounts in channel coordination it is shown that the optimal all unit quantity discount policy is equivalent to the optimal incremental quantity discount policy in achieving channel coordination furthermore it is shown that quantity discounts alone are not sufficient to guarantee joint profit maximization the analyses of the general models are illustrated by specific analytical results obtained for a given demand function