慈善营销中契合度、熟悉度和产品性质对消费者响应的影响

本文通过实验设计,探讨了慈善营销中产品与慈善组织的契合度、消费者对慈善组织的熟悉度以及产品性质对消费者响应的影响,并得出了结论:契合度、熟悉度和产品性质对消费者响应存在主效应,契合度与熟悉度之间、契合度与产品性质之间存在交互效应。根据研究结论,作者针对企业选择合作伙伴、开展慈善营销提出了相应的启示。     

基于收益管理的高灵活性产品两阶段销售模型研究

Gallego和Phillps研究了航空公司销售由2种产品组成的灵活性产品,顾客购买了这种产品后,将由航空公司根据情况决定所乘班次.基于此并将此推广到更加灵活性的产品组合,即同时销售3种产品和它们的组合,建立了3种产品的随机动态模型.通过模型求解和算例,发现在一定条件下企业销售更高灵活性的产品组合可以分担风险,并增加企业的期望收益.     

引入自有产品对零售商主导的供应链成员决策的影响

随着零售市场竞争的日益激烈,越来越多的零售商采用自有产品营销战略。在零售商处于主导地位的供应链中,本文首先假设消费者对品牌产品的估值服从均匀分布,分别在一体化、分散式和协调式供应链系统下给出了零售商引入自有产品的条件,分析了其对双方决策和利润的影响。随后,本文假设消费者对品牌产品的估值服从正态分布,通过算例分析了引入自有产品对双方决策和利润的影响。研究表明,零售商提供自有产品作为一种策略,迫使制造商降低品牌产品的批发价格,削弱因双方独立决策而导致的“双重边际效应”,使得他在分散式供应链和协调式供应链中都能获利,但对制造商总是不利。在正态分布的情形下,引入自有产品在分散式供应链中对制造商有利,但在协调式供应链系统中,对制造商不利。     

电商平台信息披露策略研究

电商平台模式下，供应商决定产品价格将产品直接出售给消费者，并与平台企业共享收益。通常，消费者与产品供应商/平台企业在产品属性(匹配)信息上存在不对称性。本文基于博弈理论，研究电商平台(如：亚马逊、京东等)的产品信息披露策略，比较两种信息披露方式：“平台披露”与“供应商披露”。首先考虑由一个平台企业和一个供应商组成的垄断结构。研究表明，信息披露策略取决于产品属性(匹配)的相对重要性。同时，与平台披露相比，供应商更愿意披露全部产品信息。然后考虑一个平台企业和两个供应商组成的竞争结构。研究发现，与垄断结构不同，平台披露下，平台总是披露全部产品信息；而供应商披露下，信息披露策略取决于产品属性(匹配)信息的相对价值。此外，平台会偏好由供应商负责信息披露。     

考虑企业竞争的产品线延伸策略研究

越来越多的企业延伸其产品线以满足消费者不同需求,本文采用博弈论探讨了企业产品线延伸策略的有效性。在竞争情形下,两个企业均有机会进行产品线延伸抢夺市场份额。通过消费者效用理论构建了两个企业的需求函数,并得到了均衡解及其利润。研究发现：Nash博弈下,当延伸成本较高时,竞争性企业会放弃产品线延伸;当延伸成本适中时,进行产品线延伸的企业将获得更多利润,而不进行产品线延伸的竞争对手将遭受损失;当延伸成本较低时,虽然企业最优的选择是延伸其产品线,但是两个企业会陷入“囚徒困境”——产品线延伸非但没有获得更多利润反而使利润减少了;另外,当两企业进行Stackelberg博弈时,本文核心结论依然成立,但两企业陷入囚徒困境的可能性增大。     

动态寡头市场博弈条件下企业创新能力的产品创新及工艺创新选择

应用双寡头动态博弈的均衡方法,研究企业创新能力对企业进行产品创新和工艺创新的影响;引入产品创新成本系数的概念,建立企业的创新能力、竞争激烈程度以及企业的产品质量和技术创新种类的关系,推导出企业创新模式的判据式。结果显示,企业产品创新能力越强,在Bertrand竞争和Cournot竞争中都选择产品创新的可能性越大。当企业产品创新能力下降到一定的程度,高质量企业在Cournot竞争中首选工艺创新;低质量企业在Bertrand竞争中首选工艺创新。     

Matching Product Architecture and Supply Chain Configuration

In this paper, we examine the suggested link between product architecture (i.e., the extent to which a product is modular vs. integral) and supply chain configuration (i.e., whether the product development is done internally by the manufacturer in an integrated supply chain or in collaboration with a supplier in a decentralized supply chain). Our model suggests that the choice of product architecture depends on firm, market, and product characteristics in addition to supply chain structure. In contrast to other studies, we find that the optimal mapping from architecture to supply chain structure is not always one‐to‐one. A decentralized supply chain may be associated with a more integral product when the technical collaboration penalty is not excessive and suppliers have significantly superior product development capabilities. Furthermore, in a decentralized supply chain, the nature of the relationship between the original equipment manufacturer and its supplier (adversarial or collaborative) plays a role in the choice of product architecture: modular architectures are more likely when the parties have adversarial relationships, while long‐term trust‐based relationships facilitate more integral product architectures.     

Optimal Pricing of Two Successive‐Generation Products with Trade‐in Options under Uncertainty

To entice consumers to purchase both current and next generation products, many manufacturers and retailers offer trade‐in programs that allow buyers of the first generation product to trade‐in the product and purchase the new generation product at a lower price. By considering the interactions between “forward‐looking” consumers and a firm when a trade‐in program is offered, we analyze a two‐period dynamic game to determine the optimal prices of two successive‐generation products in equilibrium, and examine the conditions under which trade‐in programs are beneficial to the firm. Our model incorporates market heterogeneity (valuation of the first generation product varies among the consumer population), product uncertainty (the incremental value of the new product is uncertain before its introduction), and consumers' forward‐looking behavior (consumers take future product valuation and prices into consideration when making purchasing decisions). With the trade‐in option, we show that consumers are willing to pay a price that is higher than their valuations of the current product. Furthermore, trade‐in programs are more beneficial to the firm when: (i) the durability of the current product is high; (ii) the market heterogeneity is low; or (iii) the uncertainty level (or the expected incremental value) of the new product is high. Finally, when the incremental value of the new product is more uncertain, consumers are more willing to purchase the current product because of the “option” value of the trade‐in programs and thus trade‐in programs can be more beneficial to the firm in this case.     

Equity alliances,stages of product development,and alliance instability

The purpose of this research is to analyze the stability of strategic alliances initiated at different stages of the new product development process and to determine the appropriateness of different governance structures (e.g., joint ventures, minority equity alliances, non-equity alliances). Specifically, we argue that the minority equity form of alliance is an inherently unstable structure for product development partnerships. Key findings of this study are: (a) minority equity alliances are more likely to be terminated within 5 years than joint ventures and non-equity alliances, (b) alliances are more likely to be terminated if they are initiated in the early and late stages of product development and less likely to be terminated if they are initiated in the mid-stages of product development, and (c) alliances are more likely to become acquisitions if they are initiated in the mid-stages of product development and less likely to become acquisitions if they are initiated in the early and late stages of product development.     

The Roles of Supply Chain Intelligence and Adaptability in New Product Launch Success

Many new product introductions continue to be unsuccessful, and while researchers have studied product development processes, relatively few studies directly address new product launch. We do so in the present research and posit that supply chain intelligence, defined as technological and competitive knowledge sourced and integrated from suppliers, customers, and competitors, plays an important role in explaining new product launch success. We further employ the knowledge‐based view to theorize that both supply chain adaptability and product innovation capability act as important mediators of the effects of supply chain intelligence on new product launch success and firm financial performance. While the former capability refers to a firm's ability to quickly adjust its supply chain to react to market and product design changes, the latter refers to the firm's proficiency in developing innovative new products. We test hypothesized relationships among these factors utilizing data collected in a survey of 229 U.S. manufacturing firms. Results point to the central role of supply chain adaptability in capturing the benefits of supplier technological intelligence for enhanced product innovation capability, new product launch success, and firm financial performance. In contrast, product innovation capability serves as the generative means by which customer and competitor intelligence is translated into more successful new product launches, which, in turn, produce superior firm financial performance. Overall, these findings contribute to a better understanding of factors that can explain why certain product launches are more successful than others, and offer practical insights for appropriate investments in the development of related knowledge resources.     

Commercialization of Platform Technologies: Launch Timing and Versioning Strategy

Many emerging entrepreneurial applications and services connect two or more groups of users over Internet‐based information technologies. Commercial success of such technology products requires astute business practices related to product line design, price discrimination, and launch timing. We examine these issues for a platform firm that serves two markets—labeled as user and developer markets—such that the size of each market positively impacts participation in the other. In addition, our model allows for sequential unfolding of consumer and developer participation, and for uncertainty regarding developer participation. We demonstrate that product versioning is an especially attractive strategy for platform firms, that is, the trade‐off between market size and margins is tilted in the direction of more versions. However, when expanding the product line carries substantial fixed costs (e.g., marketing cost, cost of additional plant, increased distribution cost), then the uncertainty in developer participation adversely impacts the firm's ability to offer multiple versions. We show that for established firms with lower uncertainty about developer participation, the choice is essentially between an expanded or minimal product line. Startups and firms that are entering a new product category are more likely to benefit from a “wait and see” deferred expansion strategy.     

Managing Technology Selection and Development Risk in Competitive Environments

Managing development decisions for new products based on dynamically evolving technologies is a complex task, especially in highly competitive industries. Product managers often have to choose between introducing an incrementally better, safe new product early and a superior, yet highly risky, product later. Recommendations for managing such performance vs. time‐to‐market trade‐offs often ignore competitive reactions to development decisions. In this paper, we study how a firm could incorporate the presence of a strategic competitor in making technology selection and investment decisions regarding new products. We consider a model in which an innovating firm and its rival can introduce a new product immediately or pursue a more advanced product for later launch. Further, the firm can reduce the uncertainty surrounding product development by dedicating more resources; the effectiveness of this investment depends on the firm's innovative capacity. Our model generates two sets of insights. First, in highly competitive industries, firms can adopt different technologies and effectively use introduction timing to mitigate the effects of price competition. More importantly, the firm could strategically invest in the advanced product to influence its rival's technology choice. We characterize equilibrium development and investment decisions of the firms, and derive innovative capacity hurdles that govern a firm's choice between the risky and safe alternatives. The effects of development flexibility—where firms might have the option to revert to the safe product if the advanced product fails—are also considered.     

Modeling cross-price effects on inter-category dynamics: The case of three computing platforms

Existing research on the market evolution model focused on new product sales growth for a single product category. Accordingly, this approach did not imply any interactions among separate but related product categories that could affect each other's market growth. However, the importance of analyzing these inter-category relationships is emphasized because such an analysis helps managers to better understand the underlying market dynamics and develop more profitable product-line strategies for a multi-product market.     

顾客依赖及其对顾客参与新产品开发的影响

为了降低新产品开发的风险,企业越来越强调让顾客参与到新产品开发的过程中.以B2B市场为背景,基于企业的视角,以制度经济学中的依赖理论为基础,探讨组织市场中顾客参与新产品开发的动因,通过问卷调查法初步研究顾客依赖的影响因素及其对顾客参与新产品开发的影响.研究结果表明,在B2B市场中,环境的不确定性和交易专项投资对顾客依赖产生正向的影响,顾客依赖对顾客参与新产品开发具有正向影响,信任对顾客依赖与顾客参与新产品开发的关系有正向调节作用.最后,提出相关的营销建议.     

Screening new products for potential winners

New product success is predictable. This paper highlights the findings of an extensive study into new product success and failure, and pinpoints what separates winners from losers. The key success factors are: product superiority—delivering unique benefits to customers, upfront homework—before development gets underway, sharp and early product definition, a strong market orientation with constant customer contact and input, and quality of execution of key activities in new product process. Sadly many firms and new product efforts are lacking on these success factors. This points to the need for a more disciplined approach to product development. One solution proposed is the implementation of a stage-gate or formal new product process—a blueprint for the process from idea to launch. A generic stage-gate is outlined in the article. The experiences of managers in firms which have implemented such processes are investigated, and the performance results are positive: improved teamwork, less recycle, higher success rates and shorter cycle times.     

两种激励条件下三级供应链产品质量控制策略研究

本文基于四阶段Stackelberg博弈分析,研究了在三级供应链中如何进行产品质量控制策略问题。构建了由制造商、零售商与最终顾客组成的三级供应链博弈模型,制造商进行产品质量决策,即生产高质量产品或者低质量产品,零售商进行产品采购决策和零售定价决策,最终顾客根据两种产品质量水平和零售价格的差异,决定产品的购买数量;当零售商采购高质量产品时,制造商将会向其提供价格折扣策略;当零售商采购低质量产品时,制造商将会向其提供延迟付款策略。运用最优化原理,求解了制造商的产品质量水平、价格折扣、延迟付款期限和零售商的零售价格、最终顾客的购买数量,及期望收益函数。进行了算例分析,结果表明:高质量产品零售价格关于价格折扣下降幅度更大,而低质量产品零售价格关于延迟付款期限下降幅度更大;制造商提供的价格折扣越大、延迟付款期限越长,其期望收益将会减少,此时零售商的期望收益将会增加,最终顾客产品需求量将会增加;制造商的总期望收益函数将呈现"倒U"型,求解了期望收益的最大值及各契约参数的值,结果证明所提出的产品质量控制策略是可行的。     

Decision model for product rollover in manufacturing operations

The purpose of this study is to investigate critical decisions when planning for product rollover at a manufacturing company, and how to organise these decisions. A literature review and a case study are used to develop a decision model. The findings indicate that product rollover can be organised in a five-phase decision model. The research quality is strengthened by a structured literature review, but it can be argued that more empirical research is needed for validation. For researchers, this paper contributes with the identification of critical decisions and a model for product rollover. For practitioners, the study highlights the need to acknowledge the importance of product rollover and its role as a competitive weapon. In earlier studies, product rollover has mainly been investigated from a market perspective, so that this study contributes by investigating the issue from a manufacturing perspective.     

Fusion Product Planning: A Market Offering Perspective*

Devices that integrate multiple functions together are popular in consumer electronic markets. We describe these multifunction devices as fusion products as they fuse together products that traditionally stand alone in the marketplace. In this article, we investigate the manufacturer's fusion product planning decision, adopting a market offering perspective that allows us to address the design and product portfolio decisions simultaneously. The general approach adopted is to develop and analyze a profit‐maximizing model for a single firm that integrates product substitution effects in identifying an optimal market offering. In the general model, we demonstrate that the product design and portfolio decisions are analytically difficult to characterize because the number of possible portfolios can be extremely large. The managerial insight from a stylized all‐in‐one model and numerical analysis is that the manufacturer should, in most cases, select only a subset of fusion and single‐function products to satisfy the market's multidimension needs. This may explain why the function compositions available in certain product markets are limited. In particular, one of the key factors driving the product portfolio decision is the margin associated with the fusion products. If a single all‐in‐one fusion product has relatively high margins, then this product likely dominates the product portfolio. Also, the congruency of the constituent single‐function products is an important factor. When substitution effects are relatively high (i.e., the product set is more congruent), a portfolio containing a smaller number of products is more likely to be optimal.     

When Should a Firm Open its Source Code: A Strategic Analysis

Deciding to open the source code of a software product has advantages and disadvantages. The disadvantage is that the firm loses the revenue from the software. The advantage is that the users' network can contribute to the quality of the software code, which increases the demand for the software and for a complementary product. Demand for the complementary product also goes up, because demand for a product increases when the price of its complement decreases, and under open source, the price of the software product drops down to zero. This paper examines the strategic interactions at work here, within a duopoly framework, and tries to determine the circumstances under which it is optimal for a firm to open its code. We find that firms open the source code when there is a competitive software‐product market, a less competitive complementary‐product market, and when the complementary product is of high quality. Furthermore, it is more profitable for the firm to open the source code if its competitor also does so. When this happens the incentive to open the code can even be higher than in a monopoly situation. More intense competition induces symmetric equilibria in which both firms choose the same strategy.     

基于顾客分类的生鲜农产品二次补货策略

零售商为弥补生鲜农产品新鲜度降低造成的顾客流失,选择在单销售期内二次补货,将新鲜产品和初始订货的非新鲜产品同时销售。但二次补货的新鲜产品会对初始订货产品形成需求挤兑。将顾客划分为三种类型:只购买新鲜产品、只够买折扣产品和两种产品都愿意购买,引入需求挤兑因子的概念,讨论了不同顾客类型下需求挤兑效应对零售商订货决策和利润的影响,并与单次订货策略做比较。结论表明,随着顾客对产品品质和新鲜度要求不断提高,二次补货策略能有效降低订货总量,提升零售商利润水平;不但优化了经济效益,更具有减少产品损耗和节约社会资源、增加消费者福利水平的社会效益。