Competing with the Japanese approach to technology

Knowing how your competitor works and how he thinks enables you to plan your own strategies. In this paper the author sets out the ways in which the Japanese are developing their technologies and manufacturing industries and, in the process, demonstrates what must be done to compete with them.     

基于再制造的多周期闭环营销投入及定价策略

针对再制造产品市场化艰难和缺少旧件来源的问题,结合"互联网+"战略提出了促进旧件回收与再制造零部件销售的闭环营销体系;闭环的营销投入可以同时发挥回收努力效应（增加单周期合格旧件回收量）和多周期广告效应（提升消费者对品牌的长期绿色认知度）,建立了多周期的闭环营销投入水平决策和产品差异定价模型并得到了最优决策;结合我国汽车零部件市场的现状,针对无闭环营销、初级闭环营销、闭环营销策略升级三种模式展开算例分析和对比。研究表明：闭环营销可以显著提高供应链总收益,营销策略的升级应考虑到回收努力效应和多周期广告效应的匹配,针对长生命周期的产品,闭环营销策略应经常调整。本研究结论有助于进一步完善再制造闭环供应链及营销理论基础。     

A Multinomial‐Dirichlet Model for Analysis of Competing Hypotheses

Analysis of competing hypothesis, a method for evaluating explanations of observed evidence, is used in numerous fields, including counterterrorism, psychology, and intelligence analysis. We propose a Bayesian extension of the methodology, posing the problem in terms of a multinomial‐Dirichlet hierarchical model. The yet‐to‐be observed true hypothesis is regarded as a multinomial random variable and the evaluation of the evidence is treated as a structured elicitation of a prior distribution on the probabilities of the hypotheses. This model provides the user with measures of uncertainty for the probabilities of the hypotheses. We discuss inference, such as point and interval estimates of hypothesis probabilities, ratios of hypothesis probabilities, and Bayes factors. A simple example involving the stadium relocation of the San Diego Chargers is used to illustrate the method. We also present several extensions of the model that enable it to handle special types of evidence, including evidence that is irrelevant to one or more hypotheses, evidence against hypotheses, and evidence that is subject to deception.     

Competing with Japan—The rules of the game

This paper explains that, to deal with the Japanese challenge, it is important to understand the comprehensive nature of that challenge. The challenge covers every function and every phase of the product development and marketing cycle. Therefore, solutions must not be piecemeal. In writing this paper, the author draws extensively on his working and consulting experience.     

Competing for Shelf Space

In recent years, the competition for shelf space has intensified, as more products now compete for a retail space that has remained roughly constant. In this paper, we analyze the dynamics of this competition in a multi‐supplier retail point. Assuming that sales are shelf space dependent, we consider a retailer that optimizes its shelf space allocation among different products based on their sales level and profit margins. In this context, product manufacturers set their wholesale prices so as to obtain larger shelf space allocations but at the same time keep margins as high as possible. We analyze the equilibrium situation in the supply chain, and find that generally the retailer's and the suppliers' incentives are misaligned, resulting in suboptimal retail prices and shelf space allocations. We however find that the inefficiencies induced by suboptimal shelf space allocation decisions are small relative to those induced by suboptimal pricing decisions.