Entry Deterrence of Capacitated Competition Using Price and Non‐Price Strategies

We analyze the role of pricing and branding in an incumbent firm's decision when facing competition from an entrant firm with limited capacity. We do so by studying two price competition models (Stackelberg and Nash), where we consider the incumbent's entry‐deterrence pricing strategy based on a potential entrant's capacity size. In an extension, we also study a branding model, where the incumbent firm, in addition to pricing, can also invest in influencing market preference for its product. With these models, we study conditions under which the incumbent firm may block the entrant (i.e., prevent entry without any market actions), deter the entrant (i.e., stop entry with suitable market actions) or accommodate the entrant (i.e., allow entry and compete), and how the entrant will allocate its limited capacity across its own and the new market, if entry occurs. We also study the timing difference between the two different dynamics of the price competition models and find that the incumbent's first‐mover advantage benefits both the incumbent and the entrant. Interestingly, the entrant firm's profits are not monotonically increasing in its capacity even when it is costless to build capacity. In the branding model, we show that in some cases, the incumbent may even increase its price and successfully deter entry by investing in consumer's preference for its product. Finally, we incorporate demand uncertainty into our model and show that the incumbent benefits from demand uncertainty while the entrant may be worse off depending on the magnitude of demand uncertainty and its capacity.     

Corporate social responsibility: a strategic and profitable response to entry?

This paper investigates whether an incumbent has an incentive to introduce corporate social responsibility (CSR) activities only as a response to entry by a competitor, i.e., the incumbent would eschew CSR if left uncontested. We assume that the entrant cannot provide CSR at least at the outset for two reasons: (1) it would not be credible due to its lack of recognition and (2) due to high fixed cost to pay e.g., for licensing. More precisely, this paper shows that monopolistic firms can have indeed the incentive to introduce CSR activities only as a response to entry. Therefore, increased competition can turn a firm “green”, providing a “win–win” for business as well as for the environment.     

限制性定价策略中在位厂商的最优产量选择

Milgrom-Roberts模型及相关研究证明了不完全信息条件下限制性定价策略均衡的存在,但对存在的具体形式却没有说明。本文通过对Milgrom-Roberts限制性定价模型的进一步研究,指出不完全信息条件下不同成本类型的在位厂商阻止潜在竞争厂商进入的策略均衡可以在一个产量区间内存在;并且由于利润最大化原则,实际上形成在位厂商生产最优产量即阻止进入的均衡产量区间内的利润最大化产量、潜在竞争厂商不进入的唯一策略均衡结果。由于潜在的进入威胁,在位厂商要想成功实施限制性定价策略,其最优产量只能大于或等于垄断产量,而利润只能小于或等于垄断利润。     

基于差异产品的外资渗透、私有化程度与社会福利研究

考虑到企业产品差异性、企业的私有化程度、外国资金的渗透等因素,研究了伯川德竞争情形下私有化程度、外资渗透与社会福利之间的关系以及私有化程度、外资渗透对混合双寡头市场的影响。首先建立混合双寡头的伯川德竞争模型,得出伯川德均衡解,然后在社会福利最大化下分产品为替代产品和互补产品两种情形分别得出了最优私有化程度的解,进而分析了外资渗透（或国内控股）对私有化程度与混合双寡头市场的影响。研究表明,生产替代性产品的企业进行价格竞争时,部分私有化企业为纯公共企业时社会福利达到最大,企业国内控股比例的增加将增大最优社会福利;生产互补性产品的企业在价格竞争下,实行国有企业公司制股份制改革时社会福利达到最大,并且国内控股比例的增加将降低最佳私有化程度,社会福利最大化下政府要鼓励产品多样化和减少国外资金的渗透。从整个社会和企业角度看,国有企业股份制改革策略为最佳策略。     

The Costs of Environmental Regulation in a Concentrated Industry

The typical cost analysis of an environmental regulation consists of an engineering estimate of the compliance costs. In industries where fixed costs are an important determinant of market structure, this static analysis ignores the dynamic effects of the regulation on entry, investment, and market power. I evaluate the welfare costs of the 1990 Amendments to the Clean Air Act on the U.S. Portland cement industry, accounting for these effects through a dynamic model of oligopoly in the tradition of Ericson and Pakes (1995). Using the two‐step estimator of Bajari, Benkard, and Levin (2007), I recover the entire cost structure of the industry, including the distributions of sunk entry costs and capacity adjustment costs. My primary finding is that the Amendments have significantly increased the sunk cost of entry, leading to a loss of between $810M and $3.2B in product market surplus. A static analysis misses the welfare penalty on consumers, and obtains the wrong sign of the welfare effects on incumbent firms.     

Distribution Channel Strategies for a Manufacturer with Complementary Products

In this article, we consider distribution channel strategies for an incumbent manufacturer who produces two complementary products and must determine whether or not to have another company to sell its products. We identify factors that affect the manufacturer's motivation to use dual‐channel distribution. Our results show that both complementarity between complements and product substitutability between firms influence the manufacturer's channel strategy. We find that if the potential entrant does not produce the complement of the primary product, a higher complementary effect for the complement will weaken the motivation of the incumbent to add an indirect channel. We also find that the incumbent has a stronger incentive to add the indirect channel when a product's substitutability is high. Furthermore, we show that when the two channels have the same pricing power, the incumbent has a stronger incentive to sell through the indirect channel in a higher pricing power environment.     

KNOWING THE RIGHT PERSON IN THE RIGHT PLACE: POLITICAL CONNECTIONS AND RESISTANCE TO CHANGE

We use a political economy model of Schumpeterian growth with entry to investigate how an incumbent politician can strategically use the level of red tape to acquire incumbency advantage. By setting sufficiently high red tape, the politician induces the incumbent firm in the intermediate sector to invest in political connections, which are valued also by voters, who recognize that bureaucratic costs can be reduced by connected firms. Within this framework, we study the Markov perfect equilibria of an infinitely repeated game among politicians, firms, and voters, and show that all equilibria are characterized by investments in political connections and the re‐election of the incumbent politician. Political connections may prevent entry of advanced competitors and cause the economy to lag behind the technological frontier. Our model provides a possible explanation for the persistence of inefficient democracies and political barriers to technology development, where these reflect shared rather than conflicting interests.     

Search for Alternatives and Collaboration with Incumbents: Two-Sided Sourcing Behavior in Business Markets*

Sourcing strategies in business markets have been considered separately and the practice of two-sided sourcing behavior—engaging in search for alternative suppliers and collaboration with an incumbent supplier—has not been examined. To fill that gap, we first identify boundary conditions under which the poor performance of an incumbent supplier intensifies an original equipment manufacturer's (OEM) search and collaboration. Then, we examine how an OEM's two-sided sourcing behavior influences one of the critical elements of sourcing performance: the responsiveness of the incumbent supplier. Our proposed hypotheses were tested with data from a national survey of 539 OEM purchasing managers in the Japanese electronics industry. The analysis results indicate three main findings. First, two environmental conditions—pace of technological change and volume uncertainty—have contrasting influences on the link between incumbent supplier performance and an OEM's search and collaboration. While uncertainty from the upstream channel (pace of technological change) enhances an OEM's search and collaboration, uncertainty from the downstream channel (volume uncertainty) lowers an OEM's search and collaboration. Second, an OEM's dependence on its incumbent supplier has differential effects: an OEM reduces search as its dependence on incumbent supplier increases, while it enhances collaboration as its dependence on incumbent supplier increases. Third, while search alone has a negative effect on responsiveness of an incumbent supplier, engaging in two-sided sourcing behavior (i.e., combining search with collaboration) has a positive effect on responsiveness of the incumbent supplier.     

The Effect of Competition on Recovery Strategies

Manufacturers often face a choice of whether to recover the value in their end‐of‐life products through remanufacturing. In many cases, firms choose not to remanufacture, as they are (rightly) concerned that the remanufactured product will cannibalize sales of the higher‐margin new product. However, such a strategy may backfire for manufacturers operating in industries where their end‐of‐life products (cell phones, tires, computers, automotive parts, etc.) are attractive to third‐party remanufacturers, who may seriously cannibalize sales of the original manufacturer. In this paper, we develop models to support a manufacturer's recovery strategy in the face of a competitive threat on the remanufactured product market. We first analyze the competition between new and remanufactured products produced by a monopolist manufacturer and identify conditions under which the firm would choose not to remanufacture its products. We then characterize the potential profit loss due to external remanufacturing competition and analyze two entry‐deterrent strategies: remanufacturing and preemptive collection. We find that a firm may choose to remanufacture or preemptively collect its used products to deter entry, even when the firm would not have chosen to do so under a pure monopoly environment. Finally, we discuss conditions under which each strategy is more beneficial.     

碳税政策下制造商竞争的供应链定价策略和社会福利研究

本文在考虑消费者环境意识下，探讨了制造商竞争情形下基于碳税政策的供应链成员定价策略和社会福利问题。研究表明，碳税政策的实施均会使得普通产品和低碳产品的批发价格和零售价格上升，且普通产品的价格变化总是较低碳产品更加明显；实施碳税政策前后，清洁型制造商面临的产品需求和利润变化总是较普通制造商更具有相对优势；制造商竞争有利于碳税政策引导制造商降低单位产品的碳排放量，实现绿色转型；碳税政策下，不论是清洁型制造商还是普通制造商，他们降低自身产品的单位碳排放量对提升自身产品在需求上的优势或减少自身产品在需求上的劣势都是有益的。当制造商之间的竞争性较小时，实施最优的碳税政策可以显著改善社会福利；特别是当消费者环境意识水平较低时，实施最优的碳税政策更为必要。当制造商之间的竞争强度较大时，不论消费者环境意识高低，直观税率值1可以作为一个近似最优的碳税政策，用以改善社会福利。     

双寡头R&D合作与非合作时的最优溢出

本文考虑一个双寡头模型,其中两个企业都从事存在溢出的R&D活动。每个企业在产品市场上进行竞争之前,首先确定自己的R&D投资。根据在R&D阶段和产量阶段是否合作,讨论三种情况下使企业利润最大化的溢出水平。在每种情况下,都讨论了溢出的变动对R&D支出、产量、利润、消费者剩余和社会福利的影响。     

Capacity Investment and Product Line Decisions of a Multiproduct Leader and a Focus Strategy Entrant

In this article, I investigate the capacity investment cost conditions where a multiproduct market leader may respond to a focus strategy entrant by using different strategies such as changing the product mix, production volumes, quality levels, and/or by investing in more capacity. The products offered in the market are quality differentiated and customers are heterogeneous in their willingness to pay for quality. The capacity investment costs of the two firms (i.e., the leader and the entrant) may also be different. The classical Stackelberg model predicts that an incumbent does not change its position in response to entry. However, when heterogeneous customer base, product differentiation, and capacity costs are taken into consideration, I find that the leader with a low capacity cost may choose to expand its product line and increase its production. The leader with low capacity cost may introduce a product that it was holding back when the entrant has to bear the high‐capacity cost and cannibalization threat is relatively small. Nevertheless, the extent of production volume strategies reduces as the capacity cost increases for the leader. I also find that when the leader has the power to set the industry standards by deciding the quality levels, as a response to a high‐quality focused entrant, the leader increases both levels of quality and production of the low‐quality product. Moreover, when the capacity investment cost is high for both the entrant and the leader, I find that market prices may increase with entry.     

Reducing Packaging Waste and Cost via Consumer Price Discounts

Low‐waste packaging may imply an inconvenience to consumers and cause firms to offer a compensating price discount. For example, Starbucks’ “Take the Mug Pledge” campaign provides a 10‐cent discount for customers who purchase coffee without a standard cup (i.e., customers provide their own cup). Understanding how such a discount drives demand and profit is the focus of this article. We consider a monopolist that can offer a reduced‐packaging option for its product at a variable cost savings. That option implies a transactional “inconvenience” cost for consumers. While that transactional cost is generally positive, our model also permits some consumers to associate convenience with reduced packaging. We derive the optimal price and discount that maximize profits. We show the optimal discount is bounded by the magnitude of the variable cost savings associated with the packaging reduction. We explore when the optimal discount is negative (a price premium), which requires a specific proportion of consumers to associate convenience with reduced packaging. We also derive conditions under which the firm should price to eliminate demand for the standard product, rather than segment the market, to leverage the variable cost savings of reduced packaging. When the variable cost savings are low (e.g., as is true for Starbucks), we show the profit curve for the segmenting policy is relatively flat for a discount up to several multiples of the cost differential. Finally, we demonstrate the potential for the reduced packaging option, with optimal discounting, to simultaneously increase profit and consumer surplus while reducing waste.     

Optimal Digital Rights Management with Uncertain Piracy

Many firms that sell digital copies of copyrighted materials online face a common dilemma: the use of digital rights management (DRM) to impede pirates can impose restrictions on legitimate use. We introduce a two‐period model in which the use of DRM in the first period affects the probability that a consumer finds a pirated copy in the second period; the threat of legal action reduces consumers’ consumption of pirated copies; and firms choose whether to sell, and at what prices, either strongly or weakly DRM‐protected products, or both. Furthermore, we incorporate the role of uncertainty concerning future levels of piracy. Using a two‐period model with uncertainty, we investigate a firm's optimal DRM strategies and present the optimal pricing strategy as well as product launch strategy under different market conditions. We find that one important characteristic of the optimal strategy is that it is optimal to maintain the same product line configuration strategy for both periods. We also characterize the conditions under which each strategy is optimal.     

考虑参照依赖与产品展示的体验式商品定价与订购策略

消费者在购买体验式商品时面临着产品价值的不确定性，因而会产生参照依赖行为。本文研究了考虑消费者参照依赖行为的定价与订购问题，并分析了产品展示策略的影响。研究发现，给定产品满足率时，只有当消费者获得高价值的概率大于某个临界值时，参照依赖下的最优价格才会高于没有参照依赖下的最优价格，并且产品价值维度与产品价格维度的参照依赖对最优价格起着相反的作用。进一步给出了最优订购量满足的条件，并发现在一定条件下最优价格随着订购量的增大而增大。当企业采取产品展示策略之后，会产生两方面的效应，一是消费者数量减少，二是剩余消费者的保留价格增大，此时最优价格随着展示系数的增大而增大。最后，通过数值分析得到了更多的管理启示。     

Strategic Decisions of New Technology Adoption under Asymmetric Information: A Game‐Theoretic Model*

In this paper we explore strategic decision making in new technology adoption by using economic analysis. We show how asymmetric information affects firms' decisions to adopt the technology. We do so in a two‐stage game‐theoretic model where the first‐stage investment results in the acquisition of a new technology that, in the second stage, may give the firm a competitive advantage in the product market. We compare two information structures under which two competing firms have asymmetric information about the future performance (i.e., postadoption costs) of the new technology. We find that equilibrium strategies under asymmetric information are quite different from those under symmetric information. Information asymmetry leads to different incentives and strategic behaviors in the technology adoption game. In contrast to conventional wisdom, our model shows that market uncertainty may actually induce firms to act more aggressively under certain conditions. We also show that having better information is not always a good thing. These results illustrate a key departure from established decision theory.     

消费者寻求多样化与厂商折扣定价竞争

在很多市场环境中，消费者喜欢尝试不同产品的特性，重复消费同一商品会产生滞留成本。本文通过构建两期动态博弈模型，研究了滞留成本对企业折扣券定价行为的影响，并与其他定价策略的市场绩效进行了比较。本文研究结果表明：（1）企业会通过折扣券奖励忠诚的消费者，即企业会对重复购买自己产品的消费者给予价格优惠，而对新消费者制定高价格；（2）在均衡中，随着滞留成本的提升，消费者剩余和社会总福利降低，企业利润上升；（3）与其他定价机制相比较，折扣券定价策略下的社会总福利较低，政策制定者应当限制此类策略的应用。     

顾客忠诚对差异化竞争制造商市场入侵的影响研究

本文针对一个在位制造商和一个入侵制造商组成的供应链,结合两个竞争性制造商各自生产和销售一种存在差异化的替代产品,以及存在的顾客忠诚行为,建立了不存在差异化竞争制造商和竞争环境下的博弈模型,并得到唯一均衡解。研究结果表明,两个竞争性制造商均存在四种不同的定价策略;在满足一定条件下,在位制造商通过策略性定价有可能阻止差异化竞争制造商入侵市场;市场入侵并不一定会影响在位制造商的最优定价策略,但当差异化竞争制造商成功进入市场时,市场竞争会促使在位制造商实施低价策略,并导致位在制造商利润损失。     

考虑残值变化和顾客异质性的零售商定价与库存决策

本文研究策略型消费者对零售商的定价和库存决策的影响。与以往的研究假设残值固定不变,且消费者均为策略型消费者不同的是,本文考虑了顾客的异质性以及残值由清仓期库存决定这一特点。本文的研究表明:在消费者均为策略型消费者,且清楚零售商将采取残值定价策略的情况下,零售商可以通过数量保证策略来提高自身的期望利润,降低库存订货量。在考虑顾客异质性的条件下,当零售商采取估值定价策略时,零售商的最大期望利润与短视型消费者在市场上的比例成正相关。并且,存在一个唯一的阈值点,当短视型消费者在市场上的比例高于这一阈值点时,估值定价策略优于保留价格定价策略,反之,则保留价格定价策略更优。     

A Competitive Model of Customization with Lead‐Time Effects

In this article, we study the competitive interactions between a firm producing standard products and a firm producing custom products. Consumers with heterogeneous preferences choose between n standard products, which may not meet their preferences exactly but are available immediately, and a custom product, available only after a certain lead time l. Standard products incur a variety cost that increases with n and custom products incur a lead time cost that is decreasing in the lead time l. We consider a two‐stage game wherein at stage 1, the standard product firm chooses the variety and the custom firm chooses the lead time and then both firms set prices simultaneously. We characterize the subgame‐perfect Nash equilibrium of the game. We find that both firms can coexist in equilibrium, either sharing the market as local monopolists or in a price‐competitive mode. The standard product firm may offer significant or minimal variety depending on the equilibrium outcome. We provide several interesting insights on the variety, lead time, and prices of the products offered and on the impact of problem parameters on the equilibrium outcomes. For instance, we show that the profit margin and price of the custom product are likely to be higher than that of standard products in equilibrium under certain conditions. Also, custom firms are more likely to survive and succeed in product markets with larger potential market sizes. Another interesting insight is that increased consumer sensitivity to product fit may result in lower lead time for the custom product.