Chia-Wei Kuo

Dynamic Pricing of Limited Inventories When Customers Negotiate

Although take-it-or-leave-it pricing is the main mode of operation for many retailers, a number of retailers discreetly allow price negotiation when some haggle-prone customers ask for a bargain. At these retailers, the posted price, which itself is subject to dynamic adjustments in response to the pace of sales during the selling season, serves two important roles: (i) it is the take-it-or-leave-it price to many customers who do not bargain, and (ii) it is the price from which haggle-prone customers negotiate down. To effectively measure the benefit of dynamic pricing and negotiation in such a retail environment, one must take into account the interactions among inventory, dynamic pricing, and negotiation. The outcome of the negotiation (and the final price a customer pays) depends on the inventory level, the remaining selling season, the retailers bargaining power, and the posted price. We model the retailers dynamic pricing problem as a dynamic program, where the revenues from both negotiation and posted pricing are embedded in each period. We characterize the optimal posted price and the resulting negotiation outcome as a function of inventory and time. We also show that negotiation is an effective tool to achieve price discrimination, particularly when the inventory level is high and/or the remaining selling season is short, even when implementing negotiation is costly.

Dynamic pricing of limited inventories for multi-generation products

In this research, we consider a retailer selling products from two different generations, both with limited inventory over a predetermined selling horizon. Due to the spatial constraints or the popularity of a given product, the retailer may only display goods from one specific generation. If the transaction of the displayed item cannot be completed, the retailer may provide an alternative from another generation. We analyze two models – posted-pricing-first model and negotiation-first model. The former considers negotiation as being allowed on the price of the second product only and in the latter, only the price of the first product is negotiable. Our results show that the retailer can adopt both models effectively depending on the relative inventory levels of the products. In addition, the retailer is better off compared to the take-it-or-leave-it pricing when the inventory level of the negotiable product is high.

Wholesale price rebate vs. capacity expansion: The optimal strategy for seasonal products in a supply chain

We consider a supply chain in which one manufacturer sells a seasonal product to the end market through a retailer. Faced with uncertain market demand and limited capacity, the manufacturer can maximize its profits by adopting one of two strategies, namely, wholesale price rebate or capacity expansion. In the former, the manufacturer provides the retailer with a discount for accepting early delivery in an earlier period. In the latter, the production capacity of the manufacturer in the second period can be raised so that production is delayed until in the period close to the selling season to avoid holding costs. Our research shows that the best strategy for the manufacturer is determined by three driving forces: the unit cost of holding inventory for the manufacturer, the unit cost of holding inventory for the retailer, and the unit cost of capacity expansion. When the single period capacity is low, adopting the capacity expansion strategy dominates as both parties can improve their profits compared to the wholesale price rebate strategy. When the single period capacity is high, on the other hand, the equilibrium outcome is the wholesale price rebate strategy.

The role of store brand positioning for appropriating supply chain profit under shelf space allocation

We consider a retailer’s decision of developing a store brand (SB) version of a national brand (NB) and the role that its positioning strategy plays in appropriating the supply chain profit. Since the business of the retailer can be regarded as selling to NB manufacturers the shelf space at its disposal, we formulate a game-theoretical model of a single-retailer, single-manufacturer supply chain, where the retailer can decide whether to launch its own SB product and sells scarce shelf-space to a competing NB in a consumer good category. As a result, the most likely equilibrium outcome is that the available selling amount of each brand is constrained by the shelf-space available for its products and both brands coexist in the category. In this paper, we conceptualize the SB positioning that involves both product quality and product features. Our analysis shows that when the NB cross-price effect is not too large, the retailer should position its SB’s quality closer to the NB, more emphasize its SB’s differences in features facing a weaker NB, and less emphasize its SB’s differences in features facing a stronger NB. Our results stress the importance of SB positioning under the shelf-space allocation, in order to maximize the retailer’s value appropriation across the supply chain.

Optimal Pricing Strategies Under Co-Existence of Price-Takers and Bargainers in a Supply Chain

We investigate how the co-existence of two types of customers, price-takers, and bargainers, influences the pricing decisions in a supply chain. We consider a stylized supply chain that includes one manufacturer and one retailer, and we characterize the optimal prices of the retailer and the manufacturer. We further discuss the effects of the fraction of the bargainers in the customer population and the relative bargaining power of the bargainers on these optimal prices. Our results show that, given the wholesale price, the lowest price at which the retailer is willing to sell (ie, cut-off price) increases with the relative bargaining power of the bargainers. Both posted and cut-off prices increase in the fraction of the bargainers in the customer population. Moreover, depending on the type of negotiation cost, the variations of both prices will vary. In equilibrium, both posted and cut-off prices do not monotonically increase with the fraction of the bargainers in the customer population. When the maximum reservation price of the customers is low, and/or the negotiation costs are high, and/or the relationship between the bargainers negotiation cost and reservation price is high, the retailer may reduce both posted and cut-off prices as the fraction of the bargainers increases.

Optimal contract design for cloud computing service with resource service guarantee

The optimal contract design for cloud computing service with resource guarantee under the consideration of resource redundancy and network externality is studied in this research. A model in which a service provider determines joint pricing and resource allocation decisions is constructed by proposing two types of contracts with different service-level agreements (SLAs). The SLA of each contract describes the price and associated penalty if the provider cannot provide the resource requested by the customers. Optimal pricing and resource allocation decisions as well as the equilibrium contracts of the service provider are analyzed based on the dynamics of the model characteristics. We found that optimal contract design is sensitive to both service levels and customers’ beliefs of compensation ratio when the requested resource is unfulfilled. Furthermore, service providers should evaluate the trade-off between benefit of price discrimination and effect of network externality when determining the optimal contract design.

Bargaining power of quota allocation in national brand and store brand competition

We consider a supply chain in which there exist one national brand manufacturer and one retailer. Due to spatial consideration, the retailer is only allowed to sell the products under both brands up to a fixed quota. Thus, the quota allocation becomes an important issue for both brands which motivates our research. In this work, we investigate how the bargaining power in the supply chain affects the pricing decisions of both brands. We analyze two models: in the first model, the powerful manufacturer determines the quota allocation before all the pricing decisions have been made whereas in the second, the retailer can fully control the power of allocation. Our results show that in the first model the manufacturer can fully use the allocation as a tool to induce the discretionary retailer to adopt her preferred strategy. In the second model, however, same conclusions may not be observed. Furthermore, the equilibrium strategies of the supply chain in both models may be identical, particularly when the degree of substitutability is low.