Launching new products through exclusive sales channels

When launching a new product, a manufacturer usually sells it through competing retailers under non-exclusive arrangements. Recently, many new products (cellphones, electronics, toys, etc.) are sold through a single sales channel via an exclusive arrangement. In this paper we present two separate models that examine these two arrangements. Each model is based on a Stackelberg game in which the manufacturer acts as the leader by setting the wholesale price and the retailers act as the followers by choosing their retail prices. For each model, we solve the Stackelberg game by determining the manufacturer’s optimal wholesale price and each retailer’s optimal retail price in equilibrium. Then we examine the conditions under which the manufacturer should sell the new product through an exclusive retailer. In addition, we examine the impact of postponing the wholesale price decision and the impact of demand uncertainty on the manufacturer’s optimal profit under both arrangements.     

A supply chain model with direct and retail channels

We study a dual channel supply chain in which a manufacturer sells to a retailer as well as to consumers directly. Consumers choose the purchase channel based on price and service qualities. The manufacturer decides the price of the direct channel and the retailer decides both price and order quantity. We develop conditions under which the manufacturer and the retailer share the market in equilibrium. We show that the difference in marginal costs of the two channels plays an important role in determining the existence of dual channels in equilibrium. We also show that demand variability has a major influence on the equilibrium prices and on the manufacturer’s motivation for opening a direct channel. In the case that the manufacturer and the retailer coordinate and follow a centralized decision maker, we show that adding a direct channel will increase the overall profit. Our numerical results show that an increase in retailer’s service quality may increase the manufacturer’s profit in dual channel and a larger range of consumer service sensitivity may benefit both parties in the dual channel. Our results suggest that the manufacturer is likely to be better off in the dual channel than in the single channel when the retailer’s marginal cost is high and the wholesale price, consumer valuation and the demand variability are low.     

不同权力结构对制造商双渠道供应链的影响研究

在一个制造商和一个零售商组成的供应链中, 制造商拥有线下传统渠道及线上直销双渠道。首先根据消费者剩余理论, 构建了制造商双渠道需求函数;接着分别构建了两类Stackelberg博弈及Nash博弈三种权力结构下制造商和零售商的利润模型并对模型进行了求解;最后分析了三种不同权力结构对制造商双渠道供应链的影响。研究发现:制造商线上直销渠道价格不受三种博弈权力结构的影响;线下传统渠道零售价格、需求, 线上直销渠道需求及制造商双渠道供应链总利润不受两类Stackelberg博弈权力结构的影响;线下传统渠道零售价格及线上直销渠道需求在Nash博弈权力结构下最小, 而线下传统渠道需求及供应链总利润在Nash博弈权力结构下最大;制造商批发价格、利润及零售商利润对三种博弈权力结构较敏感, 随供应链成员自身博弈权力地位的下降而逐渐降低。     

Pricing and advertisement in a manufacturer–retailer supply chain

We use a game theoretical approach to study pricing and advertisement decisions in a manufacturer–retailer supply chain when price discounts are offered by both the manufacturer and retailer. When the manufacturer is the leader of the game, we obtained Stackelberg equilibrium with manufacturer’s local allowance, national brand name investment, manufacturer’s preferred price discount, retailer’s price discount, and local advertising expense. For the special case of two-stage equilibrium when the manufacturer’s price discount is exogenous, we found that the retailer is willing to increase local advertising expense if the manufacturer increases local advertising allowance and provides deeper price discount, or if the manufacturer decreases its brand name investment. When both the manufacturer and retailer have power, Nash equilibrium in a competition game is obtained. The comparison between the Nash equilibrium and Stackelberg equilibrium shows that the manufacturer always prefers Stackelberg equilibrium, but there is no definitive conclusion for the retailer. The bargaining power can be used to determine the profit sharing between the manufacturer and the retailer. Once the profit sharing is determined, we suggest a simple contract to help the manufacturer and retailer obtain their desired profit sharing.     

Product variety and channel structure strategy for a retailer-Stackelberg supply chain

Motivated by the observations that the direct sales channel is increasingly used for customized products and that retailers wield leadership, we develop in this paper a retailer-Stackelberg pricing model to investigate the product variety and channel structure strategies of manufacturer in a circular spatial market. To avoid channel conflict, we consider the commonly observed case where the indirect channel sells standard products whereas the direct channel offers custom products. Our analytical results indicate that if the reservation price in the indirect channel is sufficiently low, adding the direct channel raises the unit wholesale price and retail price in the indirect channel due to customization in the direct channel. Despite the fact that dual channels for the retailer may dominate the single indirect channel, we find that the motivation for the manufacturer to use dual channels decreases with the unit production cost, while increases with (i) the marginal cost of variety, (ii) the retailer’s marginal selling cost, and (iii) the customer’s fit cost. Interestingly, our equilibrium analysis demonstrates that it is more likely for the manufacturer to use dual channels under the retailer Stackelberg channel leadership scenario than under the manufacturer Stackelberg scenario if offering a greater variety is very expensive. When offering a greater variety is inexpensive, the decentralization of the indirect channel may invert the manufacturer’s channel structure decision. Furthermore, endogenization of product variety will also invert the channel structure decision if the standard product’s reservation price is sufficiently low.     

基于VTC正网络外部性的互补品协调模型

制造商在将产品批发给零售商的同时,在虚拟交易社区(Virtual trading community, 简称“VTC”)开通电子渠道,与零售商形成渠道竞争,为了缓解零售渠道和电子渠道并存的渠道冲突,引入互补品协调策略,即制造商将互补品以成本价格批发给零售商,零售商可在传统零售渠道,或VTC渠道进行销售,分析了当零售商在不同的渠道销售互补品时的均衡定价与利润,分别给出了Bertrand与Stackelberg两种情况下的均衡,并通过算例说明了互补品协调策略的有效性,得到在不同互补品情况下,互补品合作策略可以与合作补贴、收益共享等方式结合进行协调,以达到双赢的效果。     

Optimal Advertising and Pricing in a Dynamic Durable Goods Supply Chain

Cooperative advertising is an incentive offered by a manufacturer to influence retailers’ promotional decisions. We study a dynamic durable goods duopoly with a manufacturer and two independent and competing retailers. The manufacturer, as a Stackelberg leader, announces his wholesale prices and his shares of retailers’ advertising costs, and the retailers in response play a Nash differential game in choosing their optimal retail prices and advertising efforts over time. We obtain the feedback equilibrium policies for the manufacturer and the retailers in explicit form for a linear demand formulation. We investigate issues, like channel coordination and antidiscriminatory legislation, and also study a case, when the manufacturer sells through only one retailer and the second retailer sells a competing brand.     

On channel coordination through revenue-sharing contracts with price and shelf-space dependent demand

This paper deals with the problem of coordinating a vertically separated channel under a consignment contract with revenue sharing. We consider the demand of the downstream player, e.g., the retailer, being price and shelf-space sensitive. Under such a setting, the retailer decides on the revenue-sharing percentage and the slotting fee. And the upstream player, e.g., the manufacturer, decides on the retail price and the size of shelf-space. For each item sold, the retailer deducts an agreed-upon percentage from the selling price and remits the balance to the manufacturer. We model the decision-making of the two firms as a Stackelberg game, and carry out equilibrium analysis for both the centralized and decentralized regimes of the channel, with and without cooperation. In addition, a profit sharing scheme through a two-part slotting allowance is proposed, which leads to Pareto improvements among channel participants. Our analysis reveals that the non-cooperative game tends to set a higher revenue-sharing percentage and lower slotting fee by the retailer, and a higher retail price and less display space by the manufacturer, which leads to a lower channel profit. The consistent bias can be perfectly rectified by the cooperative game through the proposed two-part contractual agreement.     

Price and lead time decisions in dual-channel supply chains

Manufacturers today are increasingly adopting a dual channel to sell their products, i.e., the traditional retail channel and an online direct channel. Empirical studies have shown that service quality (we focus on the delivery lead time of the direct channel) even goes beyond product price as one of the major factors influencing consumer acceptance of the direct channel. Delivery lead time has significant effects on demand, profit, and pricing strategy. However, there is scant literature addressing the decision on the promised delivery lead time of a direct channel and its impact on the manufacturer’s and retailer’s pricing decisions. To fill this gap, we examine the optimal decisions of delivery lead time and prices in a centralized and a decentralized dual-channel supply chain using the two-stage optimization technique and Stackelberg game, and analyze the impacts of delivery lead time and customer acceptance of a direct channel on the manufacturer’s and retailer’s pricing behaviours. We analytically show that delivery lead time strongly influences the manufacturer’s and the retailer’s pricing strategies and profits. Our numerical studies reveal that the difference between the demand transfer ratios in the two channels with respect to delivery lead time and direct sale price, customer acceptance of the direct channel, and product type have great effects on the lead time and pricing decisions.     

Make-or-buy service capacity decision in a supply chain providing after-sales service

We consider a supply chain comprising a manufacturer and a retailer. The manufacturer supplies a product to the retailer, while the retailer sells the product bundled with after-sales service to consumers in a fully competitive market. The sales volume is affected by the retailer’s service-level commitment. The retailer can build service capacity in-house at a deterministic price before service demand is realized, or buy the service from an outsourcing market at an uncertain price after service demand realization. We find that the outsourcing market encourages the retailer to make a higher level of service commitment, while prompting the manufacturer to reduce the wholesale price, resulting in more demand realization. We analyze how the expected cost of the service in the outsourcing market and the retailer’s risk attitude affect the decisions of both parties. We derive the conditions under which the retailer is willing to build service capacity in-house and under which it will buy the service from the outsourcing market. Moreover, we find that the manufacturer’s sharing with the retailer the cost to build service capacity improves the profits of both parties.     

The role of retailer’s performance in optimal wholesale price discount policies

The main goal of this paper is to model the effects of wholesale price control on manufacturer’s profit, taking explicitly into account the retailer’s sales motivation and performance. We consider a stylized distribution channel where a manufacturer sells a single kind of good to a single retailer. Wholesale price discounts are assumed to increase the retailer’s motivation thus improving sales. We study the manufacturer’s profit maximization problem as an optimal control model where the manufacturer’s control is the discount on wholesale price and retailer’s motivation is one of the state variables. In particular in the paper we prove that an increasing discount policy is optimal for the manufacturer when the retailer is not efficient while efficient retailers may require to decrease the trade discounts at the end of the selling period. Computational experiments point out how the discount on wholesale price passed by the retailer to the market (pass-through) influences the optimal profit of the manufacturer.     

产能约束对闭环供应链回收渠道选择的影响

在制造商存在产能约束下,建立了再制造闭环供应链回收渠道决策的Stackelberg博弈模型,得出了三种回收渠道下的回收率、零售价以及制造商、零售商和供应链的利润,分析了制造商的生产能力对回收渠道决策的影响。研究表明:存在产能约束时,制造商回收渠道中的回收率总是最高的,这与无产能约束时零售商回收渠道中回收率最高的情况明显不同;同时,若废旧产品回收转移支付价格较低,制造商会选择自己回收,此时的零售价最低,制造商、零售商和供应链利润最高;若回收转移支付价格较高,制造商会选择零售商回收,此时的零售价最低,制造商和供应链利润最高。     

政府补贴政策下考虑风险规避的绿色供应链定价决策研究

在政府推行补贴政策背景下,通过建立博弈模型研究了政府补贴、制造商和零售商的风险规避对绿色供应链定价策略、产品绿色度、供应链各方利润及整体利润的影响。研究表明:制造商或零售商单方面的风险规避对对方来说都是有利的,但不同的是,仅制造商风险规避时,产品绿色度、批发价格、零售价格及其自身利润都将下降,供应链整体利润则既存在上升也存在下降的情况,当仅零售商风险规避时,产品绿色度、供应链整体利润都将上升,批发价格、零售价格及其自身利润则既存在上升也存在下降的情况;政府增加补贴会在一定程度上加重制造商的风险规避对其自身利润及产品绿色度的损害作用,却会在一定程度上减弱零售商的风险规避对其自身利润的损害作用,并增强零售商的风险规避对产品绿色度的提升作用。     

Supply chain performance and consumer surplus under alternative structures of channel dominance

Supply chain partnerships exhibit varying degrees of power distribution among the agents. This has implications for pricing and operational decisions in the channel and eventually influences the end customers. To understand how different power schemes affect the supply chain partners’ performance and consumer surplus, we study channel structures with a dominant manufacturer, a dominant retailer, and no single-agent dominance. Under random and price sensitive demand, channel dominance is interpreted in our setting as exerting power to determine the retail and wholesale prices as well as to transfer the inventory risk to the weaker party. We analyze all problems in a game-theory based framework and characterize the equilibrium retail price, wholesale price, and order/production quantity. We show that the manufacturer-dominated channel structure leads to the highest production quantity, the lowest retail price, and the largest expected surplus for an individual buyer; on the other hand, the entire channel profit and the total consumer surplus are highest when the retailer holds the channel dominance. While both the manufacturer and the retailer are better off when they become a power agent individually, channel dominance does not always guarantee higher share of channel profits, as we show under the manufacturer-dominated structure. Further insights are derived analytically and numerically from comparisons of the manufacturer/retailer dominance schemes with the no single-agent dominance structure and integrated channel. We also study extensions to investigate the effect of demand model and risk sharing, and we address industry settings with alternative schemes of holding cost, shortage penalty and salvage value.     

Marketing-driven channel coordination with revenue-sharing contracts under price promotion to end-customers

This paper explores the equilibrium behavior of a basic supplier-retailer distribution channel with and without revenue-sharing contracts under price promotion to end-customers. Three types of promotional demand patterns characterized by different features of dynamic price sensitivity are considered to rationalize price promotional effects on end-customer demands. Under such a retail price promotion scheme, this work develops a basic model to investigate decentralized channel members’ equilibrium decisions in pricing and logistics operations using a two-stage Stackelberg game approach. Extending from the basic model, this work further derives the equilibrium solutions of the dyadic members under channel coordination with revenue-sharing contracts. Analytical results show that under certain conditions both the supplier and retailer can gain more profits through revenue-sharing contracts by means of appropriate promotional pricing strategies. Moreover, the supplier should provide additional economic incentives to the retailer. Furthermore, a counter-profit revenue-sharing chain effect is found in the illustrative examples. Such a phenomenon infers that the more the retailer requests to share from a unit of sale the more it may lose under the revenue-sharing supply chain coordination scheme.     

Joint pricing-servicing decision and channel strategies in the supply chain

This paper investigates the equilibrium behavior of a two-echelon supply chain in four channel strategies: (i) vertical integration, (ii) vertical Nash (iii) manufacturer’s Stackelberg and (vi) retailer’s Stackelberg. We examine the price and service level decision for each of the above four channel strategies in two cases: (i) Simultaneous service-level decision: Here, the manufacturer and retailer simultaneously choose a service level. (ii) Sequentially service-level decision: Here, the manufacturer and retailer sequentially choose a service level. We model the demand as a deterministic linear function of retailer’s price and both manufacturer’s and retailer’s service levels. We discuss the optimal configuration from each individual’s perspective for each of the above channel strategies. We show that vertical integration dominates other strategies and leads to the highest service level but lowest retail price among various channel coordination policies considered here. We yield several conclusions about the provision of service level by each supply chain individual to coordinate the channel.     

Optimal selection of retailers for a manufacturing vendor in a vendor managed inventory system

A Vendor Managed Inventory (VMI) system consists of a manufacturing vendor and a number of retailers. In such a system, it is essential for the vendor to optimally determine retailer selection and other related decisions, such as the product’s replenishment cycle time and the wholesale price, in order to maximize his profit. Meanwhile, each retailer’s decisions on her willingness to enter the system and retail price are simultaneously considered in the retailer selection process. However, the above interactive decision making is complex and the available studies on interactive retailer selection are scarce. In this study, we formulate the retailer selection problem as a Stackelberg game model to help the manufacturer, as a vendor, optimally select his retailers to form a VMI system. This model is non-linear, mixed-integer, game-theoretic, and analytically intractable. Therefore, we further develop a hybrid algorithm for effectively and efficiently solving the developed model. The hybrid algorithm combines dynamic programming (DP), genetic algorithm (GA) and analytical methods. As demonstrated by our numerical studies, the optimal retailer selection can increase the manufacturer’s profit by up to 90% and the selected retailers’ profits significantly compared to non-selection strategy. The proposed hybrid algorithm can solve the model within a minute for a problem with 100 candidate retailers, whereas a pure GA has to take more than 1 h to solve a small sized problem of 20 candidate retailers achieving an objective value no worse than that obtained by the hybrid algorithm.     

A dynamic model for advertising and pricing competition between national and store brands

We study the relationship between the pricing and advertising decisions in a channel where a national brand is competing with a private label. We consider a differential game that incorporates the carryover effects of brand advertising over time for both the manufacturer and the retailer and we account for the complementary and competitive roles of advertising. Analysis of the obtained equilibrium Markov strategies shows that the relationship between advertising and pricing decisions in the channel depends mainly on the nature of the advertising effects. In particular, the manufacturer reacts to higher competitive retailer’s advertising levels by offering price concessions and limiting his advertising expenditures. The retailer’s optimal reaction to competitive advertising effects in the channel depends on two factors: (1) the price competition level between the store and the national brands and (2) the strength of the competitive advertising effects. For example, in case of intense price competition between the two brands combined with a strong manufacturer’s competitive advertising effect, the retailer should lower both the store and the national brands’ prices as a reaction to higher manufacturer’s advertising levels. For the retailer, the main advantage from boosting his competitive advertising investments seems to be driven by increased revenues from the private label. The retailer should however limit his investments in advertising if the latter generates considerable competitive effects on the national brand’s sales.     

A Stackelberg game and its improvement in a VMI system with a manufacturing vendor

Vendor managed inventory (VMI) is an inventory management strategy to let a vendor manage his retailers’ inventories, which makes the vendor have the opportunity to obtain some inventory and market-related information of his retailers. This paper discusses how the vendor can take advantage of this information for increasing his own profit by using a Stackelberg game in a VMI system. The vendor here is a manufacturer who procures raw materials to produce a finished product and supplies it at the same wholesale price to multiple retailers. The retailers then sell the product in independent markets at retail prices. Solution procedures are developed to find the Stackelberg game equilibrium that each enterprise is not willing to deviate from for maximizing his own profit. The equilibrium makes the manufacturer benefited, and the retailers’ profits maximized. The equilibrium can then be improved for further benefiting the manufacturer and his retailers if the retailers are willing to cooperate with the manufacturer by using a cooperative contract. Finally, a numerical example and the corresponding sensitivity analysis are given to illustrate that: (1) the manufacturer can benefit from his leadership, and monopolize the added profit of the VMI system in some cases; (2) The manufacturer can further improve his own profit, and then the retailers’ profits by the cooperative contract, as compared to the Stackelberg equilibrium; (3) market and raw material related parameters have significant influence on every enterprise’s net profit.     

Benefits of partial myopia in a durable product supply chain considering pricing and advertising

Consider a bilateral monopoly supply chain where a manufacturer distributes a durable product through a retailer to end consumers. This paper develops a differential game in which the manufacturer determines the advertising and the wholesale price while the retailer sets the retail price. Channel members are partially myopic when they only consider goodwill dynamics and disregard sales evolution. We derive and compare partially myopic and forward-looking strategies with the following observations: First, under decentralized scenario, partially myopic channel members get higher profits than the forward-looking ones, while the opposite result occurs in centralized scenario. Second, when channel members are partially myopic, the distribution channel can benefit from the strategic decentralization.