Take back costs and product durability

Extended Producer Responsibility (EPR) initiatives may require a manufacturer to be responsible in the future for taking back the products it produces today. A ramification of EPR is that take back costs may influence firms’ decisions regarding product durability. In the absence of EPR, prior literature has shown that a firm may intentionally lower durability, yielding planned obsolescence. We use a two period model to examine the impact of take back costs on a manufacturer’s product durability and pricing decisions, under both selling and leasing scenarios. We show that compared to selling, leasing provides a greater incentive to raise durability, thus extending a classic insight to a setting with product take backs. Interestingly, we also show that it is possible for the optimal product durability to decrease if the stipulated take back fraction increases. In such situations, were the take back fraction tied to durability rather than a fixed fraction, we demonstrate durability can increase. We explore the impact of take backs on profits and surplus by alternatively considering products for which take back costs are either increasing or decreasing functions of durability. When increasing durability implies higher take back costs, our results demonstrate that leasing can increase durability, profits, and surplus significantly compared to selling. In contrast, when increasing durability implies a lower take back cost, there is a built-in incentive for the firm to increase durability, which can make selling more efficient (i.e., surplus enhancing) than leasing.     

Two-resource stochastic capacity planning employing a Bayesian methodology

We examine a stochastic capacity-planning problem with two resources that can satisfy demand for two services. One of the resources can only satisfy demand for a specific service, whereas the other resource can provide both services. We formulate the problem of choosing the capacity levels of each resource to maximize expected profits. In addition, we provide analytic, easy-to-interpret optimal solutions, as well as perform a comparative statics analysis. As applying the optimal solutions effectively requires good estimates of the unknown demand parameters, we also examine Bayesian estimates of the demand parameters derived via a class of conjugate priors. We compare the optimal expected profits when demands for the two services follow independent distributions with informative and non-informative priors, and demonstrate that using good informative priors on demand can significantly improve performance.     

Capacity and price setting for dispersed,time-sensitive customer segments

We consider joint pricing and capacity decisions for a facility serving heterogeneous consumers that span a continuous range of locations, and are sensitive to time delays. Within this context, we analyze two contrasting service strategies: segmentation and pooling. Consumer segments differ with respect to their reservation prices and time sensitivities, and are dispersed over a single distance dimension. The firm serves these consumers using a process that we initially model as an M/M/1 queuing system. We analyze profit-maximizing price and capacity levels for a monopolist, and contrast the optimal segmentation and pooling policies. We find that when consumers are time sensitive, and can expect queuing delays at the firm’s facility (due to random arrival and service times), then scale economies from pooling can outweigh segmentation benefits. Yet, segmentation outperforms pooling when consumer segments differ substantively, in which case the firm can use capacity as a lever to price discriminate between the segments. Moreover, by contrasting a dedicated-services strategy, which directly targets specific segments and serves them separately, with the alternative of allowing consumers to self-select, we find that self-selection has a moderate negative influence on profits. We also examine the profit impact of employing alternative queuing systems, and find that a hybrid strategy based on a prioritized queuing discipline, that combines elements of segmentation (by offering different waiting times) and pooling (by sharing capacity across consumer segments), can outperform both the pure segmentation and pooling strategies.