A prominent hallmark of competitive interaction is the desire to differentiate from rivals. In this article, the authors examine under what conditions firms will differentiate through product quality ...versus advertising intensity. Firms select quality in a first stage, advertising in a second stage, and price in the last stage. The probability that a consumer is informed of a firm’s offering depends on its advertising expenditure. The authors find that when advertising is not cost effective, both firms choose a light ad spending. This allows them to minimally differentiate in quality without concern of intense price competition, as each firm has a segment of “captive” consumers. When advertising is moderately cost effective, one firm spends heavily on advertising. The rival advertises lightly, while choosing the same maximal quality level. This strategy softens price competition by inducing the heavy advertiser to price high more often to capitalize on its large captive segment. When advertising is very cost effective, both firms advertise heavily and differentiate in quality. Three extensions are examined: upfront fixed quality costs, continuous advertising levels, and simultaneous advertising and pricing decisions. This research reveals that letting market awareness be determined endogenously suggests less product differentiation than previously suspected and regions of advertising differentiation.
This research studies how payment decision timing—before versus after product delivery—influences consumer payment under pay-what-you-want (PWYW) pricing. The authors focus on situations where there ...is minimal change in consumer uncertainty regarding the product before versus after receiving it. The theoretical development suggests that people pay more after (vs. before) receiving the product when product value is high, but the effect is mitigated when product value is low and reversed when product value is sufficiently low. Results from a laboratory experiment and a field experiment lend support to the theoretical predictions, with preliminary evidence for the moderating effect of product value. An online experiment demonstrates the predicted payment decision timing effect at high product value and a reversal of the effect at low product value. Another online experiment extends the scope of the previous studies by examining PWYW transactions in a charitable donation context (which the authors label “contribute what you want”): the authors obtain evidence for the predicted payment decision timing effect for high product value and a mitigation of the effect for low product value, as well as process evidence for the theoretical mechanism. This work has implications for the management of PWYW schemes for firms, including nonprofits, social enterprises, and charities.
Media firms compete in two connected markets. They face rivalry for the sale of content to consumers, and at the same time, they compete for advertisers seeking access to the attention of these ...consumers. We explore the implications of such two-sided competition on the actions and source of profits of media firms. One main conclusion we reach is that media firms may charge higher content prices in a duopoly than in a monopoly. This happens because competition for advertisers can reduce the return per customer impression from the ad market, making each firm less willing to underprice content to increase demand. Greater competitive intensity may thus increase content profits and decrease ad profits. These findings are in sharp contrast to those in a regular one-sided product market, in which competition typically lowers product prices and profits. We extend the framework to examine competition across different media (e.g., between magazines and cable TV) and show that firms in a duopolistic medium may benefit from more intense competition from a monopolist in another medium. We characterize the conditions for each firm in the duopoly medium to bundle more ads and earn greater total profits than the rival firm in the monopoly medium.
A firm planning market entry can attempt to develop a product that is either similar to the incumbent's existing offering (imitation) or entirely novel (innovation). The authors establish that when ...the incumbent is more aggressive in research and development (R&D), this negatively affects the entrant's marginal return on R&D. Thus, if greater profits produce a strong (weak) desire for the incumbent to increase its R&D level, the entrant will respond by sharply decreasing (increasing) its R&D level. As a result, the incumbent's likelihood of retaining the lead position will exhibit an inverse U-shaped pattern as a function of monopoly and duopoly profits. The authors then examine the impact of uncertainty about the rewards from new products and allow firms to conduct market research to resolve the uncertainty. They characterize the conditions for the entrant's innovation versus imitation decision to reveal information about future rewards to the incumbent. When duopoly profits are uncertain and can be either high (upside potential) or low (downside potential), the entry strategy will be revealing if the upside potential is attractive enough relative to monopoly profits. In contrast, when innovation has uncertain commercial potential (i.e., either valued or not valued by consumers), the entry strategy will be revealing if duopoly profits are unattractive relative to monopoly profits. In these cases, the entrant's innovation—imitation decision is driven by market research; this allows the incumbent to forgo market research and infer the true state of demand from the type of entry strategy it observes.
Multichannel retailing has created several new strategic choices for retailers. With respect to pricing, an important decision is whether to offer a “self-matching policy,” which allows a ...multichannel retailer to offer the lowest of its online and store prices to consumers. In practice, we observe considerable heterogeneity in self-matching policies: There are retailers who offer to self-match and retailers who explicitly state that they will not match prices across channels. Using a game-theoretic model, we investigate the strategic forces behind the adoption (or non-adoption) of self-matching across a range of competitive scenarios, including a monopolist, two competing multichannel retailers, as well as a mixed duopoly. Though self-matching can negatively impact a retailer when consumers pay the lower price, we uncover two novel mechanisms that can make self-matching profitable in a duopoly setting. Specifically, self-matching can dampen competition online and enable price discrimination in-store. Its effectiveness in these respects depends on the decision-making stage of consumers and the heterogeneity of their preference for the online versus store channels. Surprisingly, self-matching strategies can also be profitable when consumers use “smart” devices to discover online prices in stores. Our findings provide insights for managers on how and when self-matching can be an effective pricing strategy.
The online appendix is available at
https://doi.org/10.1287/mksc.2017.1035
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Sometimes we desire change, a break from the same, or an opportunity to fulfill different aspects of our needs. Noting that consumers seek variety, several approaches have been developed to diversify ...items recommended by personalized recommender systems. However, current diversification strategies operate under a one-shot paradigm without considering the evolution of preferences resulting from recent consumption. Therefore, such methods often sacrifice accuracy. In the context of online media, we show that by recognizing that consumption in a session is the result of a sequence of utility-maximizing selections from various categories, one can increase recommendation accuracy by dynamically tailoring the diversity of suggested items to the diversity sought by the consumer. Our approach is based on a multicategory utility model that captures a consumer’s preference for different categories of content, how quickly the consumer satiates with one category and wishes to substitute it with another, and how the consumer trades off costly search efforts with selecting from a recommended list to discover new content. Taken together, these three elements allow us to characterize how an individual selects a diverse set of items to consume over the course of a session and how likely the individual is to click on recommended content. We estimate the model using a clickstream data set from a large media outlet and apply it to determine the most relevant content to recommend at different stages of an online session. We find that our approach generates recommendations that are on average about 10% more accurate than optimized alternatives and about 25% more accurate than those diversified using existing diversification strategies. Moreover, the proposed method recommends content with diversity that more closely matches the diversity sought by readers, exhibiting lower concentration–diversification bias than other personalized recommender systems. Using a policy simulation, we estimate that recommending content using the proposed approach would result in visitors reading 23% additional articles at the studied website and deriving 35% higher utility. This could lead to immediate gains in revenue for the publisher and longer-term improvements in customer satisfaction and retention at the site.
This paper was accepted by Chris Forman, information systems.
The Internet has increased the flexibility of retailers, allowing them to operate an online arm in addition to their physical stores. The online channel offers potential benefits in selling to ...customer segments that value the convenience of online shopping, but it also raises new challenges. These include the higher likelihood of costly product returns when customers' ability to "touch and feel" products is important in determining fit. We study competing retailers that can operate dual channels ("bricks and clicks") and examine how pricing strategies and physical store assistance levels change as a result of the additional Internet outlet. A central result we obtain is that when differentiation among competing retailers is not too high, having an online channel can actually increase investment in store assistance levels (e.g., greater shelf display, more-qualified sales staff, floor samples) and decrease profits. Consequently, when the decision to open an Internet channel is endogenized, there can exist an asymmetric equilibrium where only one retailer elects to operate an online arm but earns lower profits than its bricks-only rival. We also characterize equilibria where firms open an online channel, even though consumers only use it for research and learning purposes but buy in stores. A number of extensions are discussed, including retail settings where firms carry multiple product categories, shipping and handling costs, and the role of store assistance in impacting consumer perceived benefits.
Purpose
– There is a lack of research on the link between the personal disposition of an entrepreneurial firm's founder, the firm's strategic orientation and its performance outcomes. Also, there is ...a lack of cross-national research on entrepreneurial firms’ strategic orientations. This paper seeks to address these gaps by exploring the differences in strategic orientation choices and their performance outcomes for American and Japanese entrepreneurial firms, focusing on founders’ achievement motivation as a key personal disposition.
Design/methodology/approach
– A survey was conducted among 397 Japanese founders and 189 American ones.
Findings
– This paper's key counterintuitive finding is that Japanese and American founders of entrepreneurial firms are more similar than is often suggested. The paper first finds that in both Japan and the US, achievement motivation is positively related to customer orientation and cost orientation while not being related to technological orientation. Second, it is found that the adoption of customer orientation is positively related to the profitability of both Japanese and American entrepreneurial firms, although the effect is stronger in the US. It is also found that the adoption of technology orientation is negatively related to the profitability of both Japanese and American firms, although the effect is less negative in Japan. Finally, it is found that the adoption of cost orientation does not have an impact on the profitability of either Japanese or American entrepreneurial firms.
Originality/value
– This is one of the first studies to examine how founders of entrepreneurial firms use their personal disposition to shape the strategic orientation of their firm.
