پاسخ سریع با مشتریان استراتژیک
ترجمه نشده

پاسخ سریع با مشتریان استراتژیک

عنوان فارسی مقاله: قیمت گذاری دو دوره ای و پاسخ سریع با مشتریان استراتژیک
عنوان انگلیسی مقاله: Two-period pricing and quick response with strategic customers
مجله/کنفرانس: مجله بین المللی اقتصاد تولید – International Journal of Production Economics
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت مالی، بازاریابی
کلمات کلیدی فارسی: مشتری استراتژیک، پاسخ سریع، نظریه بازی، تصمیمات قیمت گذاری پویا و فهرست اموال
کلمات کلیدی انگلیسی: strategic customer; quick response; game theory; inventory and dynamic pricing decisions
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus – Master Journals List – JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.ijpe.2017.06.007
دانشگاه: Hefei University of Technology, School of Management, China
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 6.344 در سال 2018
شاخص H_index: 155 در سال 2019
شاخص SJR: 2.475 در سال 2018
شناسه ISSN: 0925-5273
شاخص Quartile (چارک): Q1 در سال 2018
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 25
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: خیر
آیا این مقاله مدل مفهومی دارد: ندارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: ندارد
کد محصول: E13616
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


1. Introduction


2. Literature review


3. Model description


4. Model with two-period pricing strategy in quick response regime


5. Extended analysis – the case with beta distribution


6. Conclusion


Acknowledgments


References

نمونه متن انگلیسی مقاله

Abstract


This research examines the impact of the strategic customer behavior in two-period pricing and the inventory decisions in a quick response system. A model with a differentiated value period of product is developed when customers are strategic and heterogeneous. Interestingly, the unique equilibrium is proven to exist if and only if the degree of customer strategic behavior is sufficiently high. Otherwise, the dynamic pricing strategy in one selling season is not a suitable choice for a firm. Moreover, the impact of strategic consumers on pricing and inventory strategies is investigated in the case where the clientele’s taste for product value follows a uniform distribution. Surprisingly, contrary to previous studies, we found that strategic consumers may yield more revenues in specific scenarios. An extended analysis on Beta distribution is also presented, showing that there is greater chance to obtain the highest profit in the supply chain when all customers are strategic and if more people prefer low-value products.


Introduction


Many products, such as electronic items and fashion apparel, decrease in value in one selling season. Some firms use a dynamic pricing strategy to promote the expansion of product demands in order to obtain greater profit. Based on this strategy, a firm dynamically adjusts the prices during different selling periods. It charges high when the product’s value is elevated, and later, when the product’s value has decreased, such items are sold at a marked down price. Advantages of dynamic pricing are well-known in the fashion apparel industry, and in various other Online-to-Offline (O2O) markets. In O2O markets, customers can more readily obtain information on the product’s price than in the traditional offline model. This difference further enhances the implementation of the dynamic pricing approach. For example, famous international companies such as Zara, NIKE, GAP and Uniqlo, apply a dynamic pricing strategy which affects the consumers’ selections. Uniqlo, a Japanese fashion retailer, implements these tactics more successfully. Uniqlo has established that it is more beneficial to reduce the prices at the beginning of the year and sell items at a 50 percent discount during a season, than raise the prices by 30 percent at the end of the year. To execute this strategy, Kana (2016) claims that prices at the Uniqlo online and offline stores are reduced on a weekly basis in a bid to overhaul steep discounts on the weekends, allowing the business to improve its gross profit margin in the last quarter (Kana, 2016).

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