標(biāo)題: Titlebook: Consumer-Driven Demand and Operations Management Models; A Systematic Study o Christopher S. Tang,Serguei Netessine Book 2009 Springer-Verl [打印本頁] 作者: metabolism 時(shí)間: 2025-3-21 17:38
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書目名稱Consumer-Driven Demand and Operations Management Models讀者反饋學(xué)科排名
作者: 小臼 時(shí)間: 2025-3-21 23:44 作者: 哪有黃油 時(shí)間: 2025-3-22 04:26 作者: 使殘廢 時(shí)間: 2025-3-22 06:28 作者: 描繪 時(shí)間: 2025-3-22 10:22
Consumer-Driven Demand and Operations Management Models978-0-387-98026-3Series ISSN 0884-8289 Series E-ISSN 2214-7934 作者: 冷淡一切 時(shí)間: 2025-3-22 15:44
https://doi.org/10.1007/978-3-658-03437-5oviders use delay announcements to inform customers about anticipated service delays, whereas retailers provide the customers with information about the inventory level and the likelihood of a stockout. Often, this information cannot be credibly verified by the customers. The question of which infor作者: 冷淡一切 時(shí)間: 2025-3-22 20:18
Baukulturelle Bildung in Planungsprozessenns and desire for a quality attribute and are characterized by a perhaps novel model of customer choice behavior. Specifically, instead of optimizing the net utility that results from an appropriate combination of prices and quality levels, customers are “satisficers” in that they seek to buy the ch作者: 冰河期 時(shí)間: 2025-3-22 21:48
Die Stadt als Anbieterin ?ffentlicher R?umezed by a flexible supply chain that has allowed them to reduce design and production lead times to just a few weeks, rather than months. More importantly, they are using these capabilities to change the assortment (i.e., introduce new products) more frequently, which many practitioners claim increas作者: GLUE 時(shí)間: 2025-3-23 05:27
Medien ? Kultur ? Kommunikationch products or services. Even though they collect information from several sources, their private information about the product is generally noisy and inaccurate. Under such cases, the consumers complement their private information with some available public information based on what /./ consumers c作者: STEER 時(shí)間: 2025-3-23 07:05 作者: archenemy 時(shí)間: 2025-3-23 09:59
Medien ? Kultur ? Kommunikationally over time. The fluctuations can be attributed to the business cycle of the economy, as well as to the amplification of demand variability as one moves upstream (i.e., the bullwhip effect). In this chapter, we investigate the source of the fluctuations by analyzing a two-tier supply chain where 作者: Bricklayer 時(shí)間: 2025-3-23 16:50
Michaela Pfadenhauer,Christoph Dukatview several existing papers that demonstrate how decentralization can be beneficial to supply chain performance. A key premise in this literature is that consumers are .: They rationally anticipate and respond to future market conditions. We consider two broad classes of products, durable goods and作者: Insufficient 時(shí)間: 2025-3-23 21:16 作者: 同步左右 時(shí)間: 2025-3-24 00:18
Schriften zur Unternehmensentwicklungality level. Customers arrive according to a Poisson process and are heterogeneous in the marginal valuation of the product’s quality level, making product choices to maximize a linear utility function of price and quality level. Resulting product demands are met through capacity investments in a pr作者: murmur 時(shí)間: 2025-3-24 02:27
Verschmelzung von Kapitalgesellschaften,ter, we study a selling strategy called opaque selling, in which firms guarantee one of several fully specified products, but hide the identity of the product that the consumer will actually obtain until after the purchase is completed. Several firms such as Hotwire, Priceline, and Mystery Flights e作者: Intractable 時(shí)間: 2025-3-24 07:49
https://doi.org/10.1007/978-3-658-03883-0es a firm to provide each customer her ideal product configuration. A firm that chooses not to invest in MC serves a standard product. Following investment decisions, the firms competitively price their products. A customer evaluates a product alternative considering its price and misfit relative to作者: ARY 時(shí)間: 2025-3-24 14:13 作者: Leisureliness 時(shí)間: 2025-3-24 14:58
Matthias J. Rapp,Axel Wullenkord waiting can reduce retailers’ revenue. As a way to mitigate the negative effect of strategic waiting, we analyze two sales mechanisms in this chapter. The first sales mechanism deals with the way inventory information is conveyed to customers. Specifically, we consider two types of inventory displa作者: 符合國情 時(shí)間: 2025-3-24 22:58 作者: 配置 時(shí)間: 2025-3-24 23:52
https://doi.org/10.1007/978-3-658-04118-2timing of their purchases. How should a firm account for customer strategic behavior and profitably influence such behavior when making pricing and capacity decisions? One approach is to create rationing risk by deliberately understocking products. Then the resulting threat of shortages creates an i作者: dissolution 時(shí)間: 2025-3-25 05:08 作者: septicemia 時(shí)間: 2025-3-25 09:03 作者: Mhc-Molecule 時(shí)間: 2025-3-25 14:14
https://doi.org/10.1007/978-3-658-03437-5ions (that is, in service settings whether to join or balk, and whether to buy or wait in retail), and the firm as strategic in the way it provides the information. The customers and the firm are assumed to be self-interested in making their decisions: the firm in choosing which announcements to mak作者: 富足女人 時(shí)間: 2025-3-25 19:00 作者: 濕潤 時(shí)間: 2025-3-25 22:50 作者: hedonic 時(shí)間: 2025-3-26 02:02
Medien ? Kultur ? Kommunikationperformance indicators that can guide a supplier in the right direction of the client portfolio. Thus, by understanding the clients’ ordering behaviors and its impact on capacity decisions, the supplier can strategically select an efficient client portfolio, so that the risk-neutral supplier would m作者: 水土 時(shí)間: 2025-3-26 05:45 作者: vocation 時(shí)間: 2025-3-26 08:56
Verschmelzung von Kapitalgesellschaften,lability in the opaque market, keeping in mind that demand is uncertain and product supply could be limited. This model helps illustrate the conditions under which opaque selling can increase firm profits. We conclude the chapter by discussing ongoing research and charting out future research direct作者: jabber 時(shí)間: 2025-3-26 15:23 作者: 要求比…更好 時(shí)間: 2025-3-26 20:24
Matthias J. Rapp,Axel Wullenkordn and the reserved item remains unsold at the end of the season, then this customer is obligated to purchase the reserved item at the clearance price. In this chapter, we analyze the implications of these two sales mechanisms on the customers’ strategic purchasing behavior, the retailer’s optimal pr作者: 違反 時(shí)間: 2025-3-27 00:16 作者: 多樣 時(shí)間: 2025-3-27 03:02
https://doi.org/10.1007/978-3-658-04118-2k faced by customers. We analyze the firm’s optimal capacity choice in two different scenarios. In one case, customers can perfectly anticipate fill rates; in the other case, customers do not have fully rational expectations and they learn about availability through experience. We investigate, for b作者: Certainty 時(shí)間: 2025-3-27 06:35 作者: reception 時(shí)間: 2025-3-27 10:33
Cheap Talk in Operations: Role of Intentional Vaguenessions (that is, in service settings whether to join or balk, and whether to buy or wait in retail), and the firm as strategic in the way it provides the information. The customers and the firm are assumed to be self-interested in making their decisions: the firm in choosing which announcements to mak作者: Palpate 時(shí)間: 2025-3-27 15:32 作者: 弄臟 時(shí)間: 2025-3-27 19:43
Internet-Based Distribution Channel for Product Diversion with Potential Manufacturer’s Interventiontailers and manufacturer can collectively influence future demand level and the equilibrium unit price in the secondary market. We assume a large number of retailers, an assumption that is appropriate for an Internet-based market. To simplify the analysis, we further assume that all retailers are id作者: Eructation 時(shí)間: 2025-3-28 01:51 作者: 凹處 時(shí)間: 2025-3-28 05:17
Is Assortment Selection a Popularity Contest?el, with the first stage involving a product choice, and the second stage involving a keep-or-return decision. We show that the structure of the optimal assortment strongly depends on both the return policy, which we parameterize by refund fraction (percentage of price refunded upon return) and the 作者: 鞭子 時(shí)間: 2025-3-28 08:20
Selling to Strategic Customers: Opaque Selling Strategieslability in the opaque market, keeping in mind that demand is uncertain and product supply could be limited. This model helps illustrate the conditions under which opaque selling can increase firm profits. We conclude the chapter by discussing ongoing research and charting out future research direct作者: pacifist 時(shí)間: 2025-3-28 11:17
Competing Through Mass Customizationproducts does not carry inventory, it makes-to-order and its customers incur waiting costs until they receive their orders. Our results are useful for characterizing conditions that favor custom and standard products under competition. We find that the value of mass customization critically depends 作者: COMA 時(shí)間: 2025-3-28 16:03 作者: 接觸 時(shí)間: 2025-3-28 22:08
The Impact of Strategic Consumer Behavior on the Value of Operational Flexibilityhe value of operational flexibility). We examine in detail the consequences of . – the ability of a firm to adjust production or procurement levels to meet stochastic demand – and demonstrate that this type of flexibility can be highly effective at reducing the extent of strategic behavior. Indeed, 作者: PALL 時(shí)間: 2025-3-29 02:05 作者: cliche 時(shí)間: 2025-3-29 03:56
Cheap Talk in Operations: Role of Intentional Vaguenessoviders use delay announcements to inform customers about anticipated service delays, whereas retailers provide the customers with information about the inventory level and the likelihood of a stockout. Often, this information cannot be credibly verified by the customers. The question of which infor作者: 靈敏 時(shí)間: 2025-3-29 09:01
Product Design in a Market with Satisficing Customersns and desire for a quality attribute and are characterized by a perhaps novel model of customer choice behavior. Specifically, instead of optimizing the net utility that results from an appropriate combination of prices and quality levels, customers are “satisficers” in that they seek to buy the ch作者: 反感 時(shí)間: 2025-3-29 11:49 作者: 辭職 時(shí)間: 2025-3-29 19:01
Models of Herding Behavior in Operations Managementch products or services. Even though they collect information from several sources, their private information about the product is generally noisy and inaccurate. Under such cases, the consumers complement their private information with some available public information based on what /./ consumers c作者: INTER 時(shí)間: 2025-3-29 19:48 作者: Admonish 時(shí)間: 2025-3-30 02:27
Managing Client Portfolio in a Two-Tier Supply Chainally over time. The fluctuations can be attributed to the business cycle of the economy, as well as to the amplification of demand variability as one moves upstream (i.e., the bullwhip effect). In this chapter, we investigate the source of the fluctuations by analyzing a two-tier supply chain where 作者: 巧思 時(shí)間: 2025-3-30 07:23
Strategic Customer Behavior and the Benefit of Decentralizationview several existing papers that demonstrate how decentralization can be beneficial to supply chain performance. A key premise in this literature is that consumers are .: They rationally anticipate and respond to future market conditions. We consider two broad classes of products, durable goods and作者: Matrimony 時(shí)間: 2025-3-30 10:46 作者: TSH582 時(shí)間: 2025-3-30 12:58 作者: Organonitrile 時(shí)間: 2025-3-30 20:13
Selling to Strategic Customers: Opaque Selling Strategiester, we study a selling strategy called opaque selling, in which firms guarantee one of several fully specified products, but hide the identity of the product that the consumer will actually obtain until after the purchase is completed. Several firms such as Hotwire, Priceline, and Mystery Flights e作者: Ambiguous 時(shí)間: 2025-3-30 22:32
Competing Through Mass Customizationes a firm to provide each customer her ideal product configuration. A firm that chooses not to invest in MC serves a standard product. Following investment decisions, the firms competitively price their products. A customer evaluates a product alternative considering its price and misfit relative to作者: 遺產(chǎn) 時(shí)間: 2025-3-31 04:39 作者: 哭得清醒了 時(shí)間: 2025-3-31 06:55
Mitigating the Adverse Impact of Strategic Waiting in Dynamic Pricing Settings: A Study of Two Sales waiting can reduce retailers’ revenue. As a way to mitigate the negative effect of strategic waiting, we analyze two sales mechanisms in this chapter. The first sales mechanism deals with the way inventory information is conveyed to customers. Specifically, we consider two types of inventory displa作者: FORGO 時(shí)間: 2025-3-31 11:28
The Impact of Strategic Consumer Behavior on the Value of Operational Flexibilityh forward-looking or strategic behavior on the part of consumers can have a significant impact on retail margins by shifting a large number of sales from higher, “full” prices to lower, “clearance” prices. Some firms, however, have become adept at dealing with the strategic consumer problem by imple作者: Fulminate 時(shí)間: 2025-3-31 15:31
Capacity Rationing with Strategic Customerstiming of their purchases. How should a firm account for customer strategic behavior and profitably influence such behavior when making pricing and capacity decisions? One approach is to create rationing risk by deliberately understocking products. Then the resulting threat of shortages creates an i作者: 欺騙手段 時(shí)間: 2025-3-31 21:34
0884-8289 nal/strategic consumer demand and how to effectively reach t.The consumer demand functions that drive traditional retail sales are the well-defined functions of price and product attributes (e.g., quality, style trends, etc.). However, these new sophisticated selling techniques—examples are mixed sa作者: accrete 時(shí)間: 2025-4-1 00:08 作者: BIAS 時(shí)間: 2025-4-1 04:10 作者: 他去就結(jié)束 時(shí)間: 2025-4-1 07:10
