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On the Benefit of Inventory-Based Dynamic Pricing Strategies

dc.contributor.authorChen, Hongen_US
dc.contributor.authorWu, Owen Q.en_US
dc.contributor.authorYao, David D.en_US
dc.date.accessioned2011-01-13T19:52:17Z
dc.date.available2011-01-13T19:52:17Z
dc.date.issued2010-05en_US
dc.identifier.citationChen, Hong; Wu, Owen Q.; Yao, David D.; (2010). "On the Benefit of Inventory-Based Dynamic Pricing Strategies." Production and Operations Management 19(3): 249-260. <http://hdl.handle.net/2027.42/78685>en_US
dc.identifier.issn1059-1478en_US
dc.identifier.issn1937-5956en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/78685
dc.description.abstractWe study the optimal pricing and replenishment decisions in an inventory system with a price-sensitive demand, focusing on the benefit of the inventory-based dynamic pricing strategy. We find that demand variability impacts the benefit of dynamic pricing not only through the magnitude of the variability but also through its functional form (e.g., whether it is additive, multiplicative, or others). We provide an approach to quantify the profit improvement of dynamic pricing over static pricing without having to solve the dynamic pricing problem. We also demonstrate that dynamic pricing is most effective when it is jointly optimized with inventory replenishment decisions, and that its advantage can be mostly realized by using one or two price changes over a replenishment cycle.en_US
dc.format.extent354822 bytes
dc.format.extent3106 bytes
dc.format.mimetypeapplication/pdf
dc.format.mimetypetext/plain
dc.publisherBlackwell Publishing Incen_US
dc.subject.otherJoint Inventory and Pricing Decisionsen_US
dc.subject.otherDemand Variabilityen_US
dc.subject.otherDynamic Pricingen_US
dc.subject.otherBrownian Demand Modelen_US
dc.titleOn the Benefit of Inventory-Based Dynamic Pricing Strategiesen_US
dc.typeArticleen_US
dc.rights.robotsIndexNoFollowen_US
dc.subject.hlbsecondlevelIndustrial and Operations Engineeringen_US
dc.subject.hlbtoplevelEngineeringen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumRoss School of Business, University of Michigan, Ann Arbor, Michigan 48109, owenwu@bus.umich.eduen_US
dc.contributor.affiliationotherSauder School of Business, University of British Columbia, Vancouver, British Columbia, Canada V6T 1Z2, China Europe International Business School, Pudong, Shanghai 201206, China, hong.chen@sauder.ubc.caen_US
dc.contributor.affiliationotherDepartment of Industrial Engineering and Operations Research, Columbia University, New York, New York 10027, yao@ieor.columbia.eduen_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/78685/1/j.1937-5956.2009.01099.x.pdf
dc.identifier.doi10.1111/j.1937-5956.2009.01099.xen_US
dc.identifier.sourceProduction and Operations Managementen_US
dc.owningcollnameInterdisciplinary and Peer-Reviewed


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