New product pricing strategy under customer asymmetric anchoring

2011 ◽  
Vol 28 (4) ◽  
pp. 309-318 ◽  
Author(s):  
Joo Heon Park ◽  
Douglas L. MacLachlan ◽  
Edwin Love
2021 ◽  
Vol 13 (3) ◽  
pp. 1503
Author(s):  
Zhenfeng Liu ◽  
Ya Xiao ◽  
Jian Feng

The sharing market includes the idle product sharing by the owner and the firm’s new product sharing. Companies participating in the sharing economy choose to withdraw from the market because it is always difficult to make a profit, due to heavy asset investment, but there is no such worry for owners who do not need cost input. At the same time, we have observed that the sharing products launched by companies are difficult to meet the rental needs of consumers. Based on the above findings, we have constructed a model where there is a market where a monopolistic manufacturer sells and rents out at the same time, and owners who purchased new products can choose to rent out products when they are idle. Because of the uncoordinated supply and demand matching of the sharing market and the excessively high unit cost input, our research found that: (1) the barriers for the manufacturer to enter the sharing market are always high—for example, the manufacturer will choose to enter the sharing market only when consumers have a high rate of availability of sharing products. Only when the cost of products in the sharing market is not low will the manufacturer choose to provide sharing services; (2) the competition between the two products in the sharing market weakens the demand cannibalize in the sales market; (3) the manufacturer enters the sharing market to promote the owner’s income. The owner’s earnings will increase with the rising of sharing products’ availability.


2020 ◽  
pp. 1-28
Author(s):  
Yifeng Peng

Over the years, as people's lives have improved, our need for transportation and accommodation has increased, driving the rapid growth of the sharing economy. Some well-known network sharing platforms, such as Uber, Drip and Airbnb, provide a large number of convenient options for users with transactional needs, make more use of idle tourism, accommodation and other resources. Sharing economy platforms continue to improve the content and format of their products, but at the same time, the future of sharing platforms and the difficulty of competition is a concern as more platform companies become involved and prices become more transparent. Under this circumstance, optimizing product pricing has become an urgent need for many sharing economy platforms. In this paper, we take Airbnb as the starting point and conduct an empirical analysis of the blocking behavior of homeowners based on proprietary data to explore the factors that affect their product supply. We find that price, number of beds, and listing type all have a significant impact on blocking houses. After that, we conducted further research on price factors and developed a model aiming at profit maximization to obtain the best pricing range for the region and provide suggestions for pricing strategies. Keywords: Sharing Economy, Blocking behavior, Pricing Strategy, Airbnb


Pricing strategies specify market needs that may be served by different price offerings. The pricing strategies of the company are duly related to market strategies that eventually come to dominate both the overall strategy and the spirit of the company. Pricing strategies deal with matters such as number and diversity of products, product innovations, product scope, and product design. The implementation of pricing strategies requires cooperation among different groups including finance, research and development, the corporate staff, and marketing. This chapter guides managers as to how to manage the concept pricing process for new product development effectively by the customer centric companies through mapping the consumer perceptions about their needs and expected products. In this chapter, the author describes how companies get customer centric pricing strategy, product pricing, and tactical moves in a way that help the firms to get the competitive advantage and build profits in the future.


2020 ◽  
Vol 41 (8) ◽  
pp. 1446-1461
Author(s):  
Yawen Zhang ◽  
Bo Li ◽  
Xue Chen ◽  
Shuang Wu

1989 ◽  
Vol 1 (4) ◽  
pp. 341-358 ◽  
Author(s):  
Gerald R. Faulhaber ◽  
James Boyd

1971 ◽  
Vol 8 (4) ◽  
pp. 460-464 ◽  
Author(s):  
Kent B. Monroe

This article reports the adaptation of an experimental technique for establishing response scales for product classes. Experimental results further validate the price-limit hypothesis first confirmed in Europe. Implications for demand estimation, new product pricing, and product line pricing are discussed.


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