1,721,026 research outputs found
"The Best Price You'll Ever Get" The 2005 Employee Discount Pricing Promotions in the U.S. Automobile Industry
Get PDFDuring the summer of 2005, the Big Three U.S. automobile manufacturers offered a customer promotion that allowed customers to buy new cars at the discounted price formerly offered only to employees. The initial months of the promotion were record sales months for each of the Big Three firms, suggesting that customers thought that the prices offered during the promotions were particularly attractive. In fact, such large rebates had been available before the employee discount promotion that many customers paid higher prices following the introduction of the promotions than they would have in the weeks just before. We hypothesize that the complex nature of auto prices, the fact that prices are negotiated rather than posted, and the fact that buyers do not participate frequently in the market leads customers to rely on "price cues" in evaluating how good current prices are. We argue that the employee discount pricing promotions were price cues, and that customers responded to the promotions as a signal that prices were discounted.
Niche strategies in the healthcare industry
No full textThesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2017.Cataloged from PDF version of thesis.Includes bibliographical references (pages 32-33).This paper examines niche strategies in the healthcare industry. I begin by discussing productivity trends in large firms. In order to understand trend shifts in productivity from a focus on output to a focus on input, I examine the competitive strategy frameworks of Duncan Simester of MIT, and Michael Porter of Harvard, and then apply these frameworks to the healthcare industry. That foundation allows me to develop the framework for a niche strategy. There are two input reduction strategies, and I discuss each one based on the niche strategy framework. I also examine the role of healthcare start-ups and compare them with startups in other industries. Finally, I compare the growth strategies of incumbent large firms and start-ups in the healthcare industry.by Takahiro Hagisako.M.B.A
sj-pdf-1-mrj-10.1177_00222437231220327 - Supplemental material for Canary Categories
No full textSupplemental material, sj-pdf-1-mrj-10.1177_00222437231220327 for Canary Categories by Eric Anderson, Chaoqun Chen, Ayelet Israeli and Duncan Simester in Journal of Marketing Research</p
Why tech companies fail to jump the financial S-curve
No full textThesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2016.This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections.Cataloged from student-submitted PDF version of thesis.Includes bibliographical references (pages 63-64).The rules of the game in the globalized business environment have changed. In the Information Technology (IT) industry, starting as a new company with a new offering or business model, climbing the upward growth trajectory of financial results, and later getting stuck in a flat or declining graph has been a common pattern for many companies. Many of them have failed to jump the financial S-curve, create and climb a new one. To address this, I have referred to seminal works, have gained insights from experts, have captured inputs from corporate leaders, have consulted academicians, and have discussed with fellow Sloan Fellows. In this thesis, I analyze and discuss the phenomenon of failing to jump the financial S-curve. I argue that tech companies overlook the hidden S-curves. To respond to these hidden S-curves, companies must allocate resources to their powers of category, company, market, offer, and execution. Resources allocated to these powers must not be traded off under the pressure of performance. The leaders should create four different zones of performance, productivity, incubation, and transformation. As a recommendation to companies and their leaders, I offer a road map to successfully jump the financial S-curve, and climb a new one again and again.by Alok Ranjan Singh.M.B.A
Influence transfers, performance, and performance ratings
Get PDFCover title. "February 1997."Includes bibliographical references (p. 25-26).Birger Wernerfelt, Duncan Simester, John R. Hauser
Revolution or evolution? : understanding Internet channel conflict and managing the traditional firm e-transition
No full textThesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2001.Includes bibliographical references (p. 44-45).by Jean Marie Ellefson.S.M
Going Beyond Counting First Authors in Author Co-citation Analysis
Get PDFThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
The physics of the value chain towards a dynamic theory of strategy
No full textThesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2017.Cataloged from PDF version of thesis.Includes bibliographical references (pages 32-35).Understanding the evolution of a firm's competitive advantage in a changing environment over time remains one of the most important topics in competitive strategy. We build on a recent stream of research in the arena of the dynamic resource-based view to propose a simple heuristic for strategic corporate foresight powered by Little's Law. Notably, we propose a throughput equality required to align and synchronize resources in the value chain. We borrow the terminology of the supply/demand chain and assembly process representation to propose a fundamental construct for manifold decomposition of the value chain. Our proposed heuristic simplifies the dynamic complexity of the value chain.by Artavazd Ghazaryan.M.B.A
Signalling Price Image Using Advertised Prices
No full textThis paper addresses the issue of retail price image by offering an explanation for how and when stores can use their advertised prices to signal the prices of other products in the store. A model of a two-product retail market is presented in which stores advertise the price of one product and customers do not know the price of the other product before selecting which store to visit. In a model with full customer information, stores with different marginal costs charge different prices for each product. When customers do not know each store's marginal cost type, an opportunity arises for each store to signal its cost type using its advertised prices. In such a model, additional equilibria exist. In particular, stores with different costs may charge the same advertised price while continuing to charge different prices for the unadvertised product. Data from competing drycleaning stores is generally consistent with the model predictions. A number of additional properties of the equilibria are discussed and possible extensions to the model are proposed.signalling, pricing, price image, advertising
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