Contributions | Risk preference of Customers | Decreasing value | Loss aversion |
Su & Zhang (2008) | - | - | - |
Liu & Van (2008) | - | - | |
Aviv & Pazgal (2008) | - | - | |
Du, Zhang & Hua (2015) | - | ||
This paper |
This paper considers the joint inventory and pricing decision problem that a loss averse firm with reference point selling seasonal products to strategic consumers with risk preference and decreasing value. Consumers can decide whether to buy at the full price in stage 1, or to wait till stage 2 for the salvage price. They may not get the product if the product is sold out in stage 2. The firm aims to choose a base stock policy and find an optimal price to maximize its expected utility, while consumers aim to decide whether to buy or wait strategically for optimizing their payoffs. We formulate the problem as a Stackelberg game between the firm and the strategic consumers in which the firm is the leader. By deriving the rational expectation equilibrium, we find both the optimal stocking level and the full price in our model are lower than those in the classical model without strategic consumers, by which leads to a lower profit. Furthermore, it is shown that the reimbursement contract cannot alleviate the impact of strategic behavior of customers while the firm's profit can be improved by the price commitment strategy in most cases. Numerical studies are carried out to investigate the impact of strategic customer behavior and system parameters on the firm's optimal decisions.
Citation: |
Table 1. Classification of literature on pricing and inventory control with strategic customers
Contributions | Risk preference of Customers | Decreasing value | Loss aversion |
Su & Zhang (2008) | - | - | - |
Liu & Van (2008) | - | - | |
Aviv & Pazgal (2008) | - | - | |
Du, Zhang & Hua (2015) | - | ||
This paper |
Table 2. Parameters and notations
Notation | Description |
The full price of unit product in classical model, the model with strategic customers and the model with reimbursement contract, respectively in period 1 | |
The stocking quantity in classical model, the model with strategic customers and the model with reimbursement contract, respectively | |
Decision variables denoting stocking quantity and full price, respectively | |
Nonnegative and independent random variable, which indicates customers' demand | |
Cumulative distribution function, characterizing the demand, and tail distribution is |
|
Partial expectation of random |
|
Salvage price in period 2 | |
Unit procurement cost of the product to the firm | |
Customers' valuation for the unit production | |
Customers' reservation price or maximum price which the customers are willing to pay | |
The firm's belief over customers' reservation price | |
Customers' belief from obtaining the product on the salvage market | |
The decreasing rate ( |
|
Customers' risk preference ( |
|
The firm's loss aversion ( |
|
Expectation operator | |
Utility function of the firm | |
The maximum and minimal function between |
Table 3.
Numerical results for various systems of expected profit when
465.3846 | 465.3846 | 465.3846 | 465.3846 | 465.3846 | 465.3846 | 465.3846 | 465.3846 | 465.3846 | |||
298.9421 | 162.4174 | 304.5730 | 175.2384 | 309.4728 | 185.7115 | ||||||
403.3333 | 403.3333 | 402.8578 | 402.8578 | 401.5556 | 401.5556 | ||||||
465.3846 | 465.3846 | 465.3846 | 465.3846 | 465.3846 | 465.3846 | 465.3846 | 465.3846 | 465.3846 | |||
394.9592 | 260.6531 | 94.1742 | 395.8801 | 264.8910 | 105.3170 | 396.6050 | 268.5129 | 113.9793 | |||
403.3333 | 403.3333 | 403.3333 | 402.8578 | 402.8578 | 402.8578 | 401.5556 | 401.5556 | 401.5556 | |||
465.3846 | 465.3846 | 465.3846 | 465.3846 | 465.3846 | 465.3846 | 465.3846 | 465.3846 | 465.3846 | |||
388.0647 | 235.1442 | 46.7179 | 388.5513 | 237.8978 | 54.9701 | 388.8571 | 240.1336 | 60.9781 | |||
403.3333 | 403.3333 | 403.3333 | 402.8578 | 402.8578 | 402.8578 | 401.5556 | 401.5556 | 401.5556 | |||
384.6154 | 384.6154 | 384.6154 | 384.6154 | 384.6154 | 384.6154 | 384.6154 | 384.6154 | 384.6154 | |||
256.3412 | 154.3494 | 264.0884 | 169.3020 | 270.0823 | 180.6548 | ||||||
333.3333 | 333.3333 | 332.4099 | 332.4099 | 330 | 330 | ||||||
384.6154 | 384.6154 | 384.6154 | 384.6154 | 384.6154 | 384.6154 | 384.6154 | 384.6154 | 384.6154 | |||
323.4039 | 212.4169 | 84.3076 | 324.9323 | 218.7253 | 96.7836 | 325.7676 | 223.4203 | 105.7881 | |||
333.3333 | 333.3333 | 333.3333 | 332.4099 | 332.4099 | 332.4099 | 330 | 330 | 330 | |||
384.6154 | 384.6154 | 384.6154 | 384.6154 | 384.6154 | 384.6154 | 384.6154 | 384.6154 | 384.6154 | |||
313.9245 | 180.8531 | 36.9033 | 314.7191 | 185.1787 | 45.1564 | 314.8643 | 188.0670 | 50.7402 | |||
333.3333 | 333.3333 | 333.3333 | 332.4099 | 332.4099 | 332.4099 | 330 | 330 | 330 | |||
311.5384 | 311.5384 | 311.5384 | 311.5384 | 311.5384 | 311.5384 | 311.5384 | 311.5384 | 311.5384 | |||
214.7582 | 138.5999 | 223.2811 | 153.8583 | 228.8967 | 164.4633 | ||||||
270 | 270 | 268.5185 | 268.5185 | 264.8633 | 264.8633 | ||||||
311.5384 | 311.5384 | 311.5384 | 311.5384 | 311.5384 | 311.5384 | 311.5384 | 311.5384 | 311.5384 | |||
259.6189 | 169.7678 | 71.4952 | 261.4923 | 177.1413 | 83.8399 | 261.8907 | 181.7852 | 92.0999 | |||
270 | 270 | 270 | 268.5185 | 268.5185 | 268.5185 | 264.8633 | 264.8633 | 264.8633 | |||
311.5384 | 311.5384 | 311.5384 | 311.5384 | 311.5384 | 311.5384 | 311.5384 | 311.5384 | 311.5384 | |||
248.2615 | 135.5270 | 27.4710 | 249.1956 | 140.7354 | 34.7699 | 248.7501 | 143.5081 | 39.4236 | |||
270 | 270 | 270 | 268.5185 | 268.5185 | 268.5185 | 264.8633 | 264.8633 | 264.8633 | |||
96.1538 | 96.1538 | 96.1538 | 96.1538 | 96.1538 | 96.1538 | 96.1538 | 96.1538 | 96.1538 | |||
29.5585 | 24.7304 | 26.4622 | |||||||||
30 | 30 | 28.2369 | |||||||||
96.1538 | 96.1538 | 96.1538 | 96.1538 | 96.1538 | 96.1538 | 96.1538 | 96.1538 | 96.1538 | |||
27.4769 | 17.5997 | 8.61672 | 27.3621 | 19.2783 | 10.8693 | 19.0687 | 11.674 | ||||
30 | 30 | 30 | 28.2369 | 28.2369 | 28.2369 | 25.4313 | 25.4313 | ||||
96.1538 | 96.1538 | 96.1538 | 96.1538 | 96.1538 | 96.1538 | 96.1538 | 96.1538 | 96.1538 | |||
20.6633 | 6.42676 | 0.8171 | 20.8133 | 7.6716 | 1.2734 | 19.6287 | 7.9764 | 1.5628 | |||
30 | 30 | 30 | 28.2369 | 28.2369 | 28.2369 | 25.4313 | 25.4313 | 25.4313 | |||
Note: The expected profits are the classical inventory model, the proposed model and the model under price commitment strategy in turn. We mark by red and green color when the expected profit of our model is larger than that of under price commitment strategy model. |
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Two-stage decision model
Impact of customer's risk preference on the firm's decisions in different
Effect of decreasing rate on the firm's decision variables in different values
The firm's expected profit changes with
The pattern of the firm's expected profit.
The pattern of the firm's expected profit