The chapter has two main sections. The first one describes various violations of the Law of One Price. The section that follow it considers a related, but very different and fundamental issue: Why do people trade?
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How do you market in today's "experience culture"—as conventional advertising grows increasingly ineffective, and customers grow increasingly independent? There's No Business That's Not Show Business demonstrates how to use "show biz" techniques to cut through the clutter, engage your customers personally, differentiate your product or brand—and create real, long-term value. These techniques can be adapted for any product, service, or market—consumer or B2B.
We consider a two-echelon distribution system in which a supplier distributes a product to N competing retailers. The demand rate of each retailer depends on all of the retailers' prices, or alternatively, the price each retailer can charge for its product depends on the sales volumes targeted by all of the retailers. The supplier replenishes his inventory through orders (purchases, production runs) from an outside source with ample supply. From there, the goods are transferred to the retailers.
The Pfaat protein family alignment annotation tool is a Java-based multiple sequence alignment editor and viewer designed for protein family analysis. The application merges display features such as dendrograms, secondary and tertiary protein structure with SRS retrieval, subgroup comparison, and extensive user-annotation capabilities.
This paper is concerned with dynamic control of stochastic processing networks. Specifically, it follows the so called heavy traffic approach, where a Brownian approximating model is formulated, an associated Brownian optimal control problem is solved, the solution of which is then used to define an implementable policy for the original system. A major challenge is the step of policy translation from the Brownian to the discrete network. This paper addresses this problem by defining a general and easily implementable family of continuous-review tracking policies.
This paper studies dynamic competition in markets characterized by the introduction of technologically advanced next-generation products. Firms invest in new product effort in an attempt to attain industry leadership, thus securing high profits and benefiting from advantages relevant for the success of future product generations. The analysis reveals that when the current leader possesses higher research and development (R&D) competence, it tends to invest more in R&D than rivals and to retain its lead position.
The purpose of this paper is to understand buyer/seller adoption dynamics in independent, buyer-side B2B exchanges. In a stylized model, we assume that the main role of the exchange is to reduce search costs for buyers. Buyers and sellers enter or exit the exchange based on the relative economic surplus (loss) they receive inside vs. outside the exchange. We contrast two situations: one where participants' switching cost to join the institution is negligible and another, in which it is significant.
In 1995 The Boundaryless Organization showed companies how to sweep away the artificial obstacles — such as hierarchy, turf, and geography — that get in the way of outstanding business performance. Now, in this completely revised edition of their groundbreaking work, management experts Ron Ashkenas, Dave Ulrich, Todd Jick, and Steve Kerr offer an up-to-date version of their comprehensive guide to help any organization go "boundaryless" — and become a company with the ability to quickly, proactively, and creatively adjust to changes in the environment.
In this paper, limited managerial capacity gives rise to a timing option: agents can implement projects now-or-later. Because each agent cares only about the project he implements, while the principal cares about the projects undertaken in aggregate, the timing option may be valued differently by the principal and the agents. Under a fair assignment rule (one that treats the agents symmetrically), these conflicting valuations result in agents sometimes not implementing the principal's desired projects.