DC Field | Value | Language |
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dc.contributor.author | Kim, Jae-Cheol | ko |
dc.contributor.author | Chun, Se-Hak | ko |
dc.date.accessioned | 2018-06-16T07:37:37Z | - |
dc.date.available | 2018-06-16T07:37:37Z | - |
dc.date.created | 2018-06-11 | - |
dc.date.created | 2018-06-11 | - |
dc.date.issued | 2018-05 | - |
dc.identifier.citation | DECISION SUPPORT SYSTEMS, v.109, pp.5 - 14 | - |
dc.identifier.issn | 0167-9236 | - |
dc.identifier.uri | http://hdl.handle.net/10203/242547 | - |
dc.description.abstract | This paper analyzes two effects caused by "channel conflict", which occurs when firms newly add a direct online channel via the Internet or a mobile device. The first is an "intra-cannibalization effect" between the firms' existing retail channel and the new online channel, and the second is the "inter-competition effect" between manufacturers and retailers in the supply chain. In particular, this paper investigates a manufacturer's retailing channel strategy considering the relative market power between a manufacturer and a retailer in the supply chain, which has been rarely considered in previous studies. This paper shows the manufacturer's channel strategies: (i) if customers are very heterogeneous with regard to their receptiveness to online shopping, the manufacturer may use a multi-channel strategy. (ii) if the customer sector becomes homogeneous, the manufacturer will become more willing to adopt an omni-channel strategy. (iii) if customers are neither similar nor very different, the manufacturer uses a brick-and-mortar strategy. This paper also shows results on the issue of channel conflict in terms of market power: (i) the retailer may voluntarily limit its market power and thus, self-created competition in the retail market alleviates the problem of double-markup to some extent. (ii) the manufacturer can use an online channel when inter-competition effect becomes severe. (C) 2018 Elsevier B.V. All rights reserved. | - |
dc.language | English | - |
dc.publisher | ELSEVIER SCIENCE BV | - |
dc.subject | SUPPLY-CHAIN | - |
dc.subject | PRICING STRATEGIES | - |
dc.subject | ONLINE CHANNEL | - |
dc.subject | SPECIAL-ISSUE | - |
dc.subject | COORDINATION | - |
dc.subject | COMMERCE | - |
dc.subject | ASSORTMENT | - |
dc.subject | CONFLICT | - |
dc.subject | PROFITS | - |
dc.subject | BRICKS | - |
dc.title | Cannibalization and competition effects on a manufacturer's retail channel strategies: Implications on an omni-channel business model | - |
dc.type | Article | - |
dc.identifier.wosid | 000433016600002 | - |
dc.identifier.scopusid | 2-s2.0-85044510773 | - |
dc.type.rims | ART | - |
dc.citation.volume | 109 | - |
dc.citation.beginningpage | 5 | - |
dc.citation.endingpage | 14 | - |
dc.citation.publicationname | DECISION SUPPORT SYSTEMS | - |
dc.identifier.doi | 10.1016/j.dss.2018.01.007 | - |
dc.contributor.localauthor | Kim, Jae-Cheol | - |
dc.contributor.nonIdAuthor | Chun, Se-Hak | - |
dc.description.isOpenAccess | N | - |
dc.type.journalArticle | Article | - |
dc.subject.keywordAuthor | Channel conflict | - |
dc.subject.keywordAuthor | Channel management strategies | - |
dc.subject.keywordAuthor | Intra-cannibalization | - |
dc.subject.keywordAuthor | Inter-competition | - |
dc.subject.keywordAuthor | Omni-channel model | - |
dc.subject.keywordAuthor | Pricing strategies | - |
dc.subject.keywordAuthor | Supply chain | - |
dc.subject.keywordPlus | SUPPLY-CHAIN | - |
dc.subject.keywordPlus | PRICING STRATEGIES | - |
dc.subject.keywordPlus | ONLINE CHANNEL | - |
dc.subject.keywordPlus | SPECIAL-ISSUE | - |
dc.subject.keywordPlus | COORDINATION | - |
dc.subject.keywordPlus | COMMERCE | - |
dc.subject.keywordPlus | ASSORTMENT | - |
dc.subject.keywordPlus | CONFLICT | - |
dc.subject.keywordPlus | PROFITS | - |
dc.subject.keywordPlus | BRICKS | - |
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