Optimal Pricing: Understanding Differences between Structural Models and Reduced-Form Models
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The document summarizes Bernd Skiera's 2010 article on the differences between structural and reduced-form models in improving pricing decisions. Structural models use economic theory to model demand, costs, competition and estimate price responses. Reduced-form models directly estimate price-response functions from historical data without an underlying economic framework. Skiera finds that structural models provide more accurate predictions of pricing decisions under different market conditions compared to reduced-form models.
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Schlereth, Christian / Skiera, Bernd (2017), "Two New Features in Discrete Choice Experiments to Improve Willingness to Pay Estimation that Result in New Methods: Separated (Adaptive) Dual Response", Management Science, Vol. 63, Issue 3, 829-842
Discrete choice experiments such as choice-based conjoint and dual response are popular preference elicitation methods, yet, they can suffer from context effects, extreme response behavior, and problems with estimating consumers’ willingness to pay accurately when the purchase probability is high. This study proposes two new features to avoid these limits: (a) strictly separating all forced and all free choice questions and (b) an adaptive mechanism to select fewer, but more informative, free choice questions. The use of these two features invokes two new discrete choice experiment methods: separated dual response, with just the first feature, and separated adaptive dual response, with both features. A conceptual comparison, simulation study, tests to address endogeneity concerns, and three empirical studies demonstrate the appeal of these two new features, relative to the benefits of existing discrete choice experiments, especially when estimating willingness to pay.
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Visualizing Asymmetric Competition Among More Than 1,000 Products Using Big S...
A short summary of the paper "Visualizing Asymmetric Competition Among More Than 1,000 Products Using Big Search Data. Competitive analysis in markets containing dozens of brands and hundreds of products":
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How Customer Referral Programs Turn Social Capital into Economic Capital
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of innovation, and a
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Does not apply the
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of the
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processes, a cluster
of innovation, and a
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the customer in
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profit publicly traded
organization.
Applies the concepts of
the intraorganizational
innovation processes, a
cluster of innovation, and
a model that engages the
customer in innovation to
a for-profit publicly traded
organization.
Communicate in a
manner expected of
doctoral-level
composition,
including full APA
compliance and
demonstration of
critical thinking
skills.
34%
Fails to communicate
in a manner
expected of doctoral-
level composition;
assignment has gaps
in APA compliance
and in demonstration
of critical thinking
skills.
Communicates at a
basic level expected
of doctoral-level
composition,
including partial APA
compliance and
demonstration of
critical thinking skills.
Communicates in a
manner expected of
doctoral-level
composition,
including full APA
compliance and
demonstration of
critical thinking
skills.
Communicates
exceptionally well in a
manner expected of
doctoral-level
composition, including full
APA compliance and
demonstration of
exceptional critical
thinking skills.
16
Journal of Marketing
Vol. 75 (January 2011), 16 –30
© 2011, American Marketing Association
ISSN: 0022-2429 (p.
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https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8136/190700/Scoring_Guides/u07a1_scoring_guide.html 1/1
Innovation Process Design Scoring Guide
Due Date: End of Unit 7
Percentage of Course Grade: 20%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Create a set of
intraorganizational
innovation
processes, a cluster
of innovation, and a
model that engages
the customer in
innovation.
33%
Does not create a set
of intraorganizational
innovation processes
or a model that
engages the
customer in
innovation.
Creates limited
elements of
intraorganizational
innovation processes,
clusters of innovation,
and a model that
engages the
customer in
innovation.
Creates a set of
intraorganizational
innovation
processes, a cluster
of innovation, and a
model that engages
the customer in
innovation.
Creates with exceptional
clarity intraorganizational
innovation processes, a
cluster of innovation, and
a model that engages the
customer in innovation.
Provides strong synthesis
of theories, comparing
and contrasting the
concepts.
Apply the concepts
of the
intraorganizational
innovation
processes, a cluster
of innovation, and a
model that engages
the customer in
innovation to a for-
profit publicly
traded organization.
33%
Does not apply the
concepts of the
intraorganizational
innovation
processes, a cluster
of innovation, or a
model that engages
the customer in
innovation to a for-
profit publicly traded
organization.
Partially applies the
concepts of the
intraorganizational
innovation processes,
a cluster of
innovation, and a
model that engages
the customer in
innovation to a for-
profit publicly traded
organization.
Applies the concepts
of the
intraorganizational
innovation
processes, a cluster
of innovation, and a
model that engages
the customer in
innovation to a for-
profit publicly traded
organization.
Applies the concepts of
the intraorganizational
innovation processes, a
cluster of innovation, and
a model that engages the
customer in innovation to
a for-profit publicly traded
organization.
Communicate in a
manner expected of
doctoral-level
composition,
including full APA
compliance and
demonstration of
critical thinking
skills.
34%
Fails to communicate
in a manner
expected of doctoral-
level composition;
assignment has gaps
in APA compliance
and in demonstration
of critical thinking
skills.
Communicates at a
basic level expected
of doctoral-level
composition,
including partial APA
compliance and
demonstration of
critical thinking skills.
Communicates in a
manner expected of
doctoral-level
composition,
including full APA
compliance and
demonstration of
critical thinking
skills.
Communicates
exceptionally well in a
manner expected of
doctoral-level
composition, including full
APA compliance and
demonstration of
exceptional critical
thinking skills.
16
Journal of Marketing
Vol. 75 (January 2011), 16 –30
© 2011, American Marketing Association
ISSN: 0022-2429 (p.
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【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【q/微:1954292140】文凭即可
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留信网认证的作用:
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选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Optimal Pricing: Understanding Differences between Structural Models and Reduced-Form Models
- 1. Differences in the Ability of Structural and Reduced-Form Models to Improve Pricing Decisions Prof. Dr. Bernd Skiera Skiera, Bernd (2010), "How Do Structural Models Help Improve Pricing Decisions?", Zeitschrift Marketing – Journal of Research and Management, Vol. 6, Issue 1, 91-99
- 2. More Information about Topic
- 3. What is wrong here? Skiera, B. (2010), "Differences in the Ability of Structural and Reduced-Form Models to Improve Pricing Decisions", Marketing – Journal of Research and Management, 6(1), 91-99
- 4. Drivers andEffectsof Prices pricereactiontocostchanges Price price-responsefunction pricesofcompetitors(pricereactionfunction) CostFunction Quantity Cost Revenue Profit Skiera, B. (2010), "Differences in the Ability of Structural and Reduced-Form Models to Improve Pricing Decisions", Marketing – Journal of Research and Management, 6(1), 91-99
- 5. Size of Price Elasticities (1/2) Mean= -2.62 Mode = -2 to-2.99Std. Dev. = 2.21 Bijmolt, T.H.A. / Heerde, van H.J. / Pieters, R.G.M. (2005), "New Empirical Generalizations on the Determinants of Price Elasticity", Journal of Marketing Research, 42, 141-156.
- 6. Size of Price Elasticities (2/2) Frequency Mean = -1.76 Mode = -1.5 Std. Dev. = 1.74 N = 367 Price Elasticity -10 -8 -6 -4 -2 0 2 Tellis, G.J. (1988), "The Price SensitivityofSelective Demand: A Meta-Analysis ofEconometric Models ofSales", Journal of Marketing Research, 25, 391-404.
- 7. Measuring Price-Response Linear demand function Profit funktion: Optimal Price:
- 8. Results in Case of Price Response(Linear Price Response Function) Skiera, B. (2010), "Differences in the Ability of Structural and Reduced-Form Models to Improve Pricing Decisions", Marketing – Journal of Research and Management, 6(1), 91-99
- 9. Results in Case of Cost Changes(Linear Price Response Function) Skiera, B. (2010), "Differences in the Ability of Structural and Reduced-Form Models to Improve Pricing Decisions", Marketing – Journal of Research and Management, 6(1), 91-99
- 10. Price-Reaction (Bertrand-Nash) Expansion of Demand Function: Bertrand-Nash-Equilibrium: Optimal Price:
- 11. Summary for Bertrand-Nash-Pricing (Linear Case) Skiera, B. (2010), "Differences in the Ability of Structural and Reduced-Form Models to Improve Pricing Decisions", Marketing – Journal of Research and Management, 6(1), 91-99
- 12. Price-Reaction (Stackelberg Leader-Follower) Stackelberg Leader-Follower Equilibrium: Leader (here firm 1) setspriceanddoes not react Follower (here firm 2) reacts
- 13. CollusivePricing Firms choose prices to maximize combined profits
- 14. InfluenceofFunctional Form Multiplicativesalesresponsefunction Nocompetition: Competition:
- 15. SummaryofResults Skiera, B. (2010), "Differences in the Ability of Structural and Reduced-Form Models to Improve Pricing Decisions", Marketing – Journal of Research and Management, 6(1), 91-99