Evaluating Promotional Activities in an Online Two-Sided Market of User-Generated Content

Albuquerque, Paulo; Pavlidis, Polykarpos; Chatow, Udi; Chen, Kay‐Yut; Jamal, Zainab; Koh, Kok-Wei; Fitzhugh, Andrew

doi:10.2139/ssrn.1538887

Cited by 22 publications

(18 citation statements)

References 36 publications

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“…Underlying drivers Brand/product level dynamics level dynamics Creation of Internet WOM Anderson (1998), Hennig-Thurau et al (2004), Schlosser (2005), Dellarocas and Narayan (2006), Ying et al (2006), Berger and Schwartz (2011), Albuquerque et al (2012), Berger and Milkman (2012), Yang et al (2012), Chen and Kirmani (2015), Lovett et al (2013), Toubia and Stephen (2013), etc. Li and Hitt (2008), Wu and Huberman (2008), Moe and Trusov (2011), Godes and Silva (2012), Moe and Schweidel (2012), Schweidel and Moe (2014) Online sentiment analysis Schweidel and Moe (2014) Online complaint management This Paper…”

Section: Individual Consumer Topicmentioning

confidence: 99%

“…Meanwhile, numerous studies show that WOM is motivated by many underlying factors, such as self-enhancement, emotions, social considerations, images, economic incentives, etc. (Anderson 1998, Hennig-Thurau et al 2004, Schlosser 2005, Albuquerque et al 2012, Lovett et al 2013, Toubia and Stephen 2013, and is also affected by external factors, such as product characteristics, quality, and content type (Dellarocas and Narayan 2006, Berger and Schwartz 2011, Berger and Milkman 2012, Lovett et al 2013. One implication of this stream of literature is that WOM reflects but may not accurately represent customers' underlying opinions.…”

Section: Individual Consumer Topicmentioning

confidence: 99%

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The Squeaky Wheel Gets the Grease—An Empirical Analysis of Customer Voice and Firm Intervention on Twitter

Sun²,

2015

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F irms are increasingly engaging with customers on social media. Despite this heightened interest, guidance for effective engagement is lacking. In this study, we investigate customers' compliments and complaints and firms' service interventions on social media. We develop a dynamic choice model that explicitly accounts for the evolutions of both customers' voicing decisions and their relationships with the firm. Voices are driven by both the customers' underlying relationships and other factors such as redress seeking. We estimate the model using a unique data set of customer voices and service interventions on Twitter. We find that redress seeking is a major driver of customer complaints, and although service intervention improves relationships, it also encourages more complaints later. Because of this dual effect, firms are likely to underestimate the returns on service intervention if measured using only voices. Furthermore, we find an "error-correction" effect in certain situations, where customers compliment or complain when others voice the opposite opinions. Finally, we characterize the distinct voicing tendencies in different relationship states, and show that uncovering the underlying relationship states enables effective targeting. We are among the first to analyze individual customer level voice dynamics and to evaluate the effects of service intervention on social media.

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Section: Individual Consumer Topicmentioning

confidence: 99%

Section: Individual Consumer Topicmentioning

confidence: 99%

The Squeaky Wheel Gets the Grease—An Empirical Analysis of Customer Voice and Firm Intervention on Twitter

Sun²,

2015

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“…Our study is closely related to platform participants’ advertising investment (Albuquerque et al. , Rysman ). In this paper, we study an app platform in a dynamic setting where both the platform owner and app developers advertise their products.…”

Section: Literature Reviewmentioning

confidence: 98%

Monetization on Mobile Platforms: Balancing in‐App Advertising and User Base Growth

Wang

2019

Production and Operations Management

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M onetizing the growth of mobile platforms is increasingly important as more and more users adopt mobile platforms such as the Google's Android OS and the Apple's iOS. In this study, we use a differential game theoretical model to study the problem of joint advertising investment and in-app advertising adoption decisions by platform owners and app developers on a mobile platform. A key finding is that a platform owner may delay or even not offer an in-app advertising program if the revenue from such a program is low, which could explain the termination of Apple's iAd inapp advertising program. One unexpected result is that when determining advertising effort or the timing of an in-app advertising program, a platform owner does not need to consider the app developer's advertising effectiveness. Another interesting result is that an app developer acts strategically with an increase in ease of app searching: he either follows the platform owner to increase advertising or decreases it to take a free ride, depending on the effectiveness of his advertising effort. Finally, our analysis shows that in order to coordinate the mobile platform system, a central planner should adopt a mixed transfer payment scheme that includes both revenue sharing and advertising cost sharing, regardless of whether competition exists.

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“…In digital industries, platform managers commonly subsidize a side (e.g., end users), because the user contribution to a product or service provides an overall value greater than its resultant income (Eisenmann et al, ). For example, on a website of content generation structured as a multi‐sided platform, the end user may create value as textual or graphic contents, creation of events, implying strong cross‐side network effects (direct/indirect) (Albuquerque, Pavlidis, Chatow, Chen, & Jamal, ). In this case, the firm captures a monetary value by billing one or more sides of the platform and users capture tangible or intangible value by acquiring knowledge, reputation, and affluence (using products and services).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Optimizing value creation and value capture with a digital multi‐sided business model

Gandia

Parmentier

2017

Strategic Change

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To cite this version:Romain Gandia, Guy Parmentier. Optimizing value creation and value capture with a digital multisided business model. Strategic Change, Wiley, 2017, 26 (4) Faced with the limits of cooperative approaches to business model in optimizing the value creation and value capture, we propose here a new multi-sided business model architecture adapted to digital industries which allows considering new opportunities to create and capture value, for the growth and survival of innovative SMEs.

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Evaluating Promotional Activities in an Online Two-Sided Market of User-Generated Content

Cited by 22 publications

References 36 publications

The Squeaky Wheel Gets the Grease—An Empirical Analysis of Customer Voice and Firm Intervention on Twitter

The Squeaky Wheel Gets the Grease—An Empirical Analysis of Customer Voice and Firm Intervention on Twitter

Monetization on Mobile Platforms: Balancing in‐App Advertising and User Base Growth

Optimizing value creation and value capture with a digital multi‐sided business model

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