Integrating digital platform dynamics into customer orientation research: A systematic review and research agenda

Castell, Carolin; Kiefer, J.; Schubach, Sebastian; Schumann, Jan H.; Graf‐Vlachy, Lorenz; König, Andreas

doi:10.1016/j.jbusres.2023.113911

Cited by 5 publications

(5 citation statements)

References 66 publications

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“…(1) Corollary 1 (1) indicates that a supplier's optimal price, demand, and profits would increase as its logistics service level (s i ) increases or as its rival's logistics service level (s j ) decreases under scenario SC. This is intuitive, as a high-quality logistics service can enhance consumers' utilities directly and thus strengthens the supplier's competitiveness.…”

Section: Pricing Strategies With An Entrant Suppliermentioning

confidence: 99%

“…Corollary 2 (1) shows that the retail prices of the entrant supplier and platform increase, while the wholesale price of the incumbent supplier decreases via the commission rate (ρ). Corollary 2 (2) indicates that the incumbent supplier's demand decreases, while the entrant supplier's demand increases via the commission rate.…”

Section: Pricing Strategies With An Entrant Suppliermentioning

confidence: 99%

“…Thus, the incumbent supplier makes its decision by comparing π RM S1 and π SM S1 . It was easy to demonstrate that if λ > 1 2 , π RM S1 > π SM S1 , and the incumbent supplier would choose the reselling mode. If λ < 1/2, π RM S1 < π SM S1 , and the incumbent supplier would choose the revenue-sharing mode.…”

Section: Proof Of Corollarymentioning

confidence: 99%

“…E-commerce platforms have emerged as the dominant business format amid the growth of online retailing [1]. To enhance their competitiveness and profitability, giant e-commerce platforms such as Amazon and JD.com have adopted two retailing channels: the self-operating channel and the revenue-sharing online marketplace.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Strategic Third-Party Product Entry and Mode Choice under Self-Operating Channels and Marketplace Competition: A Game-Theoretical Analysis

Xu,

Huang,

Zhang

et al. 2024

JTAER

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To bolster their competitiveness and profitability, prominent e-commerce platforms have embraced dual retailing channels: self-operating channels and online marketplaces. However, a discernible trend is emerging wherein e-commerce platforms are expanding their marketplaces to encompass competitive third-party suppliers. Motivated by this trend, this study sought to examine the strategic integration of a third-party product amidst the competition between a self-operating channel and a marketplace. This investigation involved the development of a game-theoretic model involving a platform and two representative suppliers—an incumbent supplier and a new entrant. Specifically, we delved into establishing an equilibrium partnership between the platform and the new entrant supplier while also evaluating the self-operating strategy of the established supplier. Our analysis uncovered a counterintuitive outcome: an escalation in the commission rate resulted in diminished profits for the established supplier. Furthermore, we ascertained that the economic implications of a competitive product entry pivot significantly on product quality. Lastly, we demonstrated that the revenue-sharing rate plays a pivotal role in influencing the self-operating strategy of the established supplier, and the market equilibrium hinges on the interplay among product quality, the commission rate, and the revenue-sharing rate. These insights provide invaluable guidance for marketers and e-commerce platforms in their strategic decision-making processes.

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Section: Pricing Strategies With An Entrant Suppliermentioning

confidence: 99%

Section: Pricing Strategies With An Entrant Suppliermentioning

confidence: 99%

Section: Proof Of Corollarymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Strategic Third-Party Product Entry and Mode Choice under Self-Operating Channels and Marketplace Competition: A Game-Theoretical Analysis

Xu,

Huang,

Zhang

et al. 2024

JTAER

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“…Digital platforms can be of various types, including marketplaces, social networks, cloud services, financial platforms, and many others. However, they have common characteristics that determine their essence and functionality [24]:…”

Section: Digital Technologies Of Modern Entrepreneurshipmentioning

confidence: 99%

Digital opportunities to ensure the transparency of financial rela-tions in entrepreneurship

Zakharkina¹

2023

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Digitalization of the economy opens up new opportunities and prospects for business. The use of digital technologies allows business entities to reduce costs, increase the efficiency and competitiveness of the enterprise, to produce new types of goods, occupying certain niches in the market of digital goods and services. Along with the prospects, there are also new problems associated not only with the search for investments, but also with the formation of new com-petencies of small business entities that allow them to successfully navigate the conditions of digital transformation. In addition, the use of digital technologies leads to increased competition not only from domestic, but also from foreign market participants.

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Digital Empowerment: How Small B to B Companies Remodel the Value Chain Through Digital Platforms

Huo,

Ioniță,

Onișor

et al. 2024

Journal of Business-to-Business Marketing

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Integrating digital platform dynamics into customer orientation research: A systematic review and research agenda

Cited by 5 publications

References 66 publications

Strategic Third-Party Product Entry and Mode Choice under Self-Operating Channels and Marketplace Competition: A Game-Theoretical Analysis

Strategic Third-Party Product Entry and Mode Choice under Self-Operating Channels and Marketplace Competition: A Game-Theoretical Analysis

Digital opportunities to ensure the transparency of financial rela-tions in entrepreneurship

Digital Empowerment: How Small B to B Companies Remodel the Value Chain Through Digital Platforms

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