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Motivated by the prevalence of ride-sharing platforms, in “Spatial Pricing in Ride-Sharing Networks,” Bimpikis, Candogan, and Saban explore the impact of the demand pattern for rides across a network’s locations on a platform’s optimal pricing and compensation policy, profits, and consumer surplus. They explicitly account for the pricing problem’s spatial dimension and the fact that the drivers endogenously determine whether and where to provide service. Their first contribution is to develop a tractable model to study a platform operating on a network of locations that may differ in both the size of their potential demand and the destination preferences of riders. Second, they provide a characterization of the platform’s optimal policy and identify “balancedness” of the demand pattern as a property that captures the profit potential of a given network. Finally, they discuss the benefits and limitations of a number of alternative pricing and compensation schemes. We explore spatial price discrimination in the context of a ride-sharing platform that serves a network of locations. Riders are heterogeneous in terms of their destination preferences and their willingness to pay for receiving service. Drivers decide whether and where to provide service so as to maximize their expected earnings given the platform’s pricing and compensation policy. Our findings highlight the impact of the demand pattern on the platform’s prices, profits, and the induced consumer surplus. In particular, we establish that profits and consumer surplus at the equilibrium corresponding to the platform’s optimal pricing and compensation policy are maximized when the demand pattern is “balanced” across the network’s locations. In addition, we show that they both increase monotonically with the balancedness of the demand pattern (as formalized by its structural properties). Furthermore, if the demand pattern is not balanced, the platform can benefit substantially from pricing rides differently depending on the location from which they originate. Finally, we consider a number of alternative pricing and compensation schemes that are commonly used in practice and explore their performance for the platform. The e-companion is available at https://doi.org/10.1287/opre.2018.1800 .

We present a model of dynamic competition between two firms where firms gather customer information through first-period purchase. This creates asymmetric information in the second period whereby a firm knows more about its own past customers than its competitor does. We examine how the ability to offer personalized prices based on customer information affects prices and profit over the two periods. When product differentiation is exogenously fixed, asymmetric information leads to two asymmetric equilibria where one firm chooses more aggressive pricing to secure a larger first-period market share. When product differentiation is also chosen endogenously, there continue to exist two asymmetric equilibria where one firm chooses more aggressive positioning. The more aggressive firm, whether through pricing or positioning, can force the game to be played to its advantage. But both firms end up worse off compared to when they use simpler pricing strategies or commit to substantial product differentiation. The online appendix is available at https://doi.org/10.1287/mnsc.2017.2873 . This paper was accepted by Juanjuan Zhang, marketing.

Some firms use a curious pricing mechanism called “pay as you wish” pricing (PAYW). When PAYW is used, a firm lets consumers decide what a product is worth to them and how much they want to pay to get the product. This practice has been observed in a number of industries. In this paper, we theoretically investigate why and where PAYW can be a profitable pricing strategy relative to the conventional “pay as asked” pricing (PAAP) strategy. We show that PAYW has a number of advantages over PAAP such that it is well suited for some industries but not for others. These advantages are as follows: (1) PAYW helps a firm to maximally penetrate a market; (2) it allows a firm to price discriminate among heterogenous consumers; (3) it helps to moderate price competition. We derive conditions under which PAYW dominates PAAP and discuss ways to improve the profitability of PAYW.

This study explores consumer expectations and attitudes related to gender-based price discrimination. Although much research has focused on pay inequalities and gender diversity, considerably less attention has been focused on situations in which men and women are charged different prices based on gender. In two studies, expectations and attitudes toward gender-based price discrimination are examined. In Study 1, two scenarios related to prices at hair salon and dry cleaning services were manipulated to measure expectations and attitudes toward gender-based price discrimination. We found that the nature of the service results in expectations of price differences between men and women. We also found men expect gender-based pricing more than women. In Study 2, qualitative research was conducted to reveal the cognitions that men and women experience when exposed to gender-based price discrimination.

This paper examines firms’ product policies when they sell an add-on (e.g., Internet service) in addition to a base product (e.g., hotel rooms) under vertical differentiation (e.g., four- versus three-star hotels). I show that the role of an add-on differs; higher-quality firms prefer to sell it as optional to discriminate consumers, and lower-quality firms trade off discrimination and differentiation, trying to lure consumers from higher-quality rivals with a lower-price add-on. Equilibrium policies of lower-quality firms are more sensitive to the cost-to-value ratio of an add-on. If the ratio is sufficiently small, then they sell it to all consumers, potentially explaining why lower-end hotels are more likely than higher-end ones to offer free Internet service. Contrary to consensus in the literature, optional add-ons can intensify price competition over consumers who trade off a higher-quality base product versus a lower-quality base including an add-on. Hence, higher-quality firms are incentivized to commit to bundling, while lower-quality firms prefer to commit to not selling it. Add-ons can further reduce lower-quality firms’ profits if consumers cannot observe the prices, because holding up consumers ex post encourages them to switch to higher-quality rivals, which then become better off. Therefore, lower-quality firms are incentivized to advertise add-on prices, and higher-quality firms are not. The online appendix is available at https://doi.org/10.1287/mksc.2017.1028 .

We study the effect on loan conditions of geographical distance between firms, the lending bank, and all other banks in the vicinity. For our study, we employ detailed contract information from more than 15,000 bank loans to small firms comprising the entire loan portfolio of a large Belgian bank. We report the first comprehensive evidence on the occurrence of spatial price discrimination in bank lending. Loan rates decrease with the distance between the firm and the lending bank and increase with the distance between the firm and competing banks. Transportation costs cause the spatial price discrimination we observe.

In developing countries, mobile telecom networks have emerged as major providers of financial services, bypassing the sparse retail networks of traditional banks. We analyze a large individual-level data set of mobile money transactions in Tanzania to provide evidence of the impact of mobile money on alleviating financial exclusion in developing countries. We identify three types of transactions: (i) money transfers to others, (ii) short-distance money self-transportation, and (iii) money storage for short to medium periods of time. We utilize a natural experiment of an unanticipated increase in transaction fees to identify the demand for these transactions. Using the demand estimates, we find that the willingness to pay to avoid walking with cash an extra kilometer (short-distance self-transportation) and to avoid storing money at home (money storage) for an extra day are 1.25% and 0.8% of an average transaction, respectively, which demonstrates that mobile money ameliorates significant amounts of crime-related risk. We explore the implications of these estimates for pricing and demonstrate the profitability of incentive-compatible price discrimination based on type of service, consumer location, and distance between transaction origin and destination. We show that differential pricing based on the features of a transaction delivers a Pareto improvement. Data and the online appendix are available at https://doi.org/10.1287/mksc.2017.1027 .

This paper studies intertemporal price discrimination (IPD) with complementary products in the context of e-readers and e-books. Using individual-level data (2008–2012), I estimate a dynamic demand model for e-reader adoption and subsequent book quantity, reading format, and retailer choices in several book genres. I use the estimates to simulate a monopolist’s optimal dynamic pricing strategies when facing forward-looking consumers. The results illustrate how skimming/penetration pricing incentives for e-readers and harvesting/investing incentives for e-books interact in this novel setting. The optimal joint IPD strategy is skimming for e-readers and investing for e-books. Counterfactual results suggest that combining IPD with complementary product pricing improves firm profitability because it attenuates the limitations of each pricing approach. In a single-product IPD setting, firms’ pricing power is limited when consumers anticipate future price changes and delay purchases. Adding complementary products offers firms two pricing instruments; opposite price trajectories provide conflicting incentives for consumers, limiting intertemporal arbitrage. In a static complementary product setting, firms’ pricing power is limited when the relative elasticity between the two products is heterogeneous and conflicting among consumers. Adding IPD sorts heterogeneous consumers into different periods and reduces the need to balance across consumer types. This paper was accepted by Matthew Shum, marketing.

\"Behavior-based personalization\" has gained popularity in recent years, whereby businesses offer personalized products based on consumers' purchase histories. This paper highlights two perils of behavior-based personalization in competitive markets. First, although purchase histories reveal consumer preferences, competitive exploitation of such information damages differentiation, similar to the classic finding that behavior-based price discrimination intensifies price competition. With endogenous product design, there is yet a second peril. It emerges when forward-looking firms try to avoid the first peril by suppressing the information value of purchase histories. Ideally, if a market leader serves all consumers on day 1, purchase histories contain no information about consumer preferences. However, knowing that their rivals are willing to accommodate a market leader, firms are more likely to offer a mainstream design at day 1, which jeopardizes differentiation. Based on this understanding, I investigate how the perils of behavior-based personalization change under alternative market conditions, such as firms' better knowledge about their own customers, consumer loyalty and inertia, consumer self-selection, and the need for classic designs.

The widespread adoption of activity-based costing enables firms to allocate common service costs to each customer, allowing for precise measurement of both the cost to serve a particular customer and the customer's profitability. In this paper, we investigate how pricing strategies based on customer cost information affects a firm's customer acquisition and retention dynamics, and ultimately its profit, using a two-period monopoly model with high- and low-cost customer segments. Although past purchase and cost information helps firms to increase profits through differential prices for good and bad customers in the second period (\"price discrimination effect\"), it can hurt firms because strategic forward-looking consumers may delay purchases to avoid higher future prices (\"ratchet effect\"). We find that when the customer cost heterogeneity is sufficiently large, it is optimal for firms to \"fire\" some of its high-cost customers, and customer cost-based pricing is profitable. Surprisingly, it is optimal to fire even some profitable customers. This result is robust even when the cost to serve is endogenous and determined by the consumer's choice of service level. We also shed insight on acquisition-retention dynamics, on when firms can improve their profitability by selectively firing known old \"bad\" customers, and on replacing the old \"bad\" customers with a mix of new \"good\" and \"bad\" customers. This paper was accepted by J. Miguel Villas-Boas, marketing.