• 沒有找到結果。

5 Performance gaps

Observation 1. Delegating to the diligent reseller becomes relatively less profitable when the re- re-sellers becomes more risk-averse

5.4 Complementarity between demand and services

Recall that when the sales outcome is in the additive form x = θ +a+ϵ, we have MK = µ+2(1+ρσ1 2), MD = µ + 12, and thus MD− MK does not depend on θ. In other words, MK− MD does not change when the manufacturer modifies its belief about the market condition. However, when the sales outcome is in the multiplicative form x = θa + ϵ, it follows from Proposition 2 that MD − MK now depends on the distribution of θ. This is because when demand and services are complementary, different realizations of the market condition drive the salesperson to choose different service levels. Among all possibilities for θ to change, we are particularly interested in the situation that µ alters. Studying this situation allows us to investigate the relative effectiveness of the two resellers in big markets (when µ is large) and small markets (when µ is small). The following analytical finding regarding uniform distribution provides a partial answer. Numerical experiments for other distributions also demonstrate similar qualitative results.

Proposition 9. When x = θa + ϵ and θ follows a uniform distribution with mean µ and a fixed variance, MD− MK increases in µ.

When the manufacturer delegates to the diligent reseller in a big market, the complementarity allows her to induce a high service level. However, if the delegation occurs in a small market, the diligent reseller’s monitoring will become less effective. On the other hand, the demand forecasting ability possessed by the knowledgeable reseller is not affected if the variance of θ does not change.

Therefore, when the market size goes down, the diligent reseller will become relatively less effective.

6 Conclusions

In this paper, we investigate the effect of demand forecasting and performance measurement on motivating salespeople and creating new demands. Within our three-layer supply chain, we jointly study the manufacturer’s partner selection problem and the resellers’ salesforce compensation prob-lem. Since decision making within this supply chain is decentralized, including a reseller with a certain monitoring ability is different from having the ability by the manufacturer itself. All intu-itions obtained from traditional two-layer supply chains therefore cannot be applied directly. We show that the manufacturer unambiguously prefers the reseller who is able to monitor the sales-person to the one that can monitor the market. This dominance result is not prone to our model characteristics regarding the degree of complementarity between service level and market condition, the relative importance between moral hazard and adverse selection, the reseller’s risk attitude, the observability of the resellers’ monitoring expertise, and the contract form. We further show that the performance gap between delegating to the two resellers decreases when adverse selection becomes relatively more important, the reseller becomes more risk-averse, or the market size goes down.

Moreover, because the efficiency of direct sales does not depend on the reseller, direct sales may outperform both indirect selling schemes when the reseller is too risk-averse.

Our study certainly has its limitations. In our study, we assume that the selling price is exoge-nously given. If the price is endogenized, the manufacturer and the reseller may distort the price or include it in the menu in order to induce better truth-telling. Price and commission rate can therefore serve as complementary screening tools. Another possible extension is to investigate a variety of contract forms (e.g., buy-back contracts, advance purchase contracts, and quantity flex-ibility contracts) and see how they affect the strategic decisions of the manufacturer and resellers.

Moreover, we exclude the effect of competition from other manufacturers, which may be inappro-priate in some contexts. Introducing the competition between manufacturers creates a common

agency problem, since these manufacturers may compete in contract offers in order to earn the collaboration opportunity with a specific reseller. This issue calls for future investigations.

Appendix

Proof of Lemma 1. It follows from the first-order necessary condition of the IC constraint (2) that dCES(θ) = β(θ) ≥ 0 for all θ ∈ (−∞, ∞), which implies that CES(θ) is nondecreasing in θ. The IR constraint (3) implies that CES(−∞) = 0 at the optimal solution. Consequently, CE(θ) =θ

−∞β(y)dy and the binding IR constraint lead to α(θ) = −β(θ)θ − 1

Replace the α(θ) in the objective function and ignore the IC constraint for a moment, we reduce the problem to

where the second equality comes from integration by parts. Maximizing the integrand pointwise yields β(θ) = [1−H(θ)]1+ρσ2+, and the maximum objective value M can be calculated by plugging β(θ) back. The IC constraint can be easily verified and is omitted.

Proof of Lemma 2. We first observe that the constraint must be binding at the optimal solution.

If this is not the case, the reseller can reduce the fixed payment α by a sufficiently small amount such that the objective value increases while the constraint is still satisfied. Thus, the problem reduces to maximizing a quadratic function of β: RK(θ) = maxβ≥0

Proof of Lemma 3. Observing that at optimality the constraint must be binding, we can replace u by−vµ −2(1+ρσ1 2)v2 in the objective and reduce the problem into MK = maxv≥0 the first-order condition. The corresponding induced service level is 1+ρσ1 2, regardless of θ.

Proof of Lemma 4. It follows from the first-order necessary condition of the IC constraint that dCES(θ) = β(θ) ≥ 0 for all θ ∈ (−∞, ∞), which implies that CES(θ) is nondecreasing

in θ. The (IR) constraint implies that CES(−∞) = 0 at the optimal solution. Consequently, CES(θ) =θ

−∞β(y)dy. Moreover, from (4), we have α(θ) =−β(θ)θ − β(θ)a(θ) +1

2[a(θ)]2+ 1

2(1− ρσ2) [β(θ)]2+

θ

−∞β(y)dy.

Substituting α(θ) in the objective with the right hand side and ignoring the (IC) constraint for a while, the reseller’s problem can be rewritten as

RD = max

where the equality follows from integration by parts. Since the integrand is strictly decreasing in β(θ), the optimal commission rate is βD(θ) = 0. The corresponding optimal service level is aD(θ) = v, and the reseller’s maximum expected payoff is RD = u+vµ+12v2. Given the commission rate βD(θ) = 0, the corresponding fixed payment is αD(θ) = 12[aD(θ)]2 = 12v2, which is independent of θ. Since the reseller only offers a single contract, the IC constraint is satisfied.

Proof of Lemma 5. At optimality, the constraint should be binding. Thus, the manufacturer’s problem reduces to MD = maxv≥0{

µ + v−12v2}

, which gives rise to the optimal commission rate is vD = 1 and MD = µ + 12. The corresponding service level is 1.

Proof of Proposition 2. Recall that the salesperson under a knowledgeable reseller gets payoff α + βx−12a2 by setting his service level to a. The corresponding certainty equivalent CES(θ|a) = α + βθa− 12a2 12ρσ2β2 is then maximized by aK = βθ as CES(θ) = α + 122− ρσ22. With service level βθ, the expected sales outcome is βθ2. The knowledgeable reseller is then solving

RK(θ) = max

At optimality, the constraint must be binding. Therefore, the problem reduces to RK(θ) = maxβ≥0{

u +122− ρσ22+ vθ2β− θ2β2}

. By the first-order condition, this is maximized by βK(θ) = θ2+ρσθ2 2v. We then have aK= θ2+ρσθ3 2v and RK(θ) = u +2(θ2θ+ρσ4 2)v2. DenotingEθ

As the constraint must be binding at optimality, we can replace u in the objective function by

12γv2 and obtain that MK = maxβ≥0{

Now consider the diligent reseller. Observing θ but choosing a contract by reporting ˜θ, the salesperson’s certainty equivalent is now CESθ, θ) = α(˜θ) + β(˜θ)(θa(˜θ))− 12a(˜θ)2 12ρσ2β(˜θ)2.

With the definition CES(θ) = CESθ, θ), the reseller’s problem is

−∞β(y)a(y)dy at optimality. The fact that the second constraint is binding then leads to RD = max{β(θ)≥0,a(θ)≥0}Eθ

[u + vθa(θ)−12a(θ)212ρσ2β(θ)2− β(θ)a(θ)H(θ)] according to integration by part. Since the integrand is non-increasing in β(θ), we have βD(θ) = 0.

It then follows that RD = max{a(θ)≥0}Eθ

By the same way as in the knowledgeable reseller case, this problem can be solved with maximizers vD = 1 and uD = 12Eθ2]. We then have MD = 12Eθ which concludes that delegating to a diligent reseller is more profitable for the manufacturer.

Proof of Proposition 3. Consider the knowledgeable reseller. Given contract (α, β), the sales-person’s certainty equivalent is CE(θ|a) = α + β(θ + a) −2k1a212ρσ2β2, which is maximized by a(θ) = βk. In the reseller’s optimal contract, the salesperson receives a zero certainty equivalent and therefore

Suppose the salesperson observes a market condition θ but chooses the contract (α(˜θ), β(˜θ), a(˜θ)) from the diligent reseller, his certainty equivalent is CE(˜θ, θ) = α(˜θ) + β(˜θ)(θ + a(˜θ))−2k1[a(˜θ)]2

1

2ρσ2[β(˜θ)]2. Define CE(θ)≡ CE(θ, θ). Again, the first order condition of the IC constraint and CE(−∞) = 0 imply that CE(θ) =θ

−∞β(y)dy. Ignore the IC constraint for a moment, we rewrite the problem as

βD(θ) = 0 and aD(θ) = vk optimizes this problem and result in RD = Eθ

[u + vθ + k2v2]

as the reseller’s maximum expected payoff. With RD = 0 at optimality, we have

MD = max

Proof of Proposition 4. We start with the first case in which the manufacturer can observe the market condition θ. In this case, the manufacturer’s problem is equivalent to the knowledgeable reseller’s problem in Section 3.2 with u = 0 and v = 1. By substituting u by 0 and v by 1 in Lemma 2, we can conclude that the manufacturer will receive µ +2(1+ρσ1 2) in expectation. Similarly, if the manufacturer can observe the service level a, its problem is equivalent to the diligent reseller’s problem in Section 3.3 with u = 0 and v = 1. It then follows that the manufacturer will receive µ +12 in expectation if we replace u by 0 and v by 1 in Lemma 4.

Proof of Lemma 6. We first solve the reseller’s problem. At optimality, the constraint is binding, so the problem becomes

= 0 at optimality and reduce her problem to MAK= max

Proof of Lemma 7. First we must solve the reseller’s problem and derive the optimal menu {(αDA(θ), βAD(θ), aDA(θ))}. Applying the first order condition on the IC constraint, we obtain dCES(θ) = β(θ)≥ 0. Ignoring the IC constraint for a moment, it is clear that the IR constraint must be binding at θ =−∞ and thus CES(θ) =θ

−∞β(y)dy at optimality. The problem then reduces to CERD = max verification of the IC constraint is straightforward. Accordingly, αDA(θ) can be computed by plugging aD(θ) and βD(θ) back into the binding IR constraint.

The diligent reseller using the optimal contract is said to be “strong”. However, we consider an alternative “weak” diligent reseller using a suboptimal contract aDA(θ) = v and ¯βD(θ) = 0 for all θ. It is optimal for the weak diligent reseller to offer ¯αD(θ) = 12v2 as the fixed payment. This single contract, though suboptimal, guarantees the participation of all-types of salesperson. She then obtains CEDR = u + vµ + 12v2 12rv2σ2 as her certainty equivalent by plugging β(θ) = 0 and a(θ) = v back into (13). To contract with the weak diligent reseller, the manufacturer solves

MDA = max

u urs,v≥0

{

(1− v)(µ + v) − u CEDR ≥ 0}

. (14)

At optimality, the binding constraint reduces her problem to MDA = maxv≥0{

µ + v−12(1 + rσ2)v2} . The manufacturer then receives MDA = µ + 2(1+rσ1 2) with the maximizer ¯vDA = 1+rσ1 2.

The last step is to show that MDA is a lower bound of the maximum expected profit MAD. To see this, note that the strong diligent reseller obtains CERD. The manufacturer will then solve

MAD = max

u urs,v≥0

{

(1− v)(µ + v) − u CERD ≥ 0}

. (15)

The fact CERD ≥ CEDR implies the feasible region of (15) is no smaller than that of (14). Since these two problems also have an identical objective function, we have MD ≥ MD.

Proof of Proposition 5. First we observe from (8) and (9) that uDs + vsDµ + 1

2(vsD)2≥ uKs + vsKµ + 1

2(vKs )2 ≥ uKs + vKs µ + 1

2(1 + ρσ2)(vKs )2 ≥ 0,

which implies that (10) is redundant. Furthermore, if we ignore (7) for a moment, the relaxed manufacturer’s problem becomes:

We first observe that at optimality (18) must be binding; otherwise, decreasing uKs a bit yields a higher expected payoff for the manufacturer while relaxing (17). Likewise, we can show that (17) must be binding as well, for otherwise decreasing uDs would be profitable for the manufacturer.

Thus, we can replace uKs and uDs by

in the manufacturer’s objective and get the maximizers vsD = 1, and vKs = 1

1 + (1− p)ρσ2/p.

The corresponding fixed payments are uKs = −vsKµ− 2(1+ρσ1 2)(vsK)2 and uDs = −µ − 12 + (12

1

2(1+ρσ2))(vKs )2. The knowledgeable reseller receives zero expected payoff since (18) is binding, whereas the diligent reseller obtains an information rent uDs + vsDµ +12(vsD)2= (122(1+ρσ1 2))(vKs )2. It is then straight forward to verify that (7) is satisfied under this menu of contracts. Finally, the induced service levels aKs (θ) and aDs (θ) follow from Propositions 3 and 5.

Proof of Proposition 7. Given B, it is straightforward to show that the optimal solutions for (11) is (uK(B), vK(B)) = (−µ−η2, 1) if B≤ −µ−η2 and is decreasing in B. In the last case, we have

MLD(B)− MLK(B) = (1− µ)vD(B)− (vD(B))2− (η − µ)vK(B) + η(vK(B))2. (19) Note that depending on the values of µ and B, there are four combinations of vK(B) and vD(B).

We will first show that (19) is nondecreasing in three combinations and then show that the last combination is not possible.

then follows from the monotonicity of MLD(B) and the fact that MLD(−∞) > M. We may thus set ˆµ = 1 to complete the proof. For different combinations of parameters, better lower bounds may be found.

Proof of Proposition 9. When θ is uniformly distributed with mean µ and variance ξ2, we have MD = 12Eθ[

Baron, D., D. Besanko. 1992. Information, control, and organizational structure. Journal of Economics and Management Strategy 1 237–275.

Cachon, G., F. Zhang. 2006. Procuring fast delivery: Sole-sourcing with information asymmetry.

Management Science 52 881–896.

Chen, F. 2005. Salesforce incentives, market information, and production/inventory planning.

Management Science 51 60–75.

Coughlan, A., E. Anderson, L. Stern, A. EL-Ansary. 2001. Marketing Channels. Pearson Education, Inc., USA.

Faure-Grimaud, A., J. Laffont, D. Martimort. 2000. A theory of supervision with endogenous transaction costs. Annals of Economics and Finance 1 231–263.

Felli, L., J. M. Villas-Boas. 2000. Renegotiation and collusion in organizations. Journal of Eco-nomics and Management Strategy 9(4) 453–483.

Green, J., N. Stokey. 1983. A comparison of tournaments and contracts. Journal of Political Economy 91(6) 349–364.

Holmstrom, B., P. Milgrom. 1991. Multitask principal-agent analyses: Incentive contracts, asset ownership, and job design. Journal of Law, Economics and Organization 7 24–52.

Huh, W.T., K.S. Park. 2010. A sequential auction-bargaining procurement model. Naval Research Logistics 57(1) 13–32.

Iyer, A., V. Deshpande, Z. Wu. 2005. Contingency management under asymmetric information.

Operations Research Letters 33(6) 572–580.

Jeuland, A., S. Shugan. 1983. Managing channel profits. Marketing Science 2 239–272.

Kessler, A. 2000. On monitoring and collusion in hierarchies. Journal of Economic Theory 91(2) 280–291.

Lal, R., R. Staelin. 1986. Salesforce compensation plans in environments with asymmetric infor-mation. Marketing Science 5(3) 179–198.

Lee, E., R. Staelin. 1997. Vertical strategic interaction: Implications for channel pricing strategy.

Marketing Science 16(3) 185–207.

Li, C., L.G. Debo. 2009. Strategic dynamic sourcing from competing suppliers with transferable capacity investment. Naval Research Logistics 56(6) 540–562.

McAfee, R., J. McMillan. 1995. Organizational diseconomies of scale. Journal of Economics &

Management Strategy 4(3) 399–426.

Melumad, N., D. Mookherjee, S. Reichelstein. 1992. A theory of responsibility centers. Journal of Accounting and Economics 15 445–484.

Mirrlees, J. 1974. Notes on welfare economics, information and uncertainty. Essays on Economic Behavior under Uncertainty 243–261.

Mishra, B., A. Prasad. 2004. Centralized pricing versus delegating pricing to the salesforce under information asymmetry. Marketing Science 23(1) 21–28.

Mookherjee, D. 2006. Decentralization, hierarchies, and incentives: A mechanism design perspec-tive. Journal of Economic Literature 44(2) 367–390.

Rao, R. 1990. Compensating heterogeneous salesforces: Some explicit solutions. Marketing Science 9(4) 319–341.

Sohoni, M.G., A. Bassamboo, S. Chopra, U. Mohan, N. Sendil. 2010. Threshold incentives over multiple periods and the sales hockey stick phenomenon. Naval Research Logistics 57(6) 503–518.

Sohoni, M.G., S. Chopra, U. Mohan, N. Sendil. 2011. Threshold incentives and sales variance.

Forthcoming in Production and Operations Management.

Spengler, J. 1950. Vertical integration and antitrust policy. Journal of Political Economy 58 347.

Strausz, R. 1997. Delegation of monitoring in a principal-agent relationship. Review of Economic Studies 64(3) 337–57.

Taylor, T.A., W. Xiao. 2009. Incentives for Retailer Forecasting: Rebates vs. Returns. Management Science 55(10) 1654–1669.

Villas-Boas, J.M. 2004. Communication strategies and product line design. Marketing Science 304–316.

Vulcano, G., G. van Ryzin, C. Maglaras. 2002. Optimal dynamic auctions for revenue management.

Management Science 48(11) 1388–1407.

Wan, Z., D.R. Beil. 2009. RFQ auctions with supplier qualification screening. Operations Research 57(4) 934–949.

Zhou, S. X., Z. Tao, N. B. Zhang, G. Cai. 2009. Reverse auction procurement with flexible non-competitive contracts. Working paper, Chinese University of Hong Kong.

相關文件