When Should You Nickel-and-Dime Your Customers?
What’s smarter: To charge separately for extras — or to combine all charges into one total price?
Rebecca W. Hamilton, Joydeep Srivastava and Ajay Thomas Abraham
What the GDP Gets Wrong (Why Managers Should Care)
The irony: We know less about the sources of value in the economy than we did 25 years ago.
Erik Brynjolfsson and Adam Saunders
Supply Chains & Logistics
Supply Risk in Fragile Contracts
Spot markets can be used to limit exposure.
Çağrı Haksöz and Ashay Kadam
Discounting Do’s and Don’ts
Recent evidence shows that some discounts and sales can be detrimental.
Jeffrey M. Stibel
The Art of Managing New Product Transitions
Feryal Erhun, Paulo Gonçalves and Jay Hopman
New Product Development
The Myth of Commoditization
Quality & Service
Strategic Supply Management
Carlos Niezen, Heidi Deringer and Wulf Weller
The Experimental Roots of Revolutionary Vision
The history of the Swedish retailer IKEA illustrates the role that adaptation and experimentation play in the development of an innovative strategy.
So You Think You Know Your Brand?
A company must have a three-dimensional view of its brand.
Attractive By Association
When targeted promotions appeal to non-targeted customers.
A review of recent and seminal work linking pricing decisions with operational insights.
Moritz Fleischmann, Joseph M. Hall & David F. Pyke
In Praise of Honest Pricing
Barry Nalebuff and Ian Ayres
Dueling Pricing Strategies
Lauren Keller Johnson
Pricing as a Strategic Capability
If pricing isn’t a strategic capability — a contributor to a company’s ability to implement its strategy — it’s probably a strategic liability.
Shantanu Dutta, Mark Bergen, Daniel Levy, Mark Ritson and Mark Zbaracki
How Much Will People Pay for That?
A new, easy-to-use procedure can help marketers determine customers’ willingness to pay.