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Optimal retail return policies with wardrobing

机译:最优的零售退货政策,有防卫

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摘要

It has been observed that consumer returns are not driven exclusively by mismatch of needs, but also used by the consumer as a rental opportunity. This renting via the sales channel is well-known among retailers and is commonly referred as opportunism or wardrobing. Wardrobing is possible only when there is a trial period combined with a return opportunity in the sales channel. The study examines the extent and benefit of wardrobing. Results show that the optimal price and refund are never increasing in the extent of wardrobing. And in terms of profits, it was found that, although to a larger extent wardrobing hurts firm profits, if the benefit of wardrobing is high, firm profit can actually increase when more consumers are opportunistic. The study also shows that effective screening exists only when the extent of wardrobing exceeds a threshold. Profit implications of the extent and benefit of wardrobing remain qualitatively unchanged when incorporating ex ante heterogeneity in consumers' product valuation and when considering a retailer facing a large procurement cost of the product. The results also show that where opportunistic consumers are extra careful and their returns are in better condition (having higher salvage value than those made by ordinary consumers), both extent and benefit of wardrobing increase profit. (3 refs.)
机译:已经观察到,消费者的回报不仅是由需求的不匹配所驱动,而且还被消费者用作出租机会。通过销售渠道进行的这种租金在零售商中是众所周知的,通常被称为机会主义或守卫。只有在销售渠道中有试用期并有退货机会的情况下,才能进行分组。该研究检查了守卫的范围和好处。结果表明,最优价格和退款从不增加保管范围。并且从利润方面来说,发现尽管盗窃在很大程度上损害了企业的利润,但是如果盗窃的好处很高,那么当更多的消费者投机取巧时,企业的利润实际上就会增加。该研究还表明,只有当防卫程度超过阈值时,才存在有效的筛查。当在消费者产品评估中纳入事前异质性时,以及考虑到零售商面临产品采购成本高昂的情况时,保护范围和利益所带来的利润影响在质量上将保持不变。结果还显示,机会主义的消费者要格外小心,他们的回报处于更好的状态(挽救价值高于普通消费者的挽救价值),守卫的范围和利益都会增加利润。 (3个参考)

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  • 来源
    《Operations Research》 |2018年第6期|523-526|共4页
  • 作者单位

    Department of Business Analytics, Information Systems & Supply Chain, College of Business, Florida State University, 801 Academic Way, Tallahassee, FL 32306,;

    Department of Marketing, Eller College of Management, University of Arizona, 1130 E. Helen St., Tucson, AZ 85721;

    Department of Management Science, Moore School of Business, University of South Carolina, 1014 Greene Street, Columbia, SC 29208;

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