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Asymmetric product distribution between symmetric manufacturers using dual-channel supply chains使用双通道供应链的对称制造商之间的不对称产品分销
Kenji Matsui
European Journal of Operational Research 248 (2016) 646–657欧洲运筹学杂志
The rapid growth of the Internet has made it attractive and much easier for manufacturers that traditionally sold their products indirectly through retailers to engage in direct sales. Thanks to the development of e-commerce technologies and third-party logistics enterprises such as Federal Express and UPS, an increasing number of manufacturers in a variety of industries have established sales channels to sell to customers directly. In fact, many prominent manufacturers, such as Hewlett-Packard, IBM, Cisco System, Pioneer Electronics, Eastman Kodak, Nike, Sony, Panasonic, Mattel, Estee Lauder, Lenovo, and Apple, among others, have begun to use online channels to sell their products directly to consumers (Tsay amp; Agrawal, 2004a, 2004b). Online direct selling is beneficial to the manufacturer to save costs, increase sales revenues, and attract different customer segments to create manufacturer loyalty.
互联网的迅速发展使得它对传统上通过零售商间接销售其产品进行直接销售的制造商而言更具吸引力并且更容易。 由于电子商务技术和联邦快递和UPS等第三方物流企业的发展，越来越多的各行各业的制造商已建立销售渠道直接向客户销售。 事实上，惠普，IBM，思科系统，先锋电子，伊士曼柯达，耐克，索尼，松下，美泰，雅诗兰黛，联想，苹果等众多知名厂商已经开始使用在线渠道 将他们的产品直接销售给消费者（Tsay＆Agrawal，2004a，2004b）。 在线直销有利于制造商节省成本，增加销售收入，并吸引不同的客户群来创造制造商的忠诚度。
Because direct channels compete against, substitute, or complement conventional retail channels, finding the best way to utilize them in conjunction with the retail channel continues to be a challenge for many manufacturers. Nowadays, manufacturers often face a distribution policy problem regarding whether to add a new distribution channel in addition to their existing channels. When a manufacturer sells through a traditional retailer, and also has a direct channel to consumers, such a distribution system is usually called a “dual-channel” distribution system. Because a manufacturer and its retailer sell essentially the same products in a dual-channel distribution system, the retailer may feel excluded, giving rise to “channel conflict”. In general, channel conflict can undermine attempts to develop cooperative relationships in the inter-mediated channel, which may have an effect of lowering the profits for all parties.
由于直接渠道与传统零售渠道竞争，替代或补充传统零售渠道，寻找与零售渠道结合使用渠道的最佳途径仍然是许多制造商面临的挑战。 如今，制造商通常面临着是否在现有渠道之外增加新的分销渠道的分销政策问题。 当制造商通过传统零售商进行销售并且也有直接渠道给消费者时，这种分销系统通常被称为“双渠道”分销系统。 由于制造商及其零售商在双渠道分销系统中销售基本相同的产品，因此零售商可能会感到排斥，从而引发“渠道冲突”。 一般而言，渠道冲突可能会破坏在互通渠道中发展合作关系的尝试，这可能会降低各方的利润。
To cope with the channel management problem, different manufacturers adopt a variety of channel strategies. For example, Dell, which is arguably the most successful Internet marketer in the personal computer market, continuously explores desirable distribution channels for the company. Dell has opened kiosk locations in shopping malls across the US since 2002 and full-scale manufacturer-owned stores since the second half of 2006; Dell opened a retail store in Dallas and another one in New York in 2006. More recently, Dell expanded into retail stores such as Wal-Mart and Best Buy while it has shut down all its kiosks in the US in 2008.
为了应对渠道管理问题，不同的制造商采用多种渠道策略。 例如，戴尔，可以说是个人电脑市场上最成功的互联网营销商，不断探索公司理想的分销渠道。 自2002年以来，戴尔已在美国各地的购物中心开设自助服务站，并于2006年下半年开始在全美制造商拥有的店铺开设店铺。 戴尔于2006年在达拉斯开设了一家零售店，在纽约开设了另一家零售店。最近，戴尔在2008年关闭了美国的所有售货亭，并扩展到沃尔玛和百思买等零售店。
In contrast to manufacturers supplying industrial products such as electric appliances, a large portion of leading manufacturers remain adamant about selling through retail channels although they are apparently capable of operating their own direct channels. For example, manufacturers of daily necessities or processed foods appear to distribute products through direct channels less frequently. Given the present channel environments that manufacturers encounter, this paper investigates the optimal product distribution strategy for a manufacturer that uses dual-channel supply chains: a traditional retail channel and a direct channel. We assume that two symmetric manufacturers facing price competition determine their product distribution strategy from three choices: the manufacturer distributes products through (1) the retail channel only, (2) the direct channel only, or (3) both the retail and direct channels. Moreover, another particularly important assumption underlying our model is that the two manufacturers are perfectly symmetric in that they both have dual distribution channels and an identical cost structure. Our most notable result based on these settings is that even though the two manufacturers are symmetric, there always arises a sub-game perfect equilibrium (SPE) that includes an asymmetric distribution policy, where one manufacturer distributes products only through the direct channel, while the other manufacturer distributes through both the direct channel and the retail channel. This is a unique implication of our results, because even when the manufacturers are symmetric, the product distribution policies that always arise in equilibrium are asymmetric between them. In addition to this main result, we point to the possibility that this asymmetric product distribution strategy may not be Pareto optimal for the two manufacturers, because the asymmetric strategy earns both manufacturers lower profits than other symmetric distribution strategies.
与提供电器等工业产品的制造商相比，大部分领先制造商仍然坚持通过零售渠道进行销售，尽管他们显然能够经营自己的直接渠道。例如，生活必需品或加工食品的制造商似乎不太经常通过直接渠道分销产品。鉴于目前制造商遇到的渠道环境，本文调查了使用双渠道供应链的制造商的最佳产品分销策略：传统零售渠道和直接渠道。我们假设面临价格竞争的两个对称制造商从三个选择决定他们的产品分销策略：制造商通过（1）零售渠道，（2）直接渠道，或（3）零售渠道和直接渠道分销产品。此外，我们模型的另一个特别重要的假设是两家制造商完全对称，因为它们都具有双重分销渠道和相同的成本结构。基于这些设置的最显着的结果是，即使两个制造商是对称的，总会产生包含不对称分销政策的子游戏完美均衡（SPE），其中一个制造商只通过直接渠道分销产品，而其他制造商通过直接渠道和零售渠道进行分销。这是我们结果的一个独特的含义，因为即使制造商是对称的，总是在平衡中产生的产品分销政策在它们之间也是不对称的。除了这个主要结果之外，我们指出这种不对称产品分销策略可能不是两家制造商的帕累托最优，因为不对称策略使得两家制造商的利润都低于其他对称分销策略。
The mechanisms that drive the equili
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