Logistics mode strategy of firms selling fresh products on e-commerce platforms with private brand introduction

Xu, Yuqiu; Wang, Jia; Cao, Kaiying

doi:10.1016/j.jretconser.2023.103306

Cited by 24 publications

(18 citation statements)

References 51 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…With the boom in fresh produce e-commerce, scholars have studied fresh produce supply chains in the e-commerce era (Han et al, 2021;Wang et al, 2020;Xu et al, 2023aXu et al, , 2023bZhang & Berghall, 2021).…”

Section: Fresh Produce E-commercementioning

confidence: 99%

“…With the boom in fresh produce e‐commerce, scholars have studied fresh produce supply chains in the e‐commerce era (Han et al, 2021; Wang et al, 2020; Xu et al, 2023a, 2023b; Zhang & Berghall, 2021). Such studies involve financing and pricing strategies (Tan et al, 2023; Tang & Yang, 2020), information‐sharing strategies (Liu et al, 2023; Liu, Dan, et al, 2021; Tian et al, 2022, 2023), omnichannel strategies (Cao & Gao, 2023; Lin et al, 2021; Song et al, 2021; Zhang, He, et al, 2021), and cooperative mode selection (Liu, Ma, et al, 2021; Xu et al, 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Advance selling of fresh produce e‐tailer with uncertain demand and risk‐averse consumers

Fan,

Zhang,

Dan

et al. 2024

Manage Decis Econ

View full text Add to dashboard Cite

Aiming to investigate whether a fresh produce e‐tailer should implement the strategy of advance selling considering the behavior of consumers' risk aversion, we build a two‐stage newsvendor decision‐making model and further explore how the advance selling value is affected by factors, such as the freshness‐keeping cost and the effect of demand information updating on reducing demand uncertainty. The results indicate that adopting advance selling strategy benefits the e‐tailer or not depends on consumer risk aversion and the effect of demand information updating on reducing demand uncertainty. The increasing effect of demand information updating on reducing demand uncertainty is conducive to improving the value of advance selling, and the freshness‐keeping cost may increase or decrease the value of advance selling. Besides, adopting the strategy of advance selling may benefit both the e‐tailer and the consumers under certain conditions.

show abstract

Section: Fresh Produce E-commercementioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Advance selling of fresh produce e‐tailer with uncertain demand and risk‐averse consumers

Fan,

Zhang,

Dan

et al. 2024

Manage Decis Econ

View full text Add to dashboard Cite

show abstract

“…Zhao and Li (2023) discuss differential pricing policy and blockchain traceability system in a dual-channel perishable goods supply chain. Xu et al (2023a) take fresh product firms and e-commerce platforms as research subjects, which examine the optimal logistics strategy and the impact of the PB introduction.…”

Section: Operations Management In the Fpscmentioning

confidence: 99%

“…Note that our work draws on the above literature and describes fresh product characteristics by the quantity loss, the freshness‐keeping effort, and consumer preference. Nevertheless, the mentioned literature ignores the impact of PB introduction on the FPSC, apart from Xu et al (2023a). In reality, many fresh e‐tailer platforms have introduced PBs.…”

Section: Literature Reviewmentioning

confidence: 99%

Optimal fresh agricultural products private brand introduction and sourcing strategy considering different power structures

Cao

Gao

2023

Manage Decis Econ

Self Cite

View full text Add to dashboard Cite

In recent years, many fresh e‐tailers have introduced private brands (PBs). The introduction of PBs will increase product competition and incur fixed fee for e‐tailers; thus, e‐tailers need to consider whether to introduce PBs and where do they source their fresh products. To address these challenges, this paper develops theoretical models. The results show that introducing PB benefits e‐tailers if the construction fee of the PBs is relatively low. Interestingly, national brand (NB) suppliers have an incentive to negotiate with e‐tailers to order PB products from them. Moreover, the willingness to introduce PBs is influenced by the power structure.

show abstract

“…On the basis of the existing literature (e.g., Cai et al [3], Zhang et al [28], Xu et al [36], Guan et al [37]), the demand for the available channels can be expressed as follows:…”

Section: Contract Unobservabilitymentioning

confidence: 99%

Brand-Owners’ Exclusive Channel Strategies in Multitier Supply Chains: Effect of Contract Unobservability

Xiong

Zhuo

2023

Sustainability

View full text Add to dashboard Cite

In multitier supply chains, brand-owners often form exclusive deals with downstream retailers or upstream suppliers. Therefore, the selection of exclusive channel strategies becomes a critical decision for brand owners, resulting in three typical structures: a flexible structure, an exclusive retailing-channel structure, and an exclusive purchasing-channel structure. This paper contributes to the literature by formulating these three representative channel structures in a three-tier supply chain. Both observable and unobservable contracts are considered in each structure. We build game-theoretical models and derive the equilibrium outcomes under observable and unobservable contracts. We find that the exclusive retailing channel is more beneficial for brand-owners, regardless of whether the contracts are observable or unobservable. Additionally, the exclusive retailing channel benefits the entire supply chain more than the exclusive purchasing channel when the level of channel substitutability is low (high) under contract observability (unobservability). With regard to the effect of contract unobservability, we find that it can benefit brand-owners when the level of channel substitutability is low, but it can harm them when the level of channel substitutability is high. Furthermore, we explore the effects of channel substitutability and demonstrate that brand-owners’ performance can be positively and negatively affected by the channel substitutability under contract unobservability. Our findings provide operational strategies for brand-owners to form exclusive channels in a multitier supply chain.

show abstract

Logistics mode strategy of firms selling fresh products on e-commerce platforms with private brand introduction

Cited by 24 publications

References 51 publications

Advance selling of fresh produce e‐tailer with uncertain demand and risk‐averse consumers

Advance selling of fresh produce e‐tailer with uncertain demand and risk‐averse consumers

Optimal fresh agricultural products private brand introduction and sourcing strategy considering different power structures

Brand-Owners’ Exclusive Channel Strategies in Multitier Supply Chains: Effect of Contract Unobservability

Contact Info

Product

Resources

About