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研究生： 許瑜庭
Yu-Ting Hsu
論文名稱： 耐久性商品使用舊換新策略之營收管理
Revenue Management for Durable Goods through a Trade-in Mechanism
指導教授： 陳振明
Jen-Ming Chen
口試委員:
學位類別： 博士
Doctor
系所名稱： 管理學院 - 工業管理研究所
Graduate Institute of Industrial Management
論文出版年： 2015
畢業學年度： 104
語文別： 英文
論文頁數： 67
中文關鍵詞： 收益管理 、訂價策略 、舊換新策略 、耐久性商品 、原廠認証二手品
外文關鍵詞： Revenue management, Pricing, Trade-in, Durable goods, Certified pre-owned
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    • 舊換新，指的是原廠接收消費者的舊品，同時，讓消費者購買新品時享有部份的折扣。耐久性商品市場上，如汽車產業、手機產業及製造商的生產設備，舊換新是普遍採行的作法。經濟學研究建議，企業可以利用舊換新手法，對於耐久性商品新品與舊品買家提出差別取價，作為收益管理的策略。對於不同客戶群體提供不同的價格可創造出市場區隔效果。作業研究領域建議，原廠利用舊換新來規避第三方的競爭，然而，舊換新策略的另一面會產生再製造的蠶食問題。
    本研究探討耐久性商品廠商對客戶不提出舊換新策略、對好的舊有商品舊換新、不論舊有商品好壞皆可舊換新及原廠認證二手品策略所產生之效果為何？原廠認證二手品指的是從舊換新交易中回收的二手品，經由原廠檢修完成後販售的舊品商品。本研究透過數學模型決定最佳的定價策略以及舊換新折扣進而產生策略選項。模型分析中包含舊有商品之回復成本及一些耐久性商品的關鍵要素，特別是劣化程度（相反詞為耐久度），以及舊品的品質變異度。
    研究結果顯示：（一）舊換新折扣增加的幅度與劣化程度和品質的變異度成正比; （二）是否對好的舊有商品舊換新是取決於商品劣化程度; (三)當劣化程度為中高程度時，市場區隔效果遠遠超過蠶食效果; （四）當商品的維護成本很低時，廠商只考量不提供舊換新及舊有商品好壞皆可舊換新二個策略; (五)舊換新策略和原廠認證二手品策略之選擇主要取決於劣化程度和品質的變異程度這兩個功能; （六）舊換新策略可以提高利潤，而原廠認證二手品策略亦可讓利潤再次提升。

    The economics research suggests that firms can use trade-in as a revenue management device for price discrimination between new and replacement buyers of durable goods. Offering different prices to different groups of customers creates a market segmentation effect. Operation research findings suggest that the OEM always prefers to offer the trade-in program in the absence of third-party competition. However, the program will face critical issues arising from remanufacturing, such as the cannibalization. This study examines such an effect by considering No Trade-in, Trade-in-To-High, Trade-in-To-All and certified pre-owned options for a durable goods firm, where certified pre-owned indicates the used goods market generated from the return flow of trade-in transactions. The optimal pricing and/or trade-in rebate is determined, and the strategic choice in different scenario is examined. An analytical model is developed that incorporates the recovery cost and the key durable goods features into model formulation, specifically the deterioration rate (or durability in a reverse measure) and the variation in quality of the used goods. Our research findings indicate that: (i) the magnitude of trade-in rebates increases with the deterioration rate and quality variation; (ii) the strategic decision on trade-in-to-high program provision by the firm is critically dependent on the product deterioration; (iii) the segmentation effect outweighs the cannibalization effect when the deterioration rate is moderately high; (iv) when maintance cost is low, the strategic choice should only consider No Trade-in or Trade-in-To-All; (v) the strategic choice of trade-in and CPO options is critically dependent on these two features; and (vi) the majority of profit improvement is generated from trade-in provisions, although the CPO option can serve as a second profit boosting device.

    Chapter 1 Introduction 1 1.1 Motivation 1 1.2 Objectives 2 1.3 Research Framework 3 Chapter 2 Literature Review 6 2.1 Trade-In Rebates 6 2.1.1 Models From Economics And Marketing Literature 6 2.1.2 Models From Operations Literature 7 2.2 Closed Loop Supply Chains With Remanufacturing, Buy-Back And Rebate 8 2.3 Other Related Literature 9 Chapter 3 Trade-in Strategy For A Durable Goods Firm Facing Strategic Consumers 10 3.1 The Problem Context and Notations 10 3.2 The Model 14 3.2.1 No Trade-in 15 3.2.2 Trade-in- To-High 18 3.2.3 Trade-in-To-All 22 3.3 Insights For Practitioners 23 3.4 Summary 31 Chapter 4 Trade-in Strategy For A Durable Goods Firm With Recovery Cost 33 4.1 The Problem Context and Notations 33 4.2 The Model 34 4.2.1 No Trade-in 34 4.2.2 Trade-in-To-High 37 4.2.3 Trade-in-To-All 40 4.3 Managerial Implications And Numerical Illustrations 41 4.3.1 Impact Of Rebate Magnitude 42 4.3.2 Impact Of Recovery Cost 42 4.3.3 Impact Of Willingness To Trade-in 44 4.3.4 Impact Of Maintenance Cost 45 4.3.5 Strategy Choice 46 4.4 Summary 47 Chapter 5 Revenue Management for Durable Goods using Trade-in with Certified Pre-owned Options 49 5.1 The Problem Context and Notations 49 5.2 The Model 50 5.2.1 The Scenarios Without CPO 50 5.2.2 The Scenario With Trade-In And CPO 51 5.3 Performance Implications Of Trade-in With CPO Options 56 5.4 Summary 61 Chapter 6 Conclusions 62 References 64

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