Gestaltung und Bepreisung unvollständig spezifizierter Produkte

Gestaltung und Bepreisung unvollständig spezifizierter Produkte (USP)

In Branchen von Reise bis Einzelhandel erfreut sich eine neue Verkaufsstrategie wachsender Beliebtheit, die im Kern Verschwendung reduziert – seien es freibleibende Flugzeugsitze oder weggeworfene Lebensmittel. Die Kundin eines unvollständig spezifizierten Produkts (USP) erwirbt ein Bündel aus mehreren Alternativen, aus denen der Anbieter zu einem späteren Zeitpunkt eine auswählt. Zu USP gehören die weit verbreiteten Upgrades ebenso wie neuere Ansätze, z.B. „Blind Booking“ von Germanwings: Die Kundin wählt Abflughafen, Reisetage, sowie ein Thema (z.B. „Sonne und Strand“). Flugziel und Uhrzeit werden ihr erst nach Buchung mitgeteilt. Das bietet dem Anbieter zwei Vorteile:

  1. Aufgrund ihrer aus Kundensicht inhärenten Unsicherheit bieten USP eine neue Art der Nachfragesegmentierung. Während für eine Privatreisende „Blind Booking“ attraktiv sein kann, wird eine Geschäftsreisende weiterhin das erheblich teurere herkömmliche Produkt kaufen.
  2. Sofern der Anbieter die Alternative nicht unmittelbar nach dem Kauf auswählt, kann er von zusätzlicher Flexibilität profitieren, da später die Unsicherheit bezüglich der Nachfrage geringer ist.

Der Einfluss von USP auf den Gewinn ist oft erheblich, auch wenn ihr Anteil am Umsatz klein ist, da sie analog zum heute in vielen Bereichen unverzichtbaren Revenue Management allgemein fast kostenneutral bestehende Kapazitäten nutzen.

Gestaltung unvollständig spezifizierter Produkte

Die (mittelfristige) Gestaltung von USP (etwa Kombination der Alternativen zu USP, Bepreisung) wird im Strategischen Operations Management untersucht, um die Existenz von USP theoretisch zu fundieren und Handlungsempfehlungen abzuleiten. Die bisher unterstellten speziellen Strukturen der Kundenpräferenzen führen jedoch dazu, dass aus Anbietersicht nur USP mit zwei Alternativen optimal sind, welche er mit gleicher Wahrscheinlichkeit wählt, während in der Realität komplexere USP Standard sind. Im operativen Revenue Management wird bei der Steuerung von USP (Angebotsmengen, Auswahl der Alternative) die Flexibilität von USP bisher nur ad-hoc und unzureichend berücksichtigt.

Literatur

Filter:
  • Mitter, M.; Gönsch, J.: Opaque Products in a Generalized Market Model. 2026. BIB DownloadDetails
  • Mitter, M.; Künz, L.; Gönsch, J: Opaque Selling with Arbitrary Customer Preferences. 2025. BIB DownloadDetails
  • Gönsch, J.: How Much to Tell Your Customer? - A Survey of Three Perspectives on Selling Strategies with Incompletely Specified Products. In: European Journal of Operational Research, Jg. 280 (2020) Nr. 3, S. 793-817. doi:10.1016/j.ejor.2019.02.008PDFVolltextBIB DownloadDetails

    Today’s technology facilitates selling strategies that were unthinkable only a few years ago. One increasingly popular strategy uses incompletely specified products (ICSPs). The seller retains the right to specify some details of the product or service after the sale. The selling strategies’ main advantages are an additional dimension for market segmentation and operational flexibility due to supply-side substitution possibilities. Since the strategy became popular with Priceline and Hotwire in the travel industry about two decades ago, it has increasingly been adopted by other industries with stochastic demand and limited capacity as well. At the same time, it is actively researched from the perspectives of strategic operations management, empirics, and revenue management.

    This paper first describes the application of ICSPs in practice. Then, we introduce the different research communities that are active in this field and relate the terminology they use. The main part is an exhaustive review of the literature on selling ICSPs from the different perspectives. Here, we complement a tabular overview with an introduction into the community and a detailed description of each paper. Finally, possible directions for future research are outlined.

    We see that strategic operations management has described advantages of ICSPs over other strategies in a variety of settings, but also identified countervailing effects. Today, empirical research is confined to hotels and airlines and largely disconnected from the other perspectives. Operational papers are ample, but mostly concerned with the availability of ICSPs. Research on operational (dynamic) pricing is surprisingly scarce.

 

Operative Steuerung unvollständig spezifizierter Produkte

Unvollständig spezifizierte Produkte erweitern die Möglichkeiten der Kapazitätssteuerung, denn sie heben den engen Zusammenhang zwischen Verkauf und exakter Festlegung der benötigten Ressourcen auf. Der Anbieter behält bis zum vereinbarten Zuweisungszeitpunkt eine gewisse Flexibilität hinsichtlich der Ressourcenbelegung und kann auf einen unerwarteten Verlauf der Nachfrage somit besser reagieren. Denn am Zuweisungszeitpunkt ist die Unsicherheit hinsichtlich der im verbleibenden Verkaufszeitraum noch eintreffenden Nachfrage in der Regel geringer als zum Zeitpunkt des Verkaufes.

Im Rahmen der Forschung des Lehrstuhls werden verschiedene neue Optimierungsmodelle entwickelt, welche als Grundlage zur operativen Kapazitätssteuerung dienen. Darauf aufbauend werden verschiedene Mechanismen entwickelt, welche die Steuerung mit USPs unter Verwendung erweiterter deterministischer Ersatzmodelle ermöglichen, und simulativ gegenübergestellt. 

Literatur

Filter:
  • Gönsch, J.; Nordhaus, H.; Wasielewski, T.: Handling Flexibility - Revenue Management with Flexible Products. 2026. BIB DownloadDetails
  • Gönsch, J.: How Much to Tell Your Customer? - A Survey of Three Perspectives on Selling Strategies with Incompletely Specified Products. In: European Journal of Operational Research, Jg. 280 (2020) Nr. 3, S. 793-817. doi:10.1016/j.ejor.2019.02.008PDFVolltextBIB DownloadDetails

    Today’s technology facilitates selling strategies that were unthinkable only a few years ago. One increasingly popular strategy uses incompletely specified products (ICSPs). The seller retains the right to specify some details of the product or service after the sale. The selling strategies’ main advantages are an additional dimension for market segmentation and operational flexibility due to supply-side substitution possibilities. Since the strategy became popular with Priceline and Hotwire in the travel industry about two decades ago, it has increasingly been adopted by other industries with stochastic demand and limited capacity as well. At the same time, it is actively researched from the perspectives of strategic operations management, empirics, and revenue management.

    This paper first describes the application of ICSPs in practice. Then, we introduce the different research communities that are active in this field and relate the terminology they use. The main part is an exhaustive review of the literature on selling ICSPs from the different perspectives. Here, we complement a tabular overview with an introduction into the community and a detailed description of each paper. Finally, possible directions for future research are outlined.

    We see that strategic operations management has described advantages of ICSPs over other strategies in a variety of settings, but also identified countervailing effects. Today, empirical research is confined to hotels and airlines and largely disconnected from the other perspectives. Operational papers are ample, but mostly concerned with the availability of ICSPs. Research on operational (dynamic) pricing is surprisingly scarce.

  • Gönsch, J.: Revenue Management mit flexiblen Produkten. In: Corsten, H.; Gössinger, R.; Spengler, T. (Hrsg.): Handbuch Produktions- und Logistikmanagement in Wertschöpfungsnetzwerken. De Gruyter, Berlin 2018, S. 246-272. doi:10.1515/9783110473803-014VolltextBIB DownloadDetails
  • Koch, S. ; Gönsch J.; Steinhardt, C.: Dynamic Programming Decomposition for Choice-Based Revenue Management with Flexible Products. In: Transportation Science, Jg. 51 (2017) Nr. 4, S. 1046-1062. PDFVolltextBIB DownloadDetails
  • Gönsch, J.; Koch, S.; Steinhardt, C.: Revenue Management with Flexible Products: The Value of Flexibility and its Incorporation into DLP-based Approaches. In: International Journal of Production Economics (2014) Nr. 153, S. 280-294. PDFVolltextBIB DownloadDetails

    A major benefit of flexible products is that they allow for supply-side substitution even after they have been sold. This helps improve capacity utilization and increase the overall revenue in a stochastic environment. As several authors have shown, flexible products can be incorporated into the well-known deterministic linear program (DLP) of revenue management׳s capacity control. In this paper, we show that flexible products have an additional “value of flexibility” due to their supply-side substitution possibilities, which can be captured monetarily. However, the DLP-based approaches proposed so far fail to capture this value and, thus, steadily undervalue flexible products, resulting in lower overall revenues. To take the full potential of flexible products into account, we propose a new approach that systematically increases the revenues of flexible products when solving the DLP and performing capacity control. A mathematical function of variables available during the booking horizon represents this artificial markup and adapts dynamically to the current situation. We determine the function׳s parameters using a standard simulation-based optimization method. Numerical experiments show that the benefits of the new approach are biggest when low value demand arrives early. Revenues are improved by up to 5% in many settings.

  • Petrick, A.; Steinhardt, C.; Gönsch, J.; Klein, R.: Using Flexible Products to Cope with Demand Uncertainty in Revenue Management. In: OR Spectrum, Jg. 34 (2012) Nr. 1, S. 215-242. PDFVolltextBIB DownloadDetails

    While flexible products have been popular for many years in practice, they have only recently gained attention in the academic literature on revenue management. When selling a flexible product, a firm retains the right to specify some of its details later. The relevant point in time is after the sale, but often before the provision of the product or service, depending on the customers’ need to know the exact specification in advance. The resulting flexibility can help to increase revenues if capacity is fixed and the demand to come difficult to forecast. We present several revenue management models and control mechanisms incorporating this kind of flexible products. An extensive numerical study shows how the different approaches can mitigate the negative impact of demand forecast errors.

  • Petrick, A.; Gönsch, J.; Steinhardt, C.; Klein, R.: Dynamic Control Mechanisms for Revenue Management with Flexible Products. In: Computers & Operations Research, Jg. 37 (2010) Nr. 11, S. 2027-2039. PDFVolltextBIB DownloadDetails

    Revenue management with flexible products has experienced a growing interest in the academic literature within the last few years. Flexible products allow supply-side substitution between resources and can therefore help to maximize overall revenue as well as capacity utilization in markets with highly uncertain demand. This paper addresses the question of how the mathematical models which have been developed for capacity control with flexible products should be used over time to exploit the substitution opportunities, while keeping practical applicability in mind. Several dynamic control mechanisms are proposed, each of which makes use of the flexibility to a different extent. A comprehensive computational study shows the potential of the different approaches by revealing their strengths and weaknesses.

  • Petrick, A.; Gönsch, J.; Steinhardt, C.: Revenue Management mit flexiblen Produkten — Erfolgversprechende Steuerungsmöglichkeit oder einfach nur ein Marketing-Gag?. In: WiSt – Wirtschaftswissenschaftliches Studium (2008) Nr. 37, S. 14-20. BIB DownloadDetails