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Behind the scenes or front? Branding strategy of technology provider in a technology-intensive supply chain
Transportation Research Part E: Logistics and Transportation Review ( IF 8.3 ) Pub Date : 2025-01-17 , DOI: 10.1016/j.tre.2025.103961
Yun He, Yunrong Zhang, Huaxiao Shen
Transportation Research Part E: Logistics and Transportation Review ( IF 8.3 ) Pub Date : 2025-01-17 , DOI: 10.1016/j.tre.2025.103961
Yun He, Yunrong Zhang, Huaxiao Shen
In a technology-intensive supply chain, branding can significantly enhance consumers’ perception of a technology’s contribution to the final products, making it potentially beneficial for the technology provider. However, many technology providers operate behind the scenes as pure suppliers, rather than branding themselves. The reasons behind these heterogeneous branding decisions among technology providers remain unclear. Our findings suggest that without branding, the technology provider’s profitability is largely determined by the manufacturer’s quality. As a result, even if a technology provider offers technology of higher quality and possesses greater bargaining power, it may not necessarily realize higher profits. Branding can significantly mitigate this effect, allowing the technology provider to gain profit without being constrained by the manufacturer’s quality. The trade-off between bargaining power and additional branding costs plays a key role in the technology provider’s profitability. Interestingly, while one might expect that increasing the technology provider’s bargaining power would hurt the manufacturer’s profit, our findings show that when the technology provider opts for branding, an increase in bargaining power can lead to a win-win solution, provided that the branding cost is not too high. We further extend the model to investigate how the technology provider’s encroachment decision affect the competitive decision within the branding strategy. Finally, we examine the robustness of the major results by employing different decision sequences and licensing fee structures. Overall, the results of this paper offer technology providers valuable insights into the advantages and disadvantages of the branding strategy.
中文翻译:
幕后还是前台?技术密集型供应链中技术提供商的品牌战略
在技术密集型供应链中,品牌推广可以显著提高消费者对技术对最终产品贡献的看法,从而可能对技术提供商有利。然而,许多技术提供商在幕后作为纯粹的供应商运营,而不是为自己打造品牌。技术提供商之间这些异质性品牌决策背后的原因尚不清楚。我们的研究结果表明,如果没有品牌,技术提供商的盈利能力在很大程度上取决于制造商的质量。因此,即使技术提供商提供更高质量的技术并拥有更大的议价能力,它也不一定能实现更高的利润。品牌推广可以显著减轻这种影响,使技术提供商能够获得利润,而不受制造商质量的限制。议价能力和额外品牌成本之间的权衡在技术提供商的盈利能力中起着关键作用。有趣的是,虽然人们可能认为提高技术提供商的议价能力会损害制造商的利润,但我们的研究结果表明,当技术提供商选择品牌时,只要品牌成本不太高,议价能力的提高可以带来双赢的解决方案。我们进一步扩展了该模型,以研究技术提供商的侵占决策如何影响品牌战略中的竞争决策。最后,我们通过采用不同的决策序列和许可费用结构来检查主要结果的稳健性。总体而言,本文的结果为技术提供商提供了有关品牌战略优缺点的宝贵见解。
更新日期:2025-01-17
中文翻译:
![](https://scdn.x-mol.com/jcss/images/paperTranslation.png)
幕后还是前台?技术密集型供应链中技术提供商的品牌战略
在技术密集型供应链中,品牌推广可以显著提高消费者对技术对最终产品贡献的看法,从而可能对技术提供商有利。然而,许多技术提供商在幕后作为纯粹的供应商运营,而不是为自己打造品牌。技术提供商之间这些异质性品牌决策背后的原因尚不清楚。我们的研究结果表明,如果没有品牌,技术提供商的盈利能力在很大程度上取决于制造商的质量。因此,即使技术提供商提供更高质量的技术并拥有更大的议价能力,它也不一定能实现更高的利润。品牌推广可以显著减轻这种影响,使技术提供商能够获得利润,而不受制造商质量的限制。议价能力和额外品牌成本之间的权衡在技术提供商的盈利能力中起着关键作用。有趣的是,虽然人们可能认为提高技术提供商的议价能力会损害制造商的利润,但我们的研究结果表明,当技术提供商选择品牌时,只要品牌成本不太高,议价能力的提高可以带来双赢的解决方案。我们进一步扩展了该模型,以研究技术提供商的侵占决策如何影响品牌战略中的竞争决策。最后,我们通过采用不同的决策序列和许可费用结构来检查主要结果的稳健性。总体而言,本文的结果为技术提供商提供了有关品牌战略优缺点的宝贵见解。