We study how consumers with waiting cost disutility choose between two congested services of unknown service value. Consumers observe an imperfect private signal indicating which service facility may provide better service value as well as the queue lengths at the service facilities before...

Companies in a variety of industries (e.g., airlines, hotels, theaters) often use last-minute sales to dispose of unsold capacity. Although this may generate incremental revenues in the short term, the long-term consequences of such a strategy are not immediately obvious: More discounted...

We consider an <i>M</i>/<i>M</i>/1 queueing system with impatient consumers who observe the length of the queue before deciding whether to buy the product. The product may have high or low quality, and consumers are heterogeneously informed. The firm chooses a slow or (at a cost) a fast service rate. In...

Technology transfer to low-cost locations offers global firms an opportunity to reduce their variable costs involved in serving emerging markets. However, such moves may also make imitation by local competitors easier. As a consequence, technology transfer may create competition in the local...

Remanufacturing is a production strategy whose goal is to recover the residual value of used products. Used products can be remanufactured at a lower cost than the initial production cost, but consumers value remanufactured products less than new products. The choice of production technology...

We consider a monopolist expert offering a service with a "credence" characteristic. A credence service is one in which the customer cannot verify, even after a purchase, whether or not the amount of prescribed service was appropriate; examples include legal, medical, or consultancy services, and...

In the health-care domain, diagnostic service centers provide advice to patients over the phone about what the most appropriate course of action is based on their symptoms. Managers of such centers must strike a balance between accuracy of advice, callers' waiting time, and staffing costs by...

We study the decision of a manufacturer (the buyer), expecting new sourcing opportunities in the future, in selecting between sole- and second-sourcing strategies for a noncommodity component. In a sole-sourcing strategy, the buyer commits to sourcing from a single supplier (the incumbent) over...

With a posterior price matching (PM) policy, a seller guarantees to reimburse the price difference to a consumer who buys a product before the seller marks it down. Such a policy has been widely adopted by retailers. We examine the impact of a posterior PM policy on consumers' purchasing...

On <related-article related-article-type="corrected-article" vol="12" issue="1" page="33" xlink:href="simple">page 37 of the article "Buy Now and Match Later: Impact of Posterior Price Matching on Profit with Strategic Consumers" by Guoming Lai, Laurens Debo, and Katia Sycara Manufacturing & Service Operations Management, Winter 2010, Vol. 12, No. 1, 33-55)</related-article>, to the beginning of §3.4 Purchasing...