In this thesis, we corroborate that the optimality in discounted profit setting is attained by a threshold policy which consists of base stock level and price switch thresholds. And we prove that the optimality and the structured properties of the optimal policy are inherit to the average profit setting. Furthermore, we find that the optimal policy in average profit setting is a piece-wise constant, left continuous and increasing function of the contractual sales rate, and the optimal average profit is a concave function about the contractual sales rate. More importantly, we evaluate the long-term contract with average profit criterion and provide an optimal supply curve, which is a strictly increasing function of contractual sales price. Manufacturer can use the curve as a baseline to negotiate a contract with contractual customer, who may present a demand curve. In addition, we extend the main results to an emergent supply mode, and we find that the optimal average profit is not only a concave function of contractual sales rate, but also an increasing concave function of the sales rate when the contractual purchase price is postulated to be higher than the additional penalty cost. / Keywords. Make-to-stock production mode, Capacity allocation, Production control, Retailing system, Demand process management, Dynamic pricing, Contract evaluation, Finished goods inventory management, Demand curve, Supply curve, Poisson process. / This thesis investigates a situation in which a manufacturing system produces a single item in make-to-stock mode with controllable production capability and sells the product through two independent marketing channels: a long-term contractual sales channel with constant prices and sales rate pre-specified by primary negotiation, and another retail market with dynamic prices specified by the manufacturer. In this setting, maximizing the long run average (or total) profit not only depends on joint management of the finished goods inventory and demand processes, but more importantly, depends on capacity allocation between these two sales channels. / Chen Liuxin. / "August 2006." / Adviser: Yonyi Feng. / Source: Dissertation Abstracts International, Volume: 68-03, Section: B, page: 1909. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2006. / Includes bibliographical references (p. 110-117). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in English and Chinese. / School code: 1307.

Lei, Tian. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2011. / Includes bibliographical references (leaves 91-97). / Abstracts in English and Chinese. / Abstract --- p.i / Acknowledgement --- p.v / Chapter 1 --- Introduction --- p.1 / Chapter 1.1 --- Background and Motivation --- p.1 / Chapter 1.2 --- Objectives and Contribution --- p.5 / Chapter 1.3 --- Thesis Organization --- p.6 / Chapter 2 --- Literature Review --- p.8 / Chapter 3 --- Mathematical Model --- p.15 / Chapter 3.1 --- Stock-out Based Substitution --- p.15 / Chapter 3.1.1 --- Customer Response to Stock-out --- p.15 / Chapter 3.1.2 --- Patterns of Substitution --- p.17 / Chapter 3.1.3 --- Demand Models under Substitution --- p.18 / Chapter 3.2 --- Model Description and Formulation --- p.23 / Chapter 3.2.1 --- Model Description --- p.23 / Chapter 3.2.2 --- Customer Demand Model --- p.25 / Chapter 3.2.3 --- Substitution Model Formulation --- p.27 / Chapter 3.3 --- Information Availability --- p.29 / Chapter 3.4 --- Summary and Discussion --- p.32 / Chapter 4 --- Parameter Estimation --- p.36 / Chapter 4.1 --- Preliminaries --- p.36 / Chapter 4.2 --- Estimation of Initial Probabilities --- p.38 / Chapter 4.3 --- Estimation of Substitution Probabilities --- p.41 / Chapter 4.3.1 --- Case I: Only One Product Unavailable --- p.41 / Chapter 4.3.2 --- Case II: Two Products Unavailable --- p.44 / Chapter 4.3.3 --- Case III: More than Two Products Unavailable --- p.47 / Chapter 4.4 --- Summary --- p.51 / Chapter 5 --- Numerical Examples --- p.53 / Chapter 5.1 --- Examples Based on Simulated Data --- p.54 / Chapter 5.1.1 --- Preliminary Numerical Example --- p.54 / Chapter 5.1.2 --- Performance under Different Substitution Forms --- p.63 / Chapter 5.1.3 --- Effects of Service Level --- p.67 / Chapter 5.1.4 --- Effects of Data Volume --- p.70 / Chapter 5.2 --- Real Case from Retail Industry --- p.72 / Chapter 5.2.1 --- Data --- p.72 / Chapter 5.2.2 --- Estimation Results and Further Discussion .. --- p.74 / Chapter 6 --- Concluding Remarks --- p.79 / Chapter Appendix A --- Data Sets for the Retail Market Example --- p.83 / Chapter Appendix B --- Conference Presentations --- p.90 / References --- p.91

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Since the mid 1980s, the Australian VET system has experienced significant reforms in terms of policies and regulatory frameworks, resulting in a system characterised by demand-side requirements that seek to cater to the needs of industry and employers. These reforms were instigated by a perceived change in Australia’s international competitiveness and an overall lack of flexibility that hindered productivity and technological advancements. This thesis draws upon research into the changes in VET policy and the implications for management strategy within the retail industry. It discusses the key elements of the contemporary VET system and outlines the nature and introduction of the National Training Package in Retail. Evidence from case study research into three large Australian retail organisations is presented as a means of contrasting employer experiences in the implementation of retail traineeships. The case studies highlight the different ways the same structural system can be adapted and utilised across different organisations with various degrees of success. In analysing the changes in VET policy and the implications for management strategy in the retail industry it is evident that the outcomes of implementing traineeships will be reliant on the strategic choices made by the employers. / Master of Commerce (Hons)

Thesis (Ph. D.)--University of Texas at Austin, 2007. / Vita. Includes bibliographical references.

Thesis (Ph. D.)--Ohio State University, 2006. / Title from first page of PDF file. Includes bibliographical references (p. 183-188).

Thesis (Ph. D.)--Open University. BLDSC no. DX171962.

Thesis (M.U.D.)--University of Hong Kong, 1995. / Includes bibliographical references.

Consumers are attracted to large assortments, but they experience negative consequences when they ultimately must make a choice form these large assortments. In Essay 1, four experiments examine whether a common retailer strategy--the use of recommendations such as "best seller" signs--attenuates or exacerbates these negative consequences. Results show that best seller signs can exacerbate decision difficulty and regret as consumers engage in a more extensive consideration of options, and these larger consideration sets are partly due to the increase consideration of non-signed options. The extent to which consumers have developed preferences is a key moderator of the effect of best seller signage on choice from large assortments. For consumers possessing more (less) developed preferences, best seller signage in large assortments increases (decreases) the size of consumer consideration sets and exacerbates (attenuates) decision difficulty and regret. The resultant choice outcome is that best seller signage is more likely to increase the overall quantity purchased when consumers have more compared to less developed preferences. Essay 2 investigates consideration set construction strategies consumers use to narrow down assortments into a more manageable consideration set, particularly when faced with large assortments. Past research proposes that consumers use two strategies to narrow down an assortment: include and exclude. Four experiments show that consumers are more likely to use an include strategy when faced with a large compared to a small assortment. It is argued that this preference for an include consideration set strategy is due to the decrease in relative effort required by an include strategy as the number of options in the set increases. The essay shows that compared to using an exclude strategy, the use of an include strategy leads consumers to (1) form smaller consideration sets, (2) express more (less) positive (negative) thoughts, (3) increase (decrease) the weighting of positive (negative) attributes, and (4) elaborate more on options in the consideration set and less on options not in the consideration set. The implications of using an include versus exclude strategy on final choice are explored and directions for future research are discussed.

For a field of social science to have usefulness, it must have a conceptual framework that explains and predicts a set of empirical phenomena not explained or predicted by conceptual frameworks already in existence in other fields (Shane 2000). This study explored entrepreneurial oppòrtunities within franchising. On the surface, franchising appears to create a system whose underpinnings are standardization, replication, and compliance with detailed long-term contracts--a seemigly unpromising environment in which to explore entrepreneurial opportunities. I argue that heterogeneity and organizational complexity exist among franchising firms, attributes overlooked in studies that characterized the phenomenon narrowly as a uniform, dyadic relationship between franchisors and franchisees. This study found that contractual provisions, franchisee obligations, and organizational hierarchies varied among franchises, and that a relationship existed between the presence of these attributes and differential performance among franchising firms. As a contractual relationship between distinct entities, franchising is governed by a variety of disclosure, trade, and intellectual property laws. Its contractual provisions and formal disclosure documents defme a formal context in which franchising is conducted. In addition to franchising's formal context, an operational realm also exists, one in which daily operations of franchised businesses take place. This study revealed that franchising's operational realm is not always contained within the defined limits of its formal agreements, suggesting greater franchisee discretion may exist than revealed in the agreement. As a result of organizational discontinuities in franchising's formal context, and franchisee discretion within its operational context, diverse opportunities for entrepreneurship exist within franchising beyond the birh of a franchisor's firm.