Areas of Expertise (2)
Stephen Gilbert is the Sam P. Woodson Jr. Centennial Memorial Professor in the Department of Information, Risk, and Operations Management. His expertise centers on supply chain and production and operations management. His recent research includes such topics as channel structure, supplier encroachment, optimal pricing, and durable products. Steve is on the editorial boards of some of the most prestigious journals in his field, for which he has won numerous meritorious service awards. He teaches supply chain and operation courses--both core and elective--across all the major programs (BBA, MBA, PhD) at the McCombs School of Business.
Massachusetts Institute of Technology: Ph.D., Management 1991
Stanford University: M.S., Industrial Engineering 1985
The University of Michigan, Ann Arbor: B.S., Industrial and Operations Engineering 1984
Listing of top scholarly works by Stephen Gilbert.
This paper extends the investigation of supplier encroachment to the environment where the reseller might be better informed than the supplier. We find that the launch of the supplier's direct channel can result in costly signaling behavior on the part of the reseller, in which he reduces his order quantity when the market size is small.
We use our model of consumer utility to characterize the firm's optimal strategy of whether to sell, rent, or do a combination of both in terms of the transaction costs and consumers' usage characteristics. We find that the two modes of operation serve different roles in allowing the firm to price discriminate.
Many firms employ revenue-focused managerial performance measures (RF-MPMs) that cause managers to worry more about revenues than about costs. Although this can seemingly misalign the interests of a manager, we show that the use of such measures can help supply chain partners to overcome hold-up issues with respect to capacity and promotion investments.
Many durable products cannot be used without a contingent consumable product, e.g., printers require ink, iPods require songs, razors require blades, etc. For such products, manufacturers may be able to lock in consumers by making their products incompatible with consumables that are produced by other firms. We examine the effectiveness of such a strategy in the presence of strategic consumers who anticipate the future prices of both the durable product and the contingent consumable.
We consider a retailer’s decision of whether to develop an internally produced, private label version of a national brand and the role that this decision plays in coordinating the supply chain.