Product Line Design with Component Commonality and Cost-Reduction Effort

Published Online:https://doi.org/10.1287/msom.1060.0103

References

  • Adner R., Levinthal D. Demand heterogeneity and technology evolution: Implications for product and process innovation. Management Sci. (2001) 47(5):611–628LinkGoogle Scholar
  • Baker K. R., Magazine M. J., Nuttle H. L. W. The effect of commonality on safety stock in a simple inventory model. Management Sci. (1986) 32(8):982–988LinkGoogle Scholar
  • Bandyopadhyay S., Acharyya R. Process and product innovation: Complementarity in a vertically differentiated monopoly with discrete consumer types. Japanese Econom. Rev. (2004) 55(2):175–200CrossrefGoogle Scholar
  • Bonanno G., Haworth B. Intensity of competition and the choice between product and process innovation. Internat. J. Indust. Organ. (1998) 16:495–510CrossrefGoogle Scholar
  • Brown W. On wheels 2002—Infinity I35—So where’s the difference? Washington Post (2001) Nov. 25):N01Google Scholar
  • De Groote X. Flexibility and marketing/manufacturing coordination. Internat. J. Production Econom. (1994) 36:153–167CrossrefGoogle Scholar
  • Desai P. S. Quality segmentation in spatial markets: When does cannibalization affect product line design? Marketing Sci. (2001) 20(3):265–283LinkGoogle Scholar
  • Desai P. S., Kekre S., Radhakrishnan S., Srinivasan K. Product differentiation and commonality in design: Balancing revenues and cost drivers. Management Sci. (2001) 47(1):37–51LinkGoogle Scholar
  • Edmunds.com 2004 Lexus ES 330: Reviews & Specs. (2004) . Accessed September 13 www.edmunds.com/new/2004/lexus/es330/100322064/review.htmlGoogle Scholar
  • Fisher M., Ramdas K., Ulrich K. Component sharing in the management of product variety: A study of automotive braking systems. Management Sci. (1999) 45(3):297–315LinkGoogle Scholar
  • Garvin D. A.Managing Quality (1988) (Free Press, New York) Google Scholar
  • Gupta S., Loulou R. Process innovation, product differentiation, and channel structure: Strategic incentives in a duopoly. Marketing Sci. (1998) 17(4):301–316LinkGoogle Scholar
  • Hatch N. W., Mowery D. C. Process innovation and learning by doing in semiconductor manufacturing. Management Sci. (1998) 44(11, Part 1):1461–1477LinkGoogle Scholar
  • Kim K., Chhajed D. Commonality in product design: Cost saving, valuation change and cannibalization. Eur. J. Oper. Res. (2000) 125(3):602–621CrossrefGoogle Scholar
  • Lambertini L., Orsini R. Process and product innovation in a vertically differentiated monopoly. Econom. Lett. (2000) 68:333–337CrossrefGoogle Scholar
  • Lee H. L. Effective inventory and service management through product and process redesign. Oper. Res. (1996) 44(1):151–159LinkGoogle Scholar
  • Mahoney E. First look: 2002 Volkswagen passat. (2000) . Accessed September 13 www.edmunds.com/reviews/preview/articles/43867/article.htmlGoogle Scholar
  • Mayer K. J., Nickerson J. A., Owan H. Are supply and plant inspections complements or substitutes? A strategic and operational assessment of inspection practices in biotechnology. Management Sci. (2004) 50(8):1064–1081LinkGoogle Scholar
  • Miller S. VW struggles with look-alike brands. Wall Street Journal (1999) . (Nov. 1 M2)Google Scholar
  • Moorthy K. S. Market segmentation, self-selection and product line design. Marketing Sci. (1984) 3(4):288–307LinkGoogle Scholar
  • Moorthy K. S., Png I. P. L. Market segmentation, cannibalization, and the timing of product introductions. Management Sci. (1992) 38(3):345–359LinkGoogle Scholar
  • Mussa M., Rosen S. Monopoly and product quality. J. Econom. Theory (1978) 18:301–317CrossrefGoogle Scholar
  • Ramdas K. Managing product variety: An integrative review and research directions. Production Oper. Management (2003) 12(1):79–101CrossrefGoogle Scholar
  • Schmidt G., Porteus E. L. The impact of an integrated marketing and manufacturing innovation. Manufacturing & Service Oper. Management (2000) 2(4):317–336LinkGoogle Scholar
  • Stole L. A. Nonlinear pricing and oligopoly. J. Econom. Management Strategy (1995) 4(4):529–562CrossrefGoogle Scholar
  • Swaminathan J. M. Enabling customization using standardized operations. California Management Rev. (2001) 43(3):125–135CrossrefGoogle Scholar
  • Swaminathan J. M., Lee H. L., Graves S. C., de Kok A. G. Design for postponement. OR/MS Handbook on Supply Chain Management: Design, Coordination and Operation (2003) (Elsevier Publishers, Amsterdam, Netherlands) 199–228CrossrefGoogle Scholar
  • Swaminathan J. M., Tayur S. R. Managing broader product lines through delayed differentiation using vanilla boxes. Management Sci. (1998) 44(12):161–172LinkGoogle Scholar
  • Toronto Star, The $55,000 for a Volkswagen? (2002) May 11):G33Google Scholar
  • Villas-Boas J. M., Schmidt-Mohr U. Oligopoly with asymmetric information: Differentiation in credit markets. RAND J. Econom. (1999) 30(3):375–396CrossrefGoogle Scholar
  • Volkswagen Volkswagen AG annual report 2003. (2004) . Accessed September 23 www.volkswagen-ir.deGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.