So what if remanufacturing cannibalizes my new product sales?

被引:253
作者
Atasu, Atalay [1 ]
Guide, V. Daniel R., Jr. [2 ]
Van Wassenhove, Luk N. [3 ]
机构
[1] Georgia Tech, Coll Management, Atlanta, GA USA
[2] Penn State Univ, Smeal Coll Business, University Pk, PA 16802 USA
[3] INSEAD, Mfg Technol & Operat Management, F-77305 Fontainebleau, France
关键词
MARKETING-STRATEGY; RETURNS; RECOVERY; DESIGN;
D O I
10.1525/cmr.2010.52.2.56
中图分类号
F [经济];
学科分类号
02 ;
摘要
Remanufactured Product do not always cannibalize new product sales. To minimize cannibalization and create additional profits, managers need to understand how consumers value remanufaaured Product. This is not a static decision and should be re-evaluated over the entire product life cycle. While managers have a responsibility to maximize profits for the firm, this is not necessarily equivalent to maximizing new product sales. A portfolio that includes remanufactured Product can enable firms to reach additional market segments and help block competition from new low-end Product or third-party remanufacturers.
引用
收藏
页码:56 / 76
页数:21
相关论文
共 20 条
  • [1] [Anonymous], 2000, Marketing Management Millenium Edition
  • [2] Remanufacturing as a Marketing Strategy
    Atasu, Atalay
    Sarvary, Miklos
    Van Wassenhove, Luk N.
    [J]. MANAGEMENT SCIENCE, 2008, 54 (10) : 1731 - 1746
  • [3] BLACKBURN J, 2005, CALIFORNIA MANAGEMEN, V46, P6
  • [4] Supply chain coordination for false failure returns
    Ferguson, Mark
    Guide, V. Daniel R., Jr.
    Souza, Gilvan C.
    [J]. M&SOM-MANUFACTURING & SERVICE OPERATIONS MANAGEMENT, 2006, 8 (04) : 376 - 393
  • [5] Ferguson ME, 2006, PROD OPER MANAG, V15, P351, DOI 10.1111/j.1937-5956.2006.tb00250.x
  • [6] Fleischmann M, 2001, PROD OPER MANAG, V10, P156
  • [7] Ginsberg JM, 2004, MIT SLOAN MANAGE REV, V46, P79
  • [8] Matching Demand and Supply to Maximize Profits from Remanufacturing
    Guide Jr., V. Daniel R.
    Teunter, Ruud H.
    Van Wassenhove, Luk N.
    [J]. Manufacturing and Service Operations Management, 2003, 5 (04): : 303 - 316
  • [9] Guide V.J., 2003, BUSINESS ASPECTS CLO
  • [10] Hewlett-Packard company unlocks the value potential from time-sensitive returns
    Guide, VDR
    Muyldermans, L
    Van Wassenhove, LN
    [J]. INTERFACES, 2005, 35 (04) : 281 - 293