Chapter 13
Smart Pricing
SCM
SCM
13.1 Introduction



Implicit assumption so
far has been that
demand cannot be
influenced
In reality, this is not
true
Demand level changes
can be made through:


Advertising, displays,
and promotional tools
Pricing
13-2
Dell’s Pricing Strategy
Product price different based on type of
customer
 Product price varies over time
 Prices of options offered also vary over
time

13-3
Other Examples
IBM is investigating software that will allow
it to adjust prices according to demand
 Nikon Coolpix Digital Camera sold for
about $600.



Manufacturer provides a rebate of $100
independently of where the camera is
purchased
Boise Cascade Office Products sells many
products on-line

Prices for the 12,000 items ordered most
frequently on-line might change as often as
daily
13-4
Different Pricing Objectives
13-5
Questions Related to Pricing






What are these companies doing?
Why does Dell charge a different price for
different consumers? At different times?
If Dell can do it, can it work for other companies?
What is the impact of the mail-in rebate?
Shouldn’t Nikon and Sharp just reduce the
wholesale price paid by the retailers instead of
asking the consumer to mail in the coupon?
What is wrong with a traditional fixed-price
policy?
13-6
Issue

Matching supply with demand
How the supply process can be better
managed to match demand OR
 How demand can be adjusted to match
supply


The various techniques to achieve the
later are known as Revenue Management
(Yield Management)
13-7
Revenue Management

Revenue management is the practice of
differential pricing to increase supply chain
profits

A strategy that adjusts prices based on
product availability, customer demand, and
remaining duration of the sales season will
result in higher supply chain profits
13-8
Revenue Management
Revenue management, also
called yield management,
and sometimes smart
pricing, is a technique to
optimize revenue from a
fixed, but perishable
inventory.
Is revenue management
possible for…








Airline tickets
Cruise travel
Restaurants
Hospitals
LTL trucking companies
Apartment rental
Incoming MBA class
Vending machines
Revenue Management:
Maps capacity into demand
Newsvendor problem:
Maps demand into capacity
13-9
Revenue Management and
Vending Machines

Coca-Cola announces that it is
considering vending machines that will
boost prices during hot weather.

“Coca-Cola is a product whose utility varies
from moment to moment. In a final summer
championship, when people meet in a
stadium to enjoy themselves, the utility of a
chilled Coca-Cola is very high. So it is fair it
should be more expensive. The machine will
simply make this process automatic.”
Douglas Ivester, Chairman and CEO
13-10
Revenue Management
Principles



All companies trying to boost profit by using
what are know as smart pricing or revenue
management techniques
Techniques first pioneered by the airline, hotel,
and rental car industries.
Airline industry


Revenue management has increased revenue
significantly
American Airlines’ estimates of annual incremental
revenue of $1 billion through revenue management
13-11
Other success stories
Marriott hotels increased annual revenue
with $100 million through revenue
management
 National Car Rental was saved from
liquidation through revenue management
 Canadian Broadcasting Corporation
increased revenue with $1 million per week

13-12
Conditions for Revenue
Management

The value of the product varies in different market
segments


The product is highly perishable or product waste
occurs



Fashion and seasonal apparel
High tech products
Demand has seasonal and other peaks


Airline seats: leisure versus business travel
Cruise travel
The product is sold both in bulk and on the spot market

Owner of warehouse who can decide whether to lease the entire
warehouse through long-term contracts or save a portion of the
warehouse for use in the spot market
13-13
Airfare example
q
1000
800
Choose the fare that
maximizes the area
(revenue) of the rectangle
600
400
200
200 400 600 800 1000
p
13-14
Airfare example
q
1000
800
Choose the fare that
Unaccommodated maximizes the area
demand
(revenue) of the
rectangle
600
Maximum revenue
400
= 500*500
= $250,000
200
Consumer
surplus
200 400 600 800 1000
p
13-15
Airfare example
q
1000
Choose the fare that
maximizes the SUM of areas
of the rectangles
800
Economy class
Maximum revenue
600
400
= 333*(333 + 667) =
$333,000
Business class
200
200 400 600 800 1000
p
13-16
Airfare example
q
1000
Choose the fare that
maximizes the SUM of areas
Economy class of the rectangles
800
Economy plus class Maximum revenue
600
400
200
= 200*(800+600+400+200)
Business class = $400,000
First class
200 400 600 800 1000
p
13-17
Airfare example
q
1000
800
600
Perfect price discrimination
Charging a different price to a different buyer for
the same product without any true cost differential
to justify the different price
Maximum revenue
= $500,000
400
200
200 400 600 800 1000
p
13-18
13.2 Price and Demand

All things being equal
Demand for a product will typically go up as
the product’s price goes down
 Certain products more or less sensitive to
price changes
 In general the property holds

 Downward-sloping
demand curve
13-19
Manager’s Issue




What is the optimal price at which revenue is
maximized?
Need to characterize the relationship between
pricing and demand for each product
Utilize this characterization to determine the
optimal price for each product
May involve many complexities



Vast quantities of data may need to be analyzed
Competitors’ behavior may need to be captured
Many firms do manage to at least approximate
this relationship.
13-20
Example – Single Product
Management estimates the relationship
between demand, D, and price, p
 D = 1,000 - 0.5p
 When the p=$1,600, D=200
 When the p=$1,200, D=400

13-21
Price vs Revenue Table
Price
Demand
Revenue
$250
875
$218,750
$500
750
$375,000
$750
625
$468,750
$1,000
500
$500,000
$1,250
375
$468,750
$1,500
250
$375,000
Maximum Revenue = $500,000 when price = $1,000
13-22
Demand-Price Curve
FIGURE 13-1: Price/Demand curve for Example 13-1
13-23
13.3 Markdowns


Assumption in example: demand is deterministic
based on price
Realistic picture


Demand is random
At the end of a selling season, there may be
remaining inventory


Firms frequently employ a markdown or sale to
dispose excess inventory
Think about demand from the customer’s
perspective:

Each customer has a maximum price that he or she is
willing to pay for the product
 Reservation price
13-24
Markdown Concept

When the p=$1,200, D=400


400 customers have a reservation price at or above $1200
When the price is below their reservation price, they will buy
The lower the price, the more customers with a
reservation price at or above that price
 Sell product to customers whose reservation
prices were below the original price, but above
the sale price.
 Traditionally, retailers have tried to avoid
markdowns



Evidence of mistakes in purchasing, pricing, or marketing
Low reservation price customers seen as:
less desirable or profitable,
 useful to get rid of the excess inventory

13-25
13.4 Price Differentiation


Customers who are willing to buy at sales price
were different than the customers who were
willing to buy at original price
In fashion, some customers are very fashion
conscious



Other customers are value-conscious



Eager to buy at the start of the selling season
Willing to pay more to have fashionable items first
Willing to wait until the end of the sales season
Unwilling to pay the same high prices as the
fashionable customers
Different customers charged different prices can
result in higher revenue
13-26
Price Differentiation Example

According to the demand–price curve, the
retailer charges many customers who are willing
to pay a higher price only $1000

About 200 customers willing to pay $1,600

About 100 willing to pay $1,800

By charging a single price, management is
leaving a large amount of money on the table
13-27
Multi-tiered Pricing Strategy


Money left on the table = (2,000 - 1,000) • 500/2 =
250,000
Consider a differential or customized pricing strategy


Consider a two-price strategy in which the firm
introduces two prices, $1,600 and $1,000.





Tailors pricing to different market segments
At a p=$1,600, there is demand for 200 items
At a p= $1,000, there is demand for 500 items
Total revenue in this case is 1,600 • 200 + 1,000 • (500 - 200) =
620,000
$120,000 more than in the single-tier strategy
A three-tier pricing strategy can do even better


At p=$1,800, D=100; p=$1,600, D=200; p=$1,000, D=500
Total revenue equals
1,800 • 100 + 1,600 • (200 - 100) + 1,000 • (500 - 200) = 640,000
$20,000 more than in two-tier strategy
13-28
Three-Tier Pricing Strategy
FIGURE 13-3: Three-Tier Pricing Strategy
13-29
13.5 Revenue Management

Selling the right inventory unit to the right type of
customer, at the right time, and for the right price




Integrates pricing and inventory strategies to influence market
demand,
Provides controls for companies to improve the bottom line
Revenue management techniques have been
traditionally applied in the airline, hotel, and rental car
industries
Common characteristics of such industries:





existence of perishable products
fluctuating demand
fixed capacity of the system
segmentation of the market based on sensitivity to price or
service time
products sold in advance
13-30
History of Revenue Management
Pioneered by American Airlines in the
1980s
 As a counter to new airlines like
PeopleExpress
 Techniques employed differentiated
pricing
 Widely successful

PeopleExpress went out of business
 Other airlines started adopting
 Hotels and rental companies adopted later

13-31
Customer Segments in Airline
Industry

Leisure travelers
Highly sensitive to price
 Not generally sensitive to the duration of the
trip
 Willing to book non-refundable tickets far
ahead of time


Business travelers
Not particularly price-sensitive
 Highly sensitive to trip duration
 Need high flexibility to adjust their travel plans
as needed

13-32
Customer Differentiation in the
Airline Industry
FIGURE 13-4: Customer differentiation in the airline industry
13-33
Differential Pricing

“Build fences” to prevent business travelers
from moving from the top-left box to the bottomright box



Require weekend stays and early booking
The more fare classes, the more fences required
Other factors:


How many of each type of ticket to offer?
How much to price for each ticket
13-34
Revenue Management Systems

Market Segmentation



For a specific time and flight (origin to destination),
Different products designed and priced to target
different market segments
Products feature different restrictions



Booking Control



Non-refundable
Available up to 21 days before the flight.
Allocates available seats to fare classes
Setting limits on the number of seats that can be
allocated to lower fare classes
Requires:


Sophisticated algorithms
Basic criterion: Equal marginal revenues in each
class
13-35
Optimal Allocation of Flights
Leisure fare is $100 per ticket
 Business fare is $250 per ticket
 80 seats on the plane
 Company can sell as many seats as they
make available at the leisure fare
 Business fare is random

13-36
Demand Distribution for Business
Fares
FIGURE 13-5: Demand distribution for Example 13-4
13-37
Marginal Revenues of the Two
Classes
FIGURE 13-6: Marginal revenue of leisure and business class
for Example 13-4
13-38
Marginal Revenues


Determine expected revenue for each number of
allocated seats
Determine expected marginal revenue of
business class



Marginal revenue associated with leisure class
seats


revenue associated with allocating one additional seat
can also be calculated
this decreases as the number of allocated seats
increases
unlimited demand for seats implies marginal revenue
is constant
Marginal revenue of the two is equal at 18 seats

18 seats should be allocated to business class
13-39
Complexities of the Real
Systems




Variety of flight classes
Different hierarchies of classes
More complex demand information
Network management



A flight can be part of many ultimate origin-destination
pairs
System needs to account for this by allocating seats
to particular flights
Prices change over time


Flight may be expensive on some days and times
If a plane is not filling up, the airline might increase
the allocation of lower price fares to that flight over
time
13-40
13.6 Smart Pricing
Fundamental Approaches to Smart Pricing

Differential Pricing


Charging different prices to different
customers
Dynamic pricing

Charging different prices over time
13-41
Differential Pricing
Charge different customers different prices
according to their price sensitivity
 Dell does this by distinguishing between
private consumers, small or large
businesses, government agencies, and
health care providers
 Difficult to do in many cases

13-42
Differential Pricing Strategies

Group Pricing




Channel Pricing




Discounts to specific groups of customers very common in many
industries
Senior citizen discounts at diners, software discounts to universities,
student discounts at movie theaters, “ladies night” at bars
Works only when there is a correlation between group members and
price sensitivity
Charging different prices for the same product sold through different
channels
Different prices on web sites vs. retail stores
Works only if customers who use different channels have different
price sensitivities
Regional Pricing


Exploiting different price sensitivities at different locations
Beer is much more expensive in a typical stadium than in a bar
13-43
Differential Pricing Strategies

Time-based Differentiation


Similar products differentiated based on time
Amazon.com charges different rates for different
delivery times



A technique for segmenting price sensitive customers and
customers who are more delivery time sensitive.
Dell charges different prices for repair contracts that
complete repairs in different amounts of time (overnight vs.
within a week)
Product Versioning


Offer slightly different products in order to differentiate
price sensitivities
May take the form of branding.


Store brand vs Generic brand
Additional features added to products at the higher end of the
line



High end buyers are inclined to buy the higher end
products in the line
Pay significantly more than the lower end products
Cost very little more to manufacture.
13-44
Differential Pricing Strategies
Coupons and Rebates



Distinguish between customers that place a high
value on time or flexibility
Those who are willing to spend the time to get a
lower price by using a coupon or submitting a
rebate form
Mail-in rebates at the point of sale




Adds a significant hurdle to the buying process
Customers willing to pay the higher price will not
necessarily send the coupon
Do not incorporate fences
Require a more detailed analysis.
13-45
Rebates

No rebate




Each retailer decides on the price and the amount to
order from the manufacturer to maximize its profit.
Retailer needs to find a price and an order quantity so
as to maximize its expected profit
Manufacturer would like the retailer to order as much
as possible @ the wholesale price
Mail-in-rebates





manufacturer influences customer demand
provides an upside incentive to the retailer to increase
its order quantity
Retailer’s profit increases
Increase in demand forces the retailer to order more
from the manufacturer.
Optimal order quantity:

Compensates for the rebate/ Implies an increase in the
manufacturer’s expected profit.
13-46
Why Not Discount the Wholesale
Price?



Rebate strategy implies not every consumer will
mail the coupon to the manufacturer.
If the manufacturer merely reduces the
wholesale price, the retailer may keep the
discount and not transfer it to the customers.
Even if the retailer uses the discounted
wholesale price to optimize its pricing and
ordering decisions, and even if every consumer
mails back the rebate, the mail-in rebate strategy
is a better strategy for the manufacturer – WHY?
13-47
Mail-in Rebate Strategy Better
Assume retailer orders the same amount
in both strategies
 Order quantity < realized demand



the two strategies provide the manufacturer
with exactly the same profit
Order quantity > realized demand

Manufacturer’s profit with rebate is larger than
its profit under discounted wholesale price
13-48
Dynamic Pricing
Retailers change price at the end of the
season to get rid of excess inventory
 Manufacturers change price during the
season to distinguish between low and
high reservation price customers
 Use pricing to affect demand

13-49
Dynamic Pricing Better than FixedPrice Strategy

Dynamic Pricing may increase profit by
2-6%

Significant in industries with low margins
 Retail
industry
 Computers industry
13-50
Conditions under which Dynamic
Pricing Is Superior

Available capacity


Demand variability


Benefit of dynamic pricing increases as the degree of
demand uncertainty increases
Seasonality in demand pattern


Smaller the production capacity relative to average
demand, the larger the benefit from dynamic pricing
Benefit of dynamic pricing increases as the level of
demand seasonality increases
Length of the planning horizon

Longer the planning horizon, the smaller the benefit
from dynamic pricing
13-51
13.7 Impact of the Internet


Many approaches of smart pricing made more
practical by internet and e-commerce
Menu cost




cost that retailers incur when changing the posted
price
Much lower on the Internet than in the off-line world
Updating of prices possible on a daily basis
Lower buyer search price



cost that buyers incur when looking for a product
forces competition between sellers
leads to a focus on smart pricing strategies
13-52
Impact of the Internet

Visibility




Customer segmentation



to the back-end of the supply chain
makes it possible to coordinate pricing, inventory, and production
information has facilitated growth of smart pricing
using buyers’ historical data is possible on the Internet
very difficult in conventional stores
Testing capability



Internet can be used to test pricing strategies in real time
On-line seller may test a higher price on a small group of the site
visitors
Use those data to determine a pricing strategy
13-53
13.8 Caveats

Must avoid the appearance of unfair treatment of
customers



Amazon.com’s failed experimented with a pricing strategy in
which customers were paying different amounts for the same
DVD based on demographics or the browser used
Coke’s development of a soda machine that would measure the
outside temperature, and increase prices as the temperature
increased
On-line sites Priceline and Hotwire.com provide:




an outlet for last-minute, unsold seats and hotel rooms
opaque fares
“Protects” the published fares promoted by the airlines and
hotels themselves
When many published fares are about as good as the
opaque fares, it is harder to attract customers to the
Priceline and Hotwire sites
13-54
SUMMARY




Pricing and promotion can be used to influence the level
of demand.
Traditionally, fashion retailers have used price
markdowns to sell off excess inventory at the end of the
season.
Mid-1980’s: airline executives began to use a set of
more sophisticated approaches to manipulating demand.
Revenue management has two goals



Variety of techniques




Differentiate demand
Use pricing to adjust aggregate demand
Differential pricing
Dynamic pricing
Made more effective by the Internet and e-business
Caveat that customer should not be unfairly treated
13-55
Thank You
13-56
What is Revenue Management?
1000
q
1000
800
800
600
600
400
400
200
200
200 400 600 800 1000
p
q
200 400 600 800 1000
p
13-57
Example 15-1: Pricing to multiple
segments

A contract manufacturer has identified two customers
segments for its production capacity—one willing to
place an order more than one week in advance and the
other willing to pay a higher price as long as it can
provide less than a week’s notice for production. The
customers that are unwilling to commit in advance are
less price sensitive and have a demand curve d1 = 5,000
– 20p1. Customers willing to commit in advance are
more price sensitive and have a demand curve of d2 =
5,000 – 40p2. Production cost is c = $10 per unit. What
price should the contract manufacturer charge each
segment if its goal is to maximize profits?
13-58
Example 15-1: Pricing to multiple
segments
c = 10
6000
Demand
5000
4000
d1 = 5,000 – 20p1
3000
2000
1000
0
0
50
100
150
200
250
300
Price
13-59
Example 15-1: Pricing to multiple
segments
6000
c = 10
Demand
5000
4000
3000
2000
d1 = 5,000 – 20p1
Profit
1000
0
0
50
100
p-c
150
200
250
300
Price
13-60
Pricing Multiple Segments
Assume that the demand curve for
segment i is given by


di = Ai – Bipi
The goal of the supplier is to price so as to
maximize profits
6000

Max (pi – c)(Ai – Bipi)
5000
Demand

4000
3000
2000
Profit
1000
0
0
50
100
150
200
250
300
Price
13-61
Pricing Multiple Segments

The optimal price for segment i is given by

pi = Ai/2Bi + c/2
13-62
Example 15-1: Pricing to multiple
segments


For segment 1:

pi = Ai/2Bi + c/2

Profit
pi = 5,000/(2*20) + 10/2
= $130
(pi – 10)(5,000 – 20pi)
= (130 – 10)(5,000 – 20*130)
= $288,000
For segment 2:

pi = Ai/2Bi + c/2

Profit
pi = 5,000/(2*40) + 10/2
= $67.50
(pi – 10)(5,000 – 40pi)
= (67.5 – 10)(5,000 – 40*67.5)
= $127,650
Total profit $415,650
13-63
Example 15-1: Pricing to multiple
segments

If total capacity is limited to 4,000 units,
what should the contract manufacturer
charge each segment?

For segment 1: p1 = $130
 Demand

For segment 2: p2 = $67.50
 Demand

d1 = (5,000 – 20p1) = 2,400
d2 = (5,000 – 40p2) = 2,300
Total demand = 2,400 + 2,300 = 4,700
Total demand exceeds production capacity of 4,000
13-64
Pricing Multiple Segments

The goal of the supplier is to price so as to
maximize profits
Max ∑ki=1 (pi – c)(Ai – Bipi) Maximize profits
 Subject to:
Production capacity
∑ki=1(Ai – Bipi)  Q
Price
pi  0

c
Q
Segment
1
2
Total
10
4000
Price
141.666666651042
79.1666666744792
Demand
=5000-20*B4
=5000-40*B5
=C4+C5
Profit
=(B4-B1)*(5000-20*B4)
=(B5-B1)*(5000-40*B5)
=D4+D5
13-65
Example 15-1: Pricing to multiple
segments
If the contract manufacturer were to
charge a single price over both segments,
what should it be?
6000
6000
5000
5000
4000
4000
Demand
Demand

3000
2000
3000
2000
1000
1000
0
0
0
50
100
150
200
250
300
Price
d1 = 5,000 – 20p1
0
50
100
150
200
250
300
Price
d2 = 5,000 – 40p2
d = (5,000 – 20p) + (5,000 – 40p) = 10,000 – 60p
13-66
Example 15-1: Pricing to multiple
segments

For segment 1 and 2:

p = Ai/2Bi + c/2

Max (p – c)(A – Bp)
p = 10,000/(2*60) + 10/2
= $83.33
Max (p – 10)(10,000 – 60p)
= (83.33 – 10)(10,000 – 60*83.33)
= $366,650
Differential pricing raises profit
from $366,650 to $415,650
13-67
Revenue Management for Multiple
Customer Segments

If a supplier serves multiple customer
segments with a fixed asset, the supplier
can improve revenues by setting different
prices for each segment
What price to charge each segment?
 How to allocate limited capacity among the
segments?

What if demand is uncertain?
13-68
The Park Hyatt Philadelphia

118 King/Queen rooms.

Hyatt offers a pL= $128 (low fare) targeting
leisure travelers.

Regular fare is pH= $181 (high fare)
targeting business travelers.

Demand for low fare rooms is abundant.
Let DH be uncertain demand for high fare
rooms.
Assume demand for the high fare (business)
occurs only within a few days of the actual
stay


How much capacity should Hyatt
save for the higher priced segment?
13-69
Allocating Capacity to a Segment
Under Uncertainty

Basic tradeoff between committing to an
order from a lower-price buyer or waiting
for a high-price buyer to arrive later on
Spoilage occurs when the capacity reserved
for higher-price buyers is wasted because
demand from the higher-price segment does
not materialize
 Spill occurs if higher-price buyers have to be
turned away because the capacity has
already been committed to lower-price buyers

13-70
Allocating Capacity to a Segment
Under Uncertainty
Never sell a unit of capacity for
less than the expected revenue

Expected revenue = sales probability x sales
price $128  $181.00 = 1.0 x 181
$128  $162.90 = 0.9 x 181
$128  $144.80 = 0.8 x 181
$128  $126.70 = 0.7 x 181
13-71
Allocating Capacity to a Segment
Under Uncertainty
$126.70 = 0.7 x 181
Expected revenue = sales probability x sales price
RH(CH) = Prob(demand from higher-price segment > CH) x pH
Never sell a unit of capacity for
less than the expected revenue
13-72
Allocating Capacity to a Segment
Under Uncertainty
$128  $126.70 =
0.7 x 181
Expected revenue = sales probability x sales price
RH(CH) = Prob(demand from higher-price segment > CH) x pH
Never sell a unit of capacity for less
than the expected revenue
pL = Prob(demand from higher-price segment > CH) x pH
Prob(demand from higher-price segment > CH) = pL/pH
13-73
Allocating Capacity to a Segment
Under Uncertainty
Prob(demand from higher-price segment > CH) = pL/pH
Prob(demand from higher-price segment  CH) = 1 – pL/pH
CH = F-1(1 – pL/pH, DH, H)
Prob
1 – pL/pH
CH
pL/pH
13-74
Example: Allocating Capacity to a
Segment Under Uncertainty

Assume that demand for rooms at the high rate is
normally distributed with mean 102 and standard
deviation 20.8. Also assume that the high rate is 181
dollars and low rate (discount rate) is 128 dollars

Determine probability that expected marginal revenue of higher
rate class will exceed marginal revenue of lower rate class




pL = 128
pH = 181
1 – pL/pH = 1 – 128/181 = 0.2928
Convert that probability into the number of rooms

NORMINV(1 – pL/pH, DH, H) = NORMINV(0.2928, 102, 20.8) = 91
Hence, 91 rooms should be reserved
for the high rate class
13-75
Example 15-2 Allocating Capacity
to Multiple Segments

ToFrom Trucking serves two customer segments. One
segment (A) is willing to pay $3.50 per cubic feet but
wants to commit with only 24 hours notice. The other
segment (B) is willing to pay only $2.00, but is willing to
commit to a shipment with up to one week notice. With
two weeks to go, demand for segment A is forecast to be
normally distributed, with a mean of 3,000 cubic feet and
a standard deviation of 1,000. How much of the available
capacity should be reserved for segment A?
13-76
Example 15-2 Allocating Capacity
to Multiple Segments
Revenue from segment A pA =
$3.50
Revenue from segment B pB =
$2.00
Mean demand for
segment A
DA = 3,000
Standard deviation of
demand for segment A
A =
Capacity to be reserved
for segment A
CA = F-1(1 – pB/pA, DH, H) =
F-1(0.4286,3000,1000) =
2,820
1,000
13-77
Example 15-2 Allocating Capacity
to Multiple Segments

ToFrom Trucking serves two customer segments. One
segment (A) is willing to pay $3.50 per cubic feet but
wants to commit with only 24 hours notice. The other
segment (B) is willing to pay only $2.00, but is willing to
commit to a shipment with up to one week notice. With
two weeks to go, demand for segment A is forecast to be
normally distributed, with a mean of 3,000 cubic feet and
a standard deviation of 1,000. How much of the available
capacity should be reserved for segment A?
How should To From change it decision if
segment A is willing to pay $5 per cubic foot?
13-78
Example 15-2 Allocating Capacity
to Multiple Segments
Revenue from segment A pA =
$5.00
Revenue from segment B pB =
$2.00
Mean demand for
segment A
DA = 3,000
Standard deviation of
demand for segment A
A =
Capacity to be reserved
for segment A
CA = F-1(1 – pB/pA, DH, H) =
F-1(0.6, 3000, 1000) =
3,253
1,000
13-79