Zhimin Guan, Tianyang Yu, Jingyang Dong, Jun Zhang
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引用次数: 0
Abstract
Original products (sold by a brand-owner) are exposed to the dual challenge of imitation products (sold by a copycat) and deceptive counterfeit products (provided by a counterfeiter). In such cases, consumers face higher shopping risks and are more likely to experience post-purchase regret. Blockchain can prevent the infiltration of deceptive counterfeits and the occurrence of regret, but its adoption can also raise consumer privacy concern. Hence, considering the above factors, we focus on the brand-owner's blockchain adoption strategy. First, we define two types of regret: counterfeit-purchasing regret (CPR) and low-cost-effective regret (LCR). Second, we consider three scenarios: scenario NR: without blockchain and considering only CPR, scenario NT: without blockchain and considering only LCR, and Scenario B: with blockchain. Finally, we compare the equilibrium results under scenarios NR and NT with those under scenario B, respectively. We interestingly find that blockchain adoption benefits the brand-owner when (1) privacy concern is low or (2) privacy concern is moderate and the sensitivity factor of CPR is large or the sensitivity factor of LCR is small. Therefore, we advise brand-owners to intervene in consumers' sensitivity to regret in order to make blockchain adoption work in their favor.
期刊介绍:
Managerial and Decision Economics will publish articles applying economic reasoning to managerial decision-making and management strategy.Management strategy concerns practical decisions that managers face about how to compete, how to succeed, and how to organize to achieve their goals. Economic thinking and analysis provides a critical foundation for strategic decision-making across a variety of dimensions. For example, economic insights may help in determining which activities to outsource and which to perfom internally. They can help unravel questions regarding what drives performance differences among firms and what allows these differences to persist. They can contribute to an appreciation of how industries, organizations, and capabilities evolve.