Pricing, allocation, and overbooking in dynamic service network competition when demand is uncertain

Reetabrata Mookherjee, Terry L. Friesz

Research output: Contribution to journalArticle

23 Scopus citations

Abstract

We study the problem of combined pricing, resource allocation, and overbooking by service providers involved in dynamic noncooperative oligopolistic competition on a network that represents the relationships of the providers to one another and to their customers when service demand is uncertain. We propose, analyze, and compute solutions for a model that is more general than other models reported in the revenue management literature to date. In particular, previous models typically consider only three or four of five key revenue management features that we have purposely built into our model: (1) pricing, (2) resource allocation, (3) dynamic competition, (4) an explicit network, and (5) uncertain demand. Illustrative realizations of the abstract problem we study are those of airline revenue management and service provision by companies facing resource constraints. Under fairly general regularity conditions, we prove existence and uniqueness of a pure strategy Nash equilibrium for dynamic oligopolistic service network competition described by our model. We also show, for an appropriate notion of regularity, that competition leads to the underpricing of network services, a finding numerically illustrated by an example of intermediate size. Our proposed algorithm can be implemented using well-known off-the-shelf commercial software.

Original languageEnglish (US)
Pages (from-to)455-474
Number of pages20
JournalProduction and Operations Management
Volume17
Issue number4
DOIs
StatePublished - Jul 1 2008

All Science Journal Classification (ASJC) codes

  • Management Science and Operations Research
  • Industrial and Manufacturing Engineering
  • Management of Technology and Innovation

Fingerprint Dive into the research topics of 'Pricing, allocation, and overbooking in dynamic service network competition when demand is uncertain'. Together they form a unique fingerprint.

  • Cite this