The widespread use of the Internet has led to the emergence of numerous information intermediaries that bring buyers and sellers together and leverage their knowledge of the marketplace to provide value-added services. Infomediaries offer matching services that facilitate establishment of a buyer-seller agreement, and value-added services that either provide a standalone benefit or enhance benefits from matching services. This paper develops and analyzes economic models of intermediaries to examine their pricing and product line design strategies. Intermediaries provide aggregation benefits: Buyers find an intermediary's service more valuable if it provides access to more sellers, and sellers value it more if it provides access to more buyers, but also when they compete with fewer sellers. Due to this unique combination of network effects, we find that an intermediary has stronger incentives to provide quality-differentiated versions of its service relative to other information goods sellers. When buyers have constant marginal valuations for service quality, the intermediary should offer only two levels of service. While it is optimal for the intermediary to offer two levels of service, increasing the quality of the low-level service reduces the intermediary's profits due to increased cannibalization of the premium service. Hence, the optimal menu consists of a basic matching service and a premium service that includes matching and value-added services. The intermediary's profits are larger when positive network effects are stronger, and lower when negative network effects are stronger.
Enabled by advances in grid and network computing architectures for the delivery of on-demand computing services, the vision of an e-services economy in which computing will be as ubiquitous as a utility is becoming a possibility in business computing. Major firms in the computing industry such as IBM, Hewlett-Packard, and Sun Microsystems are focusing on agility and flexibility of computing resources and gearing up for their own versions of on-demand computing and information technology (IT) outsourcing solutions. The successful introduction of these new computing models requires the development of appropriate pricing mechanisms that are consistent with the enabling technologies. Our paper introduces the notion of contingent auctions to address this lacuna. In contingent auctions, users bid for computing resources in an auction, but are relieved from the contract (paying a penalty) if demand is not realized. We study different mechanisms--ranging from an advance commitment (capacity reservation) to no commitment (pay-as-you-go)--under demand uncertainty. We consider markets in which the demand for computing is uncertain and, moreover, users' value of computing and demand realization may be related. We show how the different levels of commitment affect prices, revenues, and resource utilization under different market conditions. Our results reiterate the need to address the availability-commitment dichotomy in the design of business models for on-demand computing and IT outsourcing.
This paper demonstrates that quality-contingent pricing is a useful mechanism for mitigating the negative effects of quality uncertainty in e-commerce and information technology services. Under contingency pricing of an information good or service, the firm preannounces a rebate for poor performance. Consumers determine performance probabilities using publicly available historical performance data, and the firm may have additional private information with respect to its future probability distribution. Examining the monopoly case, we explicate the critical role of private information and differences in belief between the firm and market in the choice of pricing scheme. Contingent pricing is useful when the market underestimates the firm's performance; then it is optimal for the firm to offer a full-price rebate for misperformance, with a correspondingly higher price for meeting the performance standard. We study the competitive value of contingency pricing in a duopoly setting where the firms differ in their probabilities of meeting the performance standard, but are identical in other respects. Contingency pricing is a dominant strategy for a firm when the market underestimates the firm's performance. Whereas both firms would earn equal profits if they were constrained to standard pricing, the superior firm earns greater profits under contingency pricing by setting lower expected prices. We show that contingency pricing is efficient as well, and consumer surplus increases because more consumers buy from the superior firm.
Second-degree price discrimination, that is, vertical differentiation, is widely practiced by firms selling physical goods to consumers with heterogeneous valuations. This strategy leads to market segmentation and has been shown to be optimal by many researchers. On the other hand, researchers have also demonstrated, under certain restrictive conditions, that vertical differentiation may not be optimal for information goods. We analyze vertical differentiation for a monopolist, continuing the practice of modeling consumer valuation as a linear function of product quality and consumer type but generalizing assumptions about marginal costs and consumer distributions. We show that the firm's optimal product line depends on the benefit-to-cost ratio of qualities in the choice vector. We find that a vertical differentiation strategy is not optimal when the highest quality product has the best benefit-to-cost ratio. Many information goods satisfy this property.