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dc.contributor.authorChun, So Yeon
dc.contributor.authorIancu, Dan A.
dc.contributor.authorTrichakis, Nikolaos
dc.date.accessioned2021-04-22T15:23:41Z
dc.date.available2021-04-22T15:23:41Z
dc.date.issued2020-03
dc.identifier.issn1523-4614
dc.identifier.issn1526-5498
dc.identifier.urihttps://hdl.handle.net/1721.1/130502
dc.description.abstractProblem definition: Loyalty programs (LPs) introduce a new currency—the points—through which customers transact with firms. Such points represent a promise for future service, and their monetary value thus counts as a liability on the issuing firms’ balance sheets. Consequently, adjusting the value of points has a first-order effect on profitability and performance and emerges as a core operating decision. We study the problem of optimally setting the points’ value in view of their associated liabilities. Academic/practical relevance: Firms across numerous industries increasingly utilize LPs. The sheer magnitude of LPs coupled with recent changes in accounting rules have turned the associated liabilities into significant balance-sheet items, amounting to billions of dollars. Managers (from chief financial officers to chief marketing officers) struggle with the problem of adjusting the points’ value in view of these liabilities. Academic work is primarily aimed at understanding LPs as marketing tools, without studying the liability angle. Methodology: We develop a multiperiod model and use dynamic programming techniques and comparative statics analysis. Results: We show that the optimal policies depend on a new financial metric, given by the sum of the firm’s realized cash flows and outstanding deferred revenue, which we refer to as the profit potential. The total value of loyalty points is set to hit a particular target, which increases with the profit potential. We find that loyalty programs can act as buffers against uncertainty, with the value of points increasing (decreasing) under strong (weak) operating performance and increasing with uncertainty. Managerial implications: Setting the point values and adjusting operating decisions in view of LP liabilities should be done by tracking the firm’s profit potential. Loyalty programs can act as hedging tools against uncertainty in future operating performance, which provides a new rationale for their existence, even in the absence of competition.en_US
dc.language.isoen
dc.publisherInstitute for Operations Research and the Management Sciences (INFORMS)en_US
dc.relation.isversionofhttp://dx.doi.org/10.1287/msom.2018.0748en_US
dc.rightsCreative Commons Attribution-Noncommercial-Share Alikeen_US
dc.rights.urihttp://creativecommons.org/licenses/by-nc-sa/4.0/en_US
dc.sourceother univ websiteen_US
dc.titleLoyalty Program Liabilities and Point Valuesen_US
dc.typeArticleen_US
dc.identifier.citationChun, So Yeon et al. "Loyalty Program Liabilities and Point Values." Manufacturing and Service Operations Management 22, 2 (March 2020): 223-259. © 2019 INFORMSen_US
dc.contributor.departmentSloan School of Managementen_US
dc.relation.journalManufacturing and Service Operations Managementen_US
dc.eprint.versionAuthor's final manuscripten_US
dc.type.urihttp://purl.org/eprint/type/JournalArticleen_US
eprint.statushttp://purl.org/eprint/status/PeerRevieweden_US
dc.date.updated2021-04-07T11:56:30Z
dspace.orderedauthorsChun, SY; Iancu, DA; Trichakis, Nen_US
dspace.date.submission2021-04-07T11:56:32Z
mit.journal.volume22en_US
mit.journal.issue2en_US
mit.licenseOPEN_ACCESS_POLICY
mit.metadata.statusAuthority Work and Publication Information Needed


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