'Bricks and Clicks': The Impact of Product Returns on the Strategies of Multichannel Retailers

Elie  Ofek; Zsolt   Katona; Miklos  Sarvary

Article | Marketing Science | January – February 2011

'Bricks and Clicks': The Impact of Product Returns on the Strategies of Multichannel Retailers

by Elie Ofek, Zsolt Katona and Miklos Sarvary

Abstract

The Internet has increased the flexibility of retailers, allowing them to operate an online arm in addition to their physical stores. The online channel offers potential benefits in selling to customer segments that value the convenience of online shopping, but it also raises new challenges. These include the higher likelihood of costly product returns when customers' ability to "touch and feel" products is important in determining fit. We study competing retailers that can operate dual channels ("bricks and clicks") and examine how pricing strategies and physical store assistance levels change as a result of the additional Internet outlet. A central result we obtain is that when differentiation among competing retailers is not too high, having an online channel can actually increase investment in store assistance levels (e.g., greater shelf display, more-qualified sales staff, floor samples) and decrease profits. Consequently, when the decision to open an Internet channel is endogenized, there can exist an asymmetric equilibrium where only one retailer elects to operate an online arm but earns lower profits than its bricks-only rival. We also characterize equilibria where firms open an online channel, even though consumers only use it for research and learning purposes but buy in stores. A number of extensions are discussed, including retail settings where firms carry multiple product categories, shipping and handling costs, and the role of store assistance in impacting consumer perceived benefits.

Keywords: Price; Profit; Marketing Channels; Consumer Behavior; Online Technology; Retail Industry;

Format: Print

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Citation:

Ofek, Elie, Zsolt Katona, and Miklos Sarvary. "'Bricks and Clicks': The Impact of Product Returns on the Strategies of Multichannel Retailers." Marketing Science 30, no. 1 (January–February 2011).

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Case | HBS Case Collection | August 2019

Lemonade: Disrupting Insurance with Instant Everything, Killer Prices, and a Big Heart

Elie Ofek and Danielle Golan

Launching its first products in the fall of 2016 in New York, insurtech startup Lemonade was on a mission to disrupt the insurance market by using AI and behavioral economics principles. The company offered renters, homeowners, and condo insurance and mainly targeted millennial, tech-savvy individuals with relatively few assets—customers who were less attractive to traditional insurers who had costly, labor-intensive operations. By offering a delightful, bot-driven consumer experience, embracing a model that removed any incentive to deny claims and that let customers pick causes to donate leftover money, building a loveable brand, and employing creative digital advertising—the company was able to grow at an impressive pace. By the end of 2018, Lemonade was active in 24 U.S. states, had insured 425,000 customers, and was expecting sales (gross premiums) of over $57 million.
In an effort to sustain the spectacular growth momentum, the co-founders sought to pursue ambitious plans in 2019, including the launch of new insurance product lines as well as international expansion. But limited resources and scarce management bandwidth suggested that taking on both moves simultaneously could be highly risky. In deciding which path to take, the leadership team had to consider whether it was more important at this stage to scale globally with the current product lineup or to cover a breadth of insurance categories and stay in the U.S. for now. Assessing the relevance of the business model and the role of AI for each of these moves, understanding the nature of consumers in different markets, and foreseeing competitive pressures from both incumbents and startups were key in making the right call.

Keywords: Business Startups; Insurance; Technological Innovation; Business Model; Disruption; Brands and Branding; Growth and Development Strategy; Global Strategy; Decision Making; Insurance Industry; Technology Industry;

Citation:

Ofek, Elie, and Danielle Golan. "Lemonade: Disrupting Insurance with Instant Everything, Killer Prices, and a Big Heart." Harvard Business School Case 520-020, August 2019. View Details

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'Bricks and Clicks': The Impact of Product Returns on the Strategies of Multichannel Retailers

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