The Networked Storyteller and Her Digital Tale: Film Festivals and Ann Hui’s 'My Way'

In cooperation with China’s Youku online channel, the Hong Kong International Film Festival Society commissioned Ann Hui to make a short film, My Way, to be part of an omnibus production, Beautiful 2012. In order to be considered for this commission, Hui needed to be acknowledged at international film festivals and be a recognized auteur known in the Asian region and beyond. Without Hui’s festival credentials and the reputation of the other directors in the curated production, the collected shorts would have little appeal to other programmers and distributors. Although she has famously resisted the label of “film auteur” in the past, Ann Hui undoubtedly stands as the most celebrated female director based in Hong Kong active before and after the establishment of the Hong Kong Special Administrative Region (HKSAR) in 1997.Given the length of her career as well as the impressive critical and scholarly attention her work has garnered, Hui serves as an exemplary case study of how film festivals play a vital role in the career of a Hong Kong female fiction film director. In the case of My Way, the festival circuit permits a specific type of production and digital distribution that enables Hui to craft a network narrative, which places the transition of its protagonist from male to female within a broader community connected through a shared gender identity. By analyzing Ann Hui’s presence at the festivals in Venice and Hong Kong, as well as the link between her festival exposure and her Internet success, My Way offers insight into the circuitous paths women filmmakers follow in order to tell their stories on transnational screens.

Understanding Persuasion Mechanisms for Effective Communication in Online Educational Environments

This chapter aims at explaining the mechanisms of persuasion for effective communication in online educational environments. It starts by bringing awareness on the particularities of online educational environments and the psychological prerequisites of online studying. It tackles issues of digital skills as well as emotional intelligence abilities for online teaching, specific mindset and digital readiness, result expectations and assessment. Moreover, principles of microlearning and hybrid learning are explained as major approaches in online education. It then addresses issues related to technology-mediated communication with young ages vs. adults. It makes a brief analysis of mediated communication vs. direct communication in terms of adopted strategies according to age, adaptation of message, and feedback according to the online channel of factors affecting communication in online environments vs. face-to-face communication. Particular attention will be given to digital stress.

Decision and coordination of an O2O supply chain with market segmentation and showrooming effect

This paper investigates impacts of market segmentation and showrooming effect on the decision-making of an O2O supply chain, and puts forwards a contract to coordinate the O2O supply chain. Results show that, the showrooming effect is beneficial to the manufacturer, retailer and the supply chain, and the retailer will offer offline showrooming service. Under the influence of market segmentation, O2O supply chain is not necessarily better than single-channel supply chain structure. But adopting advertising and other means to improve consumers’ online channel acceptance, it can realize transformation from single-channel to O2O structure. The benefits of showrooming effect can eliminate the disadvantage of market segmentation. Moreover, a service cost sharing contract is put forward, which can perfectly coordinate the O2O supply chain with market segmentation and showrooming effect. These findings help managers to understand which channel structure is optimal by considering market segmentation and showrooming effect and identify possible pathways for them to perfectly cooperation.

Optimal pricing and ordering strategies for dual-channel retailing with different shipping policies

<p style='text-indent:20px;'>In this paper, considering dual-channel retailing (online channel and offline channel), we study the pricing and ordering problem under different shipping policies. In this research, we mainly consider three shipping policies: without shipping price (OSP), with shipping price (WSP) and conditional free shipping (CFP). Based on the principle of maximum utility, we firstly obtain the probability of demand for the online and offline channels and further model the pricing and ordering problem under the three shipping policies. Further, avoiding the curse of dimensionality, the deep deterministic policy gradient (DDPG) method is employed to solve the problem to obtain the optimal pricing and ordering policy. Finally, we conduct some numerical experiments to compare the optimal pricing and ordering quantity under the three different shipping policies and reveal some managerial insights. The results show that the conditional free shipping policy is better than the other two policies, and stimulates the increase of demand to gain more profit.</p>

Strategic Provision of Trade Credit in a Dual-Channel Supply Chain

This study focuses on a a dual-channel supply chain that consists of a capital-constrained brick-and-mortar retailer and a manufacturer, where a manufacturer can simultaneously sell products through a traditional retail channel and a direct online channel. Supplementary pricing strategy and competitive pricing strategy are simulated in our model, and we find that the former one is the better choice for the manufacturer when the retailer suffers capital constraints. In our analysis, the capital constraint on retailer could mitigate the price competition between two channels, and it may be beneficial to the manufacturer under certain conditions. Our findings show that the manufacturer should strategically provide trade credit to retailers rather than unconditionally provide it. We present two trade-credit strategies (trade credit with positive interest rate and trade credit with zero interest rate) and suggest that the manufacturer should choose an appropriate trade-credit strategy according to the initial capital of the retailer. To guide the manufacturer when and how to provide trade credit, we conduct several numerical simulations based on our results and further plot out a graph to direct the manufacturer to an appropriate strategy of trade credit.

The Dual-Channel Retailer’s Channel Synergy Strategy Decision

The main research question asked in this paper is whether and when a dual-channel retailer (retailer in short) should adopt the “buy online and pick up in store” (BOPS) strategy. To answer this question, we first derive the optimal price decision using the non-BOPS and BOPS strategies. Subsequently, we compare the performance of retailers under non-BOPS and BOPS scenarios. Our main findings are that under the monopoly scenario, retailers may not always benefit from the BOPS strategy. Retailers will benefit only if the offline operational costs are low and the degree of customer acceptance of the online channel is high. However, the BOPS strategy cannot improve dual-channel retailers’ market share. Furthermore, under a Stackelberg game scenario with e-retailers as leaders, when the value of a product is medium and the transaction costs of the offline channel are high, retailers can use the BOPS strategy to enhance their market share. If the degree of customer acceptance of the online channel is also high, retailers can further improve their profits by using the BOPS strategy. Overall, these findings not only provide decision support for retailers, but also enrich the theories on dual-channel retailing in operations management.

Value of Online–Off-line Return Partnership to Off-line Retailers

Problem definition: This paper examines whether and, if so, how much an online–off-line return partnership between online and third-party retailers with physical stores (or “location partners”) generates additional value to location partners. Academic/practical relevance: Online shoppers often prefer to return products to stores rather than mailing them back. Many online retailers have recently started to collaborate with location partners to offer the store return option to their customers, and we quantify its economic benefit to a location partner. Methodology: We analyze proprietary data sets from Happy Returns (which provides return services for more than 30 online retailers) and one of its location partners, using a panel difference-in-differences model. In our study, a treatment is the initiation of the return service at each of the location partner’s stores, and an outcome is the store and online channel performance of the location partner. We then explore the mechanisms of underlying customer behavior that drive these outcomes. Results: We find that the partnership increases the number of unique customers, items sold, and net revenue in both store and online channels. We identify two drivers for this improved performance: (1) the location partner acquires new customers in both store and online channels, and (2) existing customers change their shopping patterns only in the store channel after using the return service; in particular, they visit stores more often, purchase more items, and generate higher revenue after their first return service. Managerial implications: To our knowledge, we provide the first direct empirical evidence of value to location partners from a return partnership, and as these partnerships become more prevalent, our findings have important managerial implications for location partners and online retailers alike.

E-Commerce And Showrooming: How Retail is Changing

Distribution channels are undergoing a radical change. The success of the online channel and digitalization driven by a few leading companies in recent years has dramatically changed the way people live and change their purchasing patterns. New technologies have multiplied the points of contact; broadband connection has increased the number of always-on consumers and, at the same time, has developed online shopping (Pentina & Hasty, 2009). What are the implications of digital technological innovations? Will the physical store continue to play a key role? Will online shopping be able to offer an engaging and exciting consumer experience? For example, showrooming is becoming a common practice. It consists in obtaining all relevant information about a product at the point of sale and finally, buying it online. This practice is often used in order to save money since online prices are known to be lower than in retail shops. It is also driven by the customer's need to touch a product before buying it. More and more retailers are dealing with this phenomenon of being a storefront, providing information, letting people touch products and eventually making fewer sales.