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This paper investigates the strategies for adopting blockchain technology in the fresh product supply chain (FPSC) consisting of a supplier, a third-party logistics service provider (3PL) and an e-tailer. We analyse the optimal strategies of FPSC members under the benchmark scenario where the FPSC does not adopt blockchain technology and those under the three scenarios where the supplier, 3PL and e-tailer lead the construction of the blockchain-based traceability system (BTS), respectively. We find that adopting blockchain technology is not always the optimal decision for the FPSC, which is related to the consumers' acceptance degree for the product without blockchain technology, the deterioration rate of the fresh product and the allocation proportion of traceability cost of FPSC members when adopting blockchain technology. Regardless of the power and status of each member in the FPSC, it can lead the construction of the BTS. From the perspective of whole FPSC's profit maximisation, the leader of the FPSC should lead the construction of the BTS under the coordination of a two-part tariff contract. This study provides valuable insights for FPSCs to adopt blockchain technology. [ABSTRACT FROM AUTHOR]

This paper examines the service mode selection strategy of a ride‐hailing platform and analyzes the impact of the strategy on consumers and drivers. The platform has three service modes to select from, including Mode L (only low‐quality services), Mode H (only high‐quality services), and Mode HL (high‐ and low‐quality services). We find that each service mode does not affect the price and the wage of the low‐quality service but affects those of the high‐quality service. Additionally, the platform cannot optimally select Mode L. The platform is better off if the car quality difference between high‐ and low‐quality services (CQD) is small and is worse off otherwise, under Mode HL. Counter‐intuitively, it is conditional for Mode HL to bring the highest surpluses to both consumers and drivers, and the conditions are related to CQD, social status utility of consumers and cost ratio between the drivers providing the two types of services. [ABSTRACT FROM AUTHOR]

The e‐commerce platform has been adopting the agency mode to sell the products of the national brand manufacturer (NBM) while introducing its own store brand and obtaining the consumer's preference information (CPI) to reinforce the competitiveness of the store‐brand products. This paper investigates the platform's decisions on whether to share the CPI with the NBM and its impact on the production timing decisions of the platform and the NBM. The results show that the platform may benefit from CPI sharing which may also change the equilibrium production timing of the platform and the NBM from sequential decision to simultaneous decision. In addition, the equilibria of the joint decision between the CPI sharing and the production timing are obtained, which is related to the market acceptance uncertainties of the products and the competitiveness of the national brands. [ABSTRACT FROM AUTHOR]

This paper studies the sharing mode selection and optimal pricing for an electric vehicle manufacturer (EVM). We evaluate three sharing modes, i.e. Mode N, car sales business only, Mode S, car sales business and car-sharing service provided by a self-built sharing platform, and Mode T, car sales business and car-sharing service provided by a third-party sharing platform. Further, we consider two types of government subsidy policies: purchase and production subsidies. We find that for purchase subsidies, the EVM should select Mode S if the transaction cost per sharing service is low, and select Mode T otherwise; for production subsidies, the EVM should select Mode S. Regardless of the subsidy policy, the optimal sales prices of EVs under Mode N and Mode S are the same, but both are lower than that under Mode T. The optimal rental price of EVs under Mode S is lower than that under Mode T. [ABSTRACT FROM AUTHOR]