Price Restrictions in Multi-sided Platforms: Practices and Responses

Edelman, Benjamin, and Julian Wright. “Price Restrictions in Multi-sided Platforms: Practices and Responses.” Competition Policy International 10, no. 2 (Fall 2014).

In connecting buyers to sellers, some two-sided platforms require that sellers offer their lowest prices through the platform, disallowing lower prices for direct sales or sales through competing platforms. In this article, we explore the various contexts where such restrictions have arisen, then consider effects on competition, entry, and efficiency. Where there are plausible mitigating factors, such as efficiencies from platforms’ price restrictions, we explore those rationales and compare them to the harms. We identify a set of responses for competition policy, look at experiences to date, and suggest some future attempts to improve the functioning of these markets.

Pivots and Incentives at LevelUp (teaching materials) with Karen Webster

Edelman, Benjamin, and Karen Webster. “Pivots and Incentives at LevelUp.” Harvard Business School Case 915-001, August 2014. (Revised March 2015.) (educator access at HBP. request courtesy copy.)

LevelUp’s mobile payments service lets users scan a smartphone barcode rather than swipe a credit card. Will consumers embrace the service? Will merchants? LevelUp considers adjustments to make the service attractive to both consumers and merchants, while trying to accelerate deployment at reasonable cost.

Teaching Materials:

Pivots and Incentives at LevelUp – Teaching Note (HBP 915015)

Optimization and Expansion at OpenTable (teaching materials) with Karen Webster

Edelman, Benjamin, and Karen Webster. “Optimization and Expansion at OpenTable.” Harvard Business School Case 915-003, August 2014. (Revised March 2015.) (educator access at HBP. request courtesy copy.)

OpenTable considers adjustments to increase its benefits to merchants, including a novel payments service that lets customers skip the multi-step process of using a credit card.

Supplement:

Optimization and Expansion at OpenTable – PowerPoint Supplement (HBP 910010)

Teaching Materials:

Optimization and Expansion at OpenTable – Teaching Note (HBP 915013)

Convergence of Position Auctions under Myopic Best-Response Dynamics

Cary, Matthew, Aparna Das, Benjamin Edelman, Ioannis Giotis, Kurtis Heimerl, Anna Karlin, Scott Duke Kominers, Claire Mathieu, and Michael Schwarz. “Convergence of Position Auctions under Myopic Best-Response Dynamics.” ACM Transactions on Economics and Computation 2, no. 3 (July 2014): 1-20.

We study the dynamics of multi-round position auctions, considering both the case of exogenous click-through rates and the case in which click-through rates are determined by an endogenous consumer search process. In both contexts, we demonstrate that the dynamic auctions converge to their associated static, envy-free equilibria. Furthermore, convergence is efficient, and the entry of low-quality advertisers does not slow convergence. Because our approach predominantly relies on assumptions common in the sponsored search literature, our results suggest that dynamic position auctions converge more generally.

Distribution at American Airlines (teaching materials)

Edelman, Benjamin. “Distribution at American Airlines (A).” Harvard Business School Case 909-035, January 2009. (Revised June 2009.) (educator access at HBP. request a courtesy copy.)

American Airlines sought to reduce the fees it pays to global distribution services (GDSs)–such as SABRE–to reach travel agents. But GDSs held significant tactical advantages. For example, GDSs had signed long-term exclusive contracts with the corporate customers who were American’s best customers. Furthermore, travel agents tended to favor whichever GDS offered the highest commissions–impeding price competition among GDSs. Against this backdrop, American considered how best to cut its GDS costs.

Supplements:

Distribution at American Airlines (B) – Supplement (HBP 909036)

Distribution at American Airlines (C) – Supplement (HBP 913034)

Distribution at American Airlines (D) – Supplement (HBP 913035)

Teaching Materials:

Distribution at American Airlines (A-D) – Teaching Note (HBP 909059)

Distribution at American Airlines – Slide Supplement (HBP 914039)

Objections to Tentative Decision and Order to Show Cause (IATA 787)

Edelman, Benjamin. “Objections to Tentative Decision and Order to Show Cause (IATA 787).” June 2014. (Before the Department of Transportation.)

I critique Order 2014-5-7 (Docket No. DOT-OST-2013-0048-0415) to the extent that the DOT permits, or purports to permit, airlines to sell tickets other than in accordance with published tariffs. I argue that tariffs provide important benefits to passengers and should be continued notwithstanding the proposed IATA Resolution 787.

Pitfalls and Fraud in Online Advertising Metrics: What Makes Advertisers Vulnerable to Cheaters, and How They Can Protect Themselves

Edelman, Benjamin. “Pitfalls and Fraud in Online Advertising Metrics: What Makes Advertisers Vulnerable to Cheaters, and How They Can Protect Themselves.” Journal of Advertising Research 54, no. 2 (June 2014): 127-132.

How does online advertising become less effective than advertisers expect and less effective than measurements indicate? The current research explores problems that result, in part, from malfeasance by outside perpetrators who overstate their efforts to increase their measured performance. In parallel, similar vulnerabilities result from mistaken analysis of cause and effect–errors that have become more fundamental as advertisers target their advertisements with greater precision. In the paper that follows, the author attempts to identify the circumstances that make advertisers most vulnerable, notes adjusted contract structures that offer some protections, and explores the origins of the problems in participants’ incentives and in legal rules.

Mastering the Intermediaries: Strategies for Dealing with the Likes of Google, Amazon, and Kayak

Edelman, Benjamin. “Mastering the Intermediaries: Strategies for Dealing with the Likes of Google, Amazon, and Kayak.” Harvard Business Review 92, no. 6 (June 2014): 86-92.

Many companies depend on powerful platforms which distinctively influence buyers’ purchasing. (Consider, Google, Amazon, and myriad others in their respective spheres.) I consider implications of these platforms’ market power, then suggest strategies to help companies recapture value or at least protect themselves from abuse.

Aspira Networks Charging Merchants for Traffic That’s Otherwise Free

Affiliate marketing is supposed to be low-risk for merchants: in theory, merchants only pay affiliates when a user makes a purchase. Specifically, an affiliate should earn a commission only if 1) the user browses the affiliate’s site, 2) the user clicks the affiliate’s specially-coded link to the merchant, and 3) the user makes a purchase from the merchant. But rogue affiliates find ways to bypass these requirements — be it cookie-stuffing, adware popups, typosquatting, or network-based traffic interception. In this piece, I show Delaware-based Aspira Networks approach: configuring its partners’ networks so that if a user makes a purchase from a targeted merchant’s site, the merchant has to pay Aspira an affiliate commission — even though Aspira did nothing to cause or encourage the user’s purchase.

The method is straightforward. Aspira partners with network operators to monitor and reroute users’ browsing. If a user requests a targeted merchant, Aspira intercedes — redirecting the user to an Aspiralabs.com “finder” page, through an affiliate click link, then back to the merchant. The affiliate redirect causes merchants to conclude, mistakenly, that Aspira caused users’ subsequent purchases.

See examples of Aspira’s redirects in action, targeting the following merchants:
   GoDaddy – video, packet log
   Home Depot – video, packet log
   Travelocity – video, packet log

In testing, I found that Aspira targets roughly a quarter of large mainstream US affiliate merchants. I found Aspira systematically using CJ publisher account 3965551. In testing, I did not find Aspira currently targeting merchants using LinkShare, though an early Aspira investor pitch (dated August 2009 in metadata) indicates that Aspira has worked with LinkShare as well as Google Affiliate Network.

Merchants have no reason to pay for Aspira’s traffic. Though affiliate network reports may attribute sales to Aspira, Aspira does not actuallycause additional or incremental purchases. Rather, these are purchases that merchants would have received anyway. Aspira tells prospective merchants that they will “sell more products” by working with Aspira, but I see no evidence to support that claim. Quite the contrary, in fact; in my testing, Aspira did not genuinely promote any merchants. Aspira claimed commission only after a user had already reached a merchant’s site.

Notably, Aspira’s networks violate longstanding and broadly-applicable network policies. For example, the Commission Junction Publisher Service Agreement indicates that commission is only due for “clicks through links” (provision 3.a). Aspira’s automatic redirects entail no genuine user “click” on any link; there’s an automatic redirect but not an actual click. Other CJ rules disallow “transactions … not in good faith” including all manner of automatic and nonincremental leads (provision 1.d.ii). Here too, Aspira falls short.

In August 2011, Zhang et al. uncovered Paxfire similarly redirecting users through affiliate links. Under litigation pressure and media scrutiny, Paxfire found itself banned from Commission Junction, LinkShare, and Google Affiliate Network. I suggest the same resolution for Aspira.

Aspira’s site focuses on public installations (coffee-shops and the like) where, in principle, one might imagine that network access was made available by payments from Aspira. But I found Aspira redirecting traffic from an ordinary office served by Indiana ISP Smithville Communications. So far as I know, Smithville never notified its customers that it would be monitoring their communications, redirecting them through affiliate links, or sharing their browsing activity with Aspira. (Smithville’s privacy policy makes no mention of Aspira or sending users’ browsing to third parties.) Nor did Smithville offer customers a discount for allowing Smithville and Aspira to monitor and redirect their browsing. Other users report (and criticize) similar redirects when using standard residential and commercial ISPs Access Media 3, Arvig, and OnShore Networks.

Aspira’s site gives little detail about its revenue from redirecting users through affiliate links. Partner Cash4trafik says “typical operators have realized historically …. about $1.00 – $10.00 per subscriber per year.” Notice that revenue must be shared among affiliate networks, Aspira, Cash4traffik, and ISPs — so if an ISP gets $5, the others might take another $15 along the way. Indeed, early Aspira financial projections — posted to the web and readily found by web search — indicate that Aspira planned to retain a 40% to 67% share of affiliate commissions.

Meanwhile, Aspira’s financial projections show a particularly brazen attempt to claim payments despite minimal effort. As of 2010, Aspira projected 2013 revenue climbing to $63 million with expense reportedly to stay below $7 million. Business plans are often overly optimistic, but an 89% profit margin is difficult to reconcile with genuine efforts to find incremental customers. In contrast, it’s wholly consistent with the practice I observed in which Aspira claims commission without any expense to find or attract users.

Whatever the benefits to Aspira and its partners, the effect on merchants is clearly negative: Aspira causes extra advertising expense without providing incremental purchases. Affiliate merchants should reject Aspira’s approach, save their marketing budgets for publishers with genuine incremental value, and encourage Aspira to shift to other activities.

Thanks to Thomas Rice for bringing this practice to my attention and facilitating my collection of proof of Aspira’s practices.