Working Paper: NBER ID: w13140
Authors: Meghan R. Busse; Duncan Simester; Florian Zettelmeyer
Abstract: During the summer of 2005, the Big Three U.S. automobile manufacturers offered a customer promotion that allowed customers to buy new cars at the discounted price formerly offered only to employees. The initial months of the promotion were record sales months for each of the Big Three firms, suggesting that customers thought that the prices offered during the promotions were particularly attractive. In fact, such large rebates had been available before the employee discount promotion that many customers paid higher prices following the introduction of the promotions than they would have in the weeks just before. We hypothesize that the complex nature of auto prices, the fact that prices are negotiated rather than posted, and the fact that buyers do not participate frequently in the market leads customers to rely on "price cues" in evaluating how good current prices are. We argue that the employee discount pricing promotions were price cues, and that customers responded to the promotions as a signal that prices were discounted.
Keywords: Employee Discount Pricing; Automobile Industry; Price Signals
JEL Codes: D83; L11; L62
Edges that are evidenced by causal inference methods are in orange, and the rest are in light blue.
| Cause | Effect |
|---|---|
| Employee Discount Pricing promotions (M51) | Increased Sales (M31) |
| Employee Discount Pricing promotions (M51) | Increased Prices (D49) |
| Increased Prices (D49) | Increased Sales (M31) |
| Employee Discount Pricing promotions (M51) | Perceived Value (D46) |
| Perceived Value (D46) | Increased Sales (M31) |