Rice Business Professor Amit Pazgal found that in certain situations, gray markets can actually help manufacturers and retailers. Photo by Science in HD on Unsplash

A camera store in Taiwan buys Nikon cameras from an electronics shop in the Philippines, where photo equipment is cheaper. Then the store sells them to consumers in Taiwan at a lower price. The camera comes without a warranty and instructions are in Filipino – the buyers in Taiwan are happy to have a real Nikon for a lower cost.

The sellers and customers are operating in the so-called gray market – where genuine products are sold through unauthorized channels. Gray marketers buy goods in markets with lower prices, then ship them to a market with higher prices, where they will likely sell for a profit. Though the products are identical, consumers typically see gray market goods as inferior since they often lack benefits like after-sale services or warranty coverage.

For years, gray markets have posed a significant threat to both manufacturers and retailers, depriving both of customers and profits. It's estimated that around $7 billion to $10 billion in goods enter the U.S. market through gray market channels every year. The IT industry, for one, loses approximately $5 billion a year due to gray market activities.

No specific laws in the U.S. ban this practice outright, however. As a result, in recent years, retailers are increasingly taking advantage of potentially cheaper prices abroad, personally importing or using third parties to buy original goods not meant for direct sale in the United States – and then selling them here for less. Alibaba, China's most extensive online shopping site, offers its hundreds of millions of shoppers a large array of gray market goods to peruse.

Manufacturers usually respond to gray markets with knee-jerk hostility, urging customers to avoid gray market goods and even filing lawsuits against gray market peddlers. Nikon, for example, includes a website section to educate consumers on how to identify gray market products, to shun the gray market.

But is gray market commerce always destructive? Rice Business Professor Amit Pazgal joined then-Rice Business Ph.D. student Xueying Liu (now an assistant professor at Nankai University) to explore scenarios in which gray markets could be good for both manufacturers and retailers. Testing the theory in recent research, Pazgal and Liu found that there are indeed situations in which both manufacturers and retailers can profit thanks to gray markets, while the associated product also improves in quality.

To reach these conclusions, the researchers started by recruiting 118 participants between the ages of 25 and 45 to complete a gray market product survey. They found the majority had no problem buying gray market goods. Only 3 percent of consumers wouldn't consider buying cosmetics from a gray marketer, while 6 to 7 percent wouldn't buy electronics. Despite this, more than 90 percent of participants who were willing to buy required a price discount of 20 to 30 percent, showing the goods were seen as slightly inferior.

The researchers then tested responses to a model of a manufacturer selling a single product to two markets – or countries – that differed in size and in customer willingness to pay for the product. Consumers in one market would pay more, on average, for quality. For example, the Nikon D500 camera is sold for a 7.5 percent premium in Taiwan versus Thailand and a 10 percent price premium in Taiwan versus the Philippines.

Pazgal and Liu found that when the manufacturer sells their product directly to consumers in both markets when there is also a gray market, both the manufacturer's profit and product quality decrease. But when the same manufacturer sells their product indirectly to a retailer in at least one of these markets, both the manufacturer's and the retailer's profits can increase. So can the product's quality.

This occurs for several reasons. First, gray marketers increase total demand and profit for the retailer in the lower-priced market, or in the market where the gray marketer buys their goods. The manufacturer can set a higher wholesale price for the better quality product in a market where consumers pay more, and increase sales in both markets as consumers compare the regular, high-quality product to the gray market one. In fact, by offering a lower-priced, lower quality (that is, gray market) alternative to its own high-quality product, the manufacturer can better segment consumers in the higher-priced market.

Finally, the retailer in the higher-priced market becomes more profitable even though they lose some customers to the gray market. This is because increased product quality and price more than make up for lost sales. Researchers found that the results hold regardless of whether the gray marketer buys from the manufacturer or a retailer.

The bottom line: in certain situations, gray markets can improve profitability for both manufacturers and retailers (and, of course, the gray marketers). Counterintuitive though it is, manufacturers that sell through retailers shouldn't automatically see gray markets as an obstacle to their profits, rushing to demand that governments and courts shut them down. Instead, in some cases, companies could do well to embrace these gray markets, because they lead to overall improved profits.

Manufacturers can use this information to their advantage, Pazgal noted. Nikon, for example, could introduce a higher quality camera to the market, allowing it to set even higher wholesale prices and increase sales in both markets, far exceeding the cost of the higher quality product.

For consumers, meanwhile, gray markets are always beneficial because of lower prices. If companies heed Pazgal's findings, however, customers could also benefit from more innovative and higher quality cameras and other merchandise, as manufacturers hurry to create better products to bump up their profits.

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This article originally ran on Rice Business Wisdom and is based on research from Amit Pazgal, the Friedkin Professor of Management – Marketing at the Jones Graduate School of Business.

Turns out, timing is everything when launching a new tech product, this reacher found for Rice Business Wisdom. rawpixel.com /Pexels

Rice University researcher discovers what makes a tech product stand out in a crowd

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From smart phones to video games to virtual reality toys, new products roll forward as relentlessly as the tides. So what, and how, should you tell consumers about your product to avoid being swept away in a sea of similar wares?

To answer this question, Rice Business professor Amit Pazgal and colleague Yuanfang Lin of Conestoga College dove into the particulars of how companies differentiate their products by informing consumers about a new product's quality.

The rush of new products, they note, is particularly intense in technology, where innovations are constant — which means consumers constantly need information about them. Traditionally, tech companies make the case for their products using advertising, free sample, product trials and splashy product demonstrations. (See your local Apple Store).

But how does a consumer's wish for information interact with their ultimate buying decision?

Timing, Pazgal and Lin found, plays a powerful role in the type of information that best influences consumers. Suppose, for example, Firm 1 offers a new product, say a smartphone with innovative features. This makes Firm 1 a pioneer. For a certain golden period, Firm 1 might hold a monopoly in the market, since there's simply no other smartphone like theirs. This is the moment, the researchers say, to offer consumers information that reveals the product's true quality and uniqueness. Because no similar product is out there, Firm 1 has the power to establish the parameters for judging its invention.

Inevitably, of course, another company (call it Firm 2) will come up with something comparable. Thanks to the heavy lifting in innovation by Firm 1, Firm 2 has the luxury to create a phone of equal or greater quality. And this is when the tide starts to turn. One might assume Firm 2 would just inform consumers of the superior quality of its product. But, surprisingly, Pazgal and Lin found that in most cases Firm 2 will instead focus on educating consumers about their preference for quality — in effect, leaving it up to the buyer to decide which of the two phones they really wants.

However, if another firm emerges with a similar product of lesser quality, its marketing will likely take yet another turn. Instead of trying to claim better quality, late entry companies offering an inferior product typically admit outright that their product isn't as well made as other versions.

That's because such firms calculate that if customers discover this themselves, they'll react badly. By telling the truth and pricing appropriately, a firm can find a calm stretch of water elsewhere in the market, someplace where it's not clashing directly with the earlier, higher quality products.

Whether it's Alexa, a smart TV or a virtual reality game, Pazgal and Lin explain, when a product enters the market for the first time, consumers need to be shown how it works. When a second product in the same line is introduced by a different company, the marketing task changes: it's now more important to show consumers how to identify a quality product, and then let them choose for themselves.

Any time a company launches a device or service into the world, in other words, it needs to trust consumers' ability to learn — and not drown them with too much information. Informed what good quality looks like, Pazgal and Lin conclude, consumers will swim on their own to the item they truly want.

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This article originally appeared on Rice Business Wisdom.

Amit Pazgal is Friedkin Chair in Management and Professor of Marketing and Operations Management at Jones Graduate School of Business at Rice University.

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UH researcher lights up at-home COVID-19 testing with glow-in-the-dark materials

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A Houston-based research team is tapping glow-in-the-dark materials to upgrade at-home rapid COVID-19 testing.

Researchers at the University of Houston have been rethinking the lateral flow assay (LFA) test used for at-home COVID-19 diagnostics. The traditional method indicates the sample's results with colored lines.

“We are making those lines glow-in-the-dark so that they are more detectable, so the sensitivity of the test is better,” says Richard Willson, a professor at the University of Houston, in a UH news release. He previously created a smartphone-based diagnostics app.

Willson's inspiration came from a familiar and nostalgic method — the glow-in-the-dark stars in a child's bedroom. In Willson's case, it was his daughter's bedroom, and within a few days his team of students and postdocs was designing a test featuring glowing nanoparticles made of phosphors.

The team evolved into a spin-off company called Clip Health, originally founded as Luminostics by two of the researchers. The operation is again evolving with new glowing applications.

“In this new development, there are two tricks. First, we use enzymes, proteins that catalyze reactions, to drive reactions that emit light, like a firefly. Second, we attached those light-emitting enzymes onto harmless virus particles, along with antibodies that bind to COVID proteins,” says Willson in the Royal Society of Chemistry’s journal Analyst.

The test now also can be read with a smartphone app. The group is also entertaining additional tests for other diseases.

“This technology can be used for detecting all kinds of other things, including flu and HIV, but also Ebola and biodefense agents, and maybe toxins and environmental contaminants and pesticides in food,” says Willson.

In addition to Willson, the original technology was explained in a paper with co-authors:

  • Katerina Kourentzi, University of Houston research associate professor of chemical and biomolecular engineering
  • Jacinta Conrad, Frank M. Tiller Associate Professor of Chemical and Biomolecular Engineering,
  • UH researchers Maede Chabi, Binh Vu, Kristen Brosamer, Maxwell Smith, and Dimple Chavan

Researcher Richard Willson says he was inspired by the glow-in-the-dark scars on his daughter's bedroom ceiling. Photo via UH.edu

Houston energy giant makes moves on emissions with Astros deal, new tech in the Permian Basin

Houston-based energy company Occidental is capturing a ton of attention with its carbon capture initiative.

Occidental’s carbon capture subsidiary, 1PointFive, recently said it’s developing a carbon capture and sequestration hub on a 55,000-acre site along the Gulf Coast in Southeast Texas. The hub will be able to hold about 1.2 million metric tons of carbon dioxide.

The Bluebonnet Hub, expected to be operating in 2026, will be located in Chambers, Liberty, and Jefferson counties near coastal refineries, chemical plants, and manufacturing facilities. Chambers County is the Houston metro area.

“This hub is located between two of the largest industrial corridors in Texas so captured CO2 can be efficiently transported and safely sequestered,” says Jeff Alvarez, president of sequestration at 1PointFive. “Rather than starting from scratch with individual capture and sequestration projects, companies can plug into this hub for access to shared carbon infrastructure.”

Home run on emissions

Another development at 1PointFive involves the Houston Astros baseball team.

The Astros recently agreed to buy CO2 removal credits from 1PointFive’s carbon capture plant being built in Ector County, whose county seat is Odessa. Under this deal, CO2 captured by the company’s equipment will be sequestered in underground saline reservoirs that aren’t affiliated with oil and gas production.

Over the next three years, the Astros will use the removal credits to help the team achieve a carbon-neutral footprint at Minute Maid Park.

“We remain committed to continuous improvement of our stadium for our fans, and purchasing carbon removal credits is an important investment for us,” Marcel Braithwaite, senior vice president of business operations for the Astros, says in a news release.

Progress in the Permian Basin

Furthermore, 1PointFive is making progress on its carbon capture plant being developed in West Texas’ Permian Basin. The company recently tapped Orlando, Florida-based Siemens Energy to supply two compressors for the plant, which is set to capture more than 500,000 metric tons of CO2 per year.

Vicki Hollub, president and CEO of Occidental, says in a news release that the Permian Basin plant will help meet the Paris Agreement’s Paris climate change goals and reduce global emissions.

The Permian Basin facility, with an estimated price tag of $800 million to $1 billion, is on track to open by late 2024.

The real estate challenges, opportunities Houston faces as hub for biotech, according to expert

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In the decade prior to COVID, when it came to early stage biotech companies establishing a foothold in Houston, space-wise, there were only a handful of options to choose from. Because of specialized equipment needs, including in many cases, the requirement for vent hoods, multiple sinks, and 24/7 air-conditioned space, traditional flex type projects were not a ready-made option. UH’s Technology Bridge offered those amenities, and while it worked for some, it was not intended as a permanent business home. Most emerging biotech firms found space that was a partial fit, and modified it to work (at their cost).

Houston’s Rise on the National Stage

For a variety of reasons, including its broad talent pool, lower cost of operations, and more favorable business climate, Houston has continued to attract biotech companies from other states. Following on the heels of new and expanding life science firms, and a supportive ecosystem, investor interest in building and purchasing properties to meet their specialized requirements has been a natural result. Unlike traditional office occupiers, lab users need physical space, and are not candidates for a hybrid or work from home model.

TMC Proximity Premium

Land costs inside Loop 610 have historically trended higher than suburban alternatives. For this reason, the newest projects completed near TMC like Helix Park and the planned Bioport are focused on much larger firms and institutions with the ability to commit to a long lease term and pay a premium rent. A second tier of real estate investors has also entered the market, however, purchasing nearby 80’s vintage projects, upgrading them, and repurposing the space to meet demand from mid-size or less creditworthy biotech companies. Existing small to mid-size tenants currently housed in these projects can expect to see bumps in both rent and expenses.

As an alternative to close-in options, but within a reasonable drive of the TMC, Pearland, Sugar Land and Stafford have increasingly become a location choice for biotech firms. Pearland’s EDC has targeted life science companies needing custom-built manufacturing facilities with economic incentives for some time. Lonza, Merit Medical, and formerly St. Paul-based Cardiovascular Systems are just three recent examples touted on their website.

Planning for Affordable Lab Space Options

Management teams for early stage companies are stretched thin, and are not always prepared for the time and money it takes to find and equip office/lab space.

Not all suburban landlords want to incur the sizeable costs for a customized build out, which can range between $40 and $200 per square foot. Entrepreneurs are also surprised by the 4-6 months of lead time it typically takes to identify space options, negotiate a lease, and permit and build the improvements (including the unexpected costs of bringing an older project in compliance with current energy and building codes).

However, with realistic expectations about these challenges, the good news is that once settled into a facility that is a fit, Houston’s emerging biotech companies can thrive and grow.

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Julie King is President of NB Realty Partners. She has mentored and provided commercial real estate advice to technology, biotech, and early-stage companies for over 23 years.