Retail expansion is led by multi-store firms, which often mix two organizational forms: franchised and company-owned outlets (“franchising decisions”). The authors examine whether strategic considerations in entry and expansion play a role in organizational-form decisions, such as...

We study the relationship between aggressiveness and survival under the context of retail entry strategy. Using a dynamic game of entry, calibrated with novel monthly data about fast casual taco chains (Chipotle and Taco Cabana) in Texas (1993-2015), we conduct a series of simulations to explore...

Retailers may face uncertainty about the profitability of local markets, which provide opportunities for learning when making entry decisions. To quantify these informational benefits, I develop an empirical framework for studying dynamic retail entry with uncertainty and learning (from others)....

This paper offers a new identification strategy for disentangling structural state dependence from unobserved heterogeneity in preferences. Our strategy exploits market environments where there is a choice-consumption mismatch. We first demonstrate the effectiveness of our identification...

Under the context of a dynamic oligopoly model of entry and exit with two firms, we analytically derive a set of sufficient conditions for deterrence-motivated entry. In particular, the conceptual framework we present yields a set of testable hypotheses that can be conducted using inferred...

We develop a dynamic entry model of multi-store oligopoly with heterogeneous markets, and estimate it using data on hamburger chains in Canada (1970-2005). Because more lucrative markets attract more entry, firms appear to favor the presence of more rivals. Thus unobserved heterogeneity across...