Coopetition in Platform-Based Retailing: On the Platform’s Entry II: In the Protective Regime the Seller Underinvests to Deter Entry for Intermediate Product Base ValuesResearch Paper
Motivation
Online marketplaces such as Amazon are both the storefront of third-party sellers and a retailer in their own right. A platform that observes how well a seller's product sells can later launch a competing product in the same space, and empirical work finds that it does so selectively: Zhu and Liu (2018, Strategic Management Journal) report that Amazon is more likely to enter product spaces with high sales and ratings. A seller who anticipates this faces a strategic choice about how much to invest in her product before the platform decides.
Qi, Song and Xiao (Management Science, 2025) model this interaction as a two-stage game and ask how the seller's investment responds to the threat of entry. Their answer depends on whether the seller ultimately benefits from the platform's entry, which can happen through spillovers: the platform's own investment in the product space also raises the value of the seller's product. This mission formalizes the case in which the seller does not want the platform to enter, the protective regime, and the paper's characterization of her optimal effort there (Proposition 3).
Setting
The parameters are a degree of spillover , a referral rate (the share of the seller's revenue paid to the platform), a competition intensity , the seller's effort-cost coefficient , and the platform's fixed entry cost . The platform's own cost coefficient is normalized to .
In the first stage the seller's product has base value ; she chooses an effort at cost , raising the value to , and sells a quantity at price , keeping the fraction of revenue. In the second stage the platform, having inferred , decides whether to enter. If it does, it invests in the product space and the two compete in quantities.
The paper reduces the second stage to closed forms. Write for the left side of condition (5),
which says that the seller stays in the market after entry and is assumed throughout. With an explicit polynomial denominator , set (equation (8)). The seller's two-stage profits under non-entry and entry are
The platform enters iff the product value exceeds a threshold , where is a second explicit polynomial in (Proposition 1). Hence the seller's total profit is
The protective regime is ; there for every effort. The benchmark efforts and , equations (9)–(10), maximize and respectively.
Formalization targets
Goal: Proposition 3
In the protective regime, with defined by , there is such that an optimal effort is
and the optimal first-stage quantity is .
Milestones
- Proposition 1: under (5) and , and the platform's gain from entry is positive iff .
- Equations (9)–(10): and are the unique unconstrained maximizers.
- for when .
- With : .
- .
- Cases 1.1, 1.2 and 1.3 of the proof: optimality of each of the three efforts on its region.
Significance
The result identifies strategic underinvestment as the seller's response to an unwelcome entrant: for intermediate base values she chooses less effort than her first-best so that the product's value sits exactly at the entry threshold. For low base values no distortion is needed, and for high ones the required distortion costs more than entry does. This explains why a seller's investment may fall short of what her own costs and demand would justify, and it is the starting point of the paper's analysis of non-entry commitments (Proposition 5).
The result is proved in the paper; nothing here is open. No part of it is formalized. A machine-checked version adds a complete check of a proof that compresses several steps into "verifiable" remarks: the positivity of and the sign of under (5), and the single sign change of that defines .
Difficulty
The seller's objective is discontinuous at , so the first-order condition alone does not locate the optimum: the candidates are the two unconstrained maximizers and the cutoff, and which one wins depends on . The step that needs care is the existence of a single switching point : it requires comparing the value of the constrained non-entry problem with the unconstrained entry optimum as a function of , and showing that the comparison changes sign once. The polynomial sign facts behind , namely and on the parameter box under (5), are elementary but involve quartic polynomials in three variables.
Formalization scope
All quantities are real numbers. The standing ranges , , are hypotheses, as are condition (5) (assumed by the paper from p. 12 on) and (not stated by the paper, but presupposed by its formula for ; with the threshold degenerates to 0). Only the branch of and for which (5) holds is formalized; the paper's proof also covers the regime where (5) fails, with .
The closed forms (6), (7), the entry gain and are definitions taken from the paper. Their derivation from the second-stage Cournot game (Lemmas 1–2) is the subject of the companion mission On the Platform’s Entry I. The piecewise profit is the printed one, with the tie assigned to non-entry.
Efforts range over all of . This is the paper's implicit domain and it matters: the optimal effort is negative for some parameters (for instance , , and slightly above ), so a version restricted to would be false. "Optimal" means a global maximizer, with ties allowed; at two efforts are optimal and at the middle interval is empty.
Trivializing formalizations are ruled out: is pinned by its defining equation rather than chosen, every hypothesis is satisfiable (at , one has ), and the sign conditions keep from collapsing to a junk value of division or square root.
A complete development needs only real analysis of quadratics and polynomial inequalities on a box; contributions of reusable lemmas on maximizing concave quadratics under a threshold constraint are welcome.
Selected references
- L. Qi, H. Song, W. Xiao, Coopetition in Platform-Based Retailing: On the Platform’s Entry, Management Science, 2025. https://doi.org/10.1287/mnsc.2023.00260
- F. Zhu, Q. Liu, Competing with complementors: An empirical look at Amazon.com, Strategic Management Journal 39(10), 2018. https://doi.org/10.1002/smj.2932