Using individual driving behavior (from sensor data) and other information for UBI adopters, we estimate the relationship from being enrolled and monitored in the UBI program and changes in the driving behavior of UBI customers.

Sleepiness, the subjective feeling of the propensity to fall asleep, is a common, everyday experience that can be induced by various factors, such as sleep quality, sleep deprivation, ingestion of certain substances, or belief about how much sleep a person needs. Despite its prevalence, sleepiness and its influence on consumption behavior have rarely been linked in the research to date. The present research helps fill this void by uncovering the novel impact of sleepiness on consumer variety-seeking behavior. The studies, using various methods and all involving consequential choices, revealed that sleepier consumers tended to seek more variety. The driver of this effect was found to be a need for arousal to maintain wakefulness. The authors also show that variety-seeking behavior is effective in partially reducing sleepiness. The effect of sleepiness on variety seeking uncovered in this research is somewhat nonintuitive, in the sense that, a priori, one might expect sleepiness to be more likely to decrease rather than increase exploratory behavior. The authors discuss implications of the findings for different research areas and for marketing practice.

Movies vary widely in appeal, star power, cost, and other elements, and therefore, each might be expected to charge a different price. Multiplexes, however, typically charge the same price for all movies, except for such premium formats as 3D, a choice that has puzzled managers and researchers. Because of data limitations, minimal empirical work has directly addressed this issue. In Hong Kong, however, prices vary both within and across multiplexes. Using daily ticket prices and attendance by theater and movie, the authors empirically examine the potential gains from differentiated movie-specific pricing as well as the increasingly common two-tier (2D/3D) uniform pricing, as compared with a full uniform pricing strategy in which a theater charges the same price for all its movies. Their results show that differential pricing leads to higher profits than the two-tier uniform pricing practice, but that the improvement is limited. In contrast, the gains are substantial when compared with the full uniform pricing strategy, suggesting that only minimal differentiation (2D/3D) may obtain most of the gains available from fully differentiated prices.