Does Geopolitical Risks Predict Stock Returns and Volatility of Leading Defense Companies? Evidence from a Nonparametric Approach

Abstract

We use the k-th-order nonparametric causality test at monthly frequency over the period of 1985:1 to 2016:06 to analyze whether geopolitical risks can predict movements in stock returns and volatility of 24 global defense firms. The nonparametric approach controls for the existing misspecification of a linear framework of causality, and hence, the mild evidence of causality obtained under the standard Granger tests cannot be relied upon. When we apply the nonparametric test, we find that there is no evidence of predictability of stock returns of these defense companies emanating from the geopolitical risk measure. However, the geopolitical risk index does predict realized volatility in 50% of the companies. Our results indicate that while global geopolitical events over a period of time is less likely to predict returns, such global risks are more inclined in affecting future risk profile of defense firms.     

新型教学模式下教学路径探讨——基于本科教育“四个回归”

实现本科教育的“四个回归”,是新时代背景下高等本科教育教学改革应该完成的目标。要围绕学生的主体地位来建构新型教学模式下教学路径中的学生角色。学生刻苦学习是学生主体学习地位的基础,实行一定比例的淘汰制是学生刻苦学习的重要保证,助力实现“回归常识”。在教师主导课程学习的过程中,要以学生究竟能学到什么和事实上学到什么作为衡量教学效果的标准,助力实现“回归本分”。课程全过程评价方式是动态全方面的评价方式,改变了目的性极强的单一期末考试评价机制,打破了期末考试一考定成绩的传统做法,助力实现“回归初心”和“回归梦想”。     

The financial performance of aircraft manufacturers during world war II: the vicissitudes of war

Controversy has long surrounded the role and profitability of US defense contractors. From a financial perspective the question becomes whether defense contractors earn greater profits and investor returns than other companies during military conflicts. We explore this question by examining the accounting profitability and investor returns of US aircraft manufacturers before, during, and after World War II and compare them to a sample of non-defense firms. We also examine the reactions of aircraft stock prices to important political and military events of the time. We find that (1) aircraft stocks exhibited positive abnormal returns around events associated with defense buildups and outbreaks of hostile action and negative returns around events signaling an end to hostilities, (2) the company’s accounting returns improved during the war but these higher accounting returns did not translate into higher stock returns for the shareholders, and (3) investors could have earned higher stock returns had they switched out of aircraft stocks after Pearl Harbor and reinvested the proceeds in the overall market.     

Retailer's rationale to refuse consumer returns in supply chains

While accepting consumer returns has long been proposed as a solution to resolve the consumer valuation uncertainty problem, there are still a sizable portion of retailers who insist on a “no return” policy. In this article, we offer an economic rationale for these seemingly unreasonable strategies in a supply chain context. We demonstrate when and why the retailer may benefit from refusing consumer returns, even though offering consumer returns allows the supply chain to implement the expostmarket segmentation. Granting the retailer the right to refuse consumer returns may sometimes improve supply chain efficiency: it eliminates the manufacturer's attempt to induce inefficient consumer returns and bring the equilibrium back to that in the vertically integrated benchmark. We also find that the refund and the retail price can move in the opposite directions when product reliability varies, and consumer returns have a nontrivial impact on the quality choice. © 2015 Wiley Periodicals, Inc. Naval Research Logistics 62: 686–701, 2015     

Return policy: Hassle‐free or your money‐back guarantee?

This article compares the profitability of two pervasively adopted return policies—money‐back guarantee and hassle‐free policies. In our model, a seller sells to consumers with heterogeneous valuations and hassle costs. Products are subject to quality risk, and product misfit can only be observed post‐purchase. While the hassle‐free policy is cost advantageous from the seller's viewpoint, a money‐back guarantee allows the seller to fine‐tune the consumer hassle on returning the product. Thus, when the two return policies lead to the same consumer behaviors, the hassle‐free policy dominates. Conversely, a money‐back guarantee can be more profitable even if on average, high‐valuation consumers experience a lower hassle cost than the low‐valuation ones. The optimal hassle cost can be higher when product quality gets improved; thus, it is not necessarily a perfect proxy or signal of the seller's quality. We further allow the seller to adopt a mixture of these policies, and identify the concrete operating regimes within which these return policies are optimal among more flexible policies. © 2014 Wiley Periodicals, Inc. Naval Research Logistics 61: 403–417, 2014     

Coordination mechanisms for a three‐stage reverse supply chain to increase profitable returns

In this article, we consider a generic electronic product that can be remanufactured or recycled at the end of its life cycle to generate new profit. We first describe the product return process and then present a customer segmentation model to capture consumers' different behaviors with respect to product return so that the retailer can work more effectively to increase the return volume. In regard to the collaboration between the retailer and the manufacturer, we explore a revenue‐sharing coordination mechanism for achieving a win‐win outcome. The optimality and sensitivity of the critical parameters in four strategies are obtained and examined both theoretically and numerically, which generate insights on how to manage an efficient consumer‐retailer‐manufacturer reverse supply chain, as well as on the feasibility of simplifying such a three‐stage chain structure. © 2012 Wiley Periodicals, Inc. Naval Research Logistics, 2013     

案例教学法在消费心理学课程中的运用与研究

《消费心理学》是一门应用性较强的学科,为提高教学效果,在课程中运用案例教学法是十分必要的。本文介绍了怎样在《消费心理学》课程中运用案例教学的策略,并分析了该课程实施案例教学的效果以及应注意的问题。     

How Different Terrorist Attacks Affect Stock Markets

Terrorist attacks adversely affect the Pakistani stock market. However, such effect is short-lived: the market recovers from terrorist shocks in one day. The impact of attack depends on the locations and types of attack. The more severe the attack (i.e. more people killed), the more negative is the KSE-100 index return. Most interestingly, stock market contains information about future attacks. In sum, different tactics of terrorists have varied effects on financial markets, which in turn can predict terrorist attacks.     

Nonlinear pricing with consumer satiation

In various scenarios, consumers may become satiated with products, and the degree of satiation is directly associated with their prior experiences. Confronted with consumer satiation, the seller is unable to either identify consumers who have a higher likelihood of being satiated ex ante or distinguish satiated from non‐satiated consumers ex post. Therefore, the seller should address dynamic selling, valuation uncertainty, and quantity decisions, all of which are important operational issues. We consider a two‐period problem in which consumer types are influenced by their prior consumption experiences. Faced with these consumers, the seller intends to optimize quantities and adjust the prices of the products in each period to maximize revenue. We find that the seller may reduce ex ante production quantity as some consumers become satiated. Moreover, the ex ante quantity is first decreasing and then increasing with regard to the satiation rate. Furthermore, two‐period information asymmetries may provide a rationale for upward distortion in quantity when consumer preferences are highly sensitive to first‐period consumption. © 2016 Wiley Periodicals, Inc. Naval Research Logistics 63: 386–400, 2016     

Selling to strategic and loss‐averse consumers: Stocking,procurement, and product design policies

Motivated by the presence of loss‐averse decision making behavior in practice, this article considers a supply chain consisting of a firm and strategic consumers who possess an S‐shaped loss‐averse utility function. In the model, consumers decide the purchase timing and the firm chooses the inventory level. We find that the loss‐averse consumers' strategic purchasing behavior is determined by their perceived gain and loss from strategic purchase delay, and the given rationing risk. Thus, the firm that is cognizant of this property tailors its inventory stocking policy based on the consumers' loss‐averse behavior such as their perceived values of gain and loss, and their sensitivity to them. We also demonstrate that the firm's equilibrium inventory stocking policy reflects both the economic logic of the traditional newsvendor inventory model, and the loss‐averse behavior of consumers. The equilibrium order quantity is significantly different from those derived from models that assume that the consumers are risk neutral and homogeneous in their valuations. We show that the firm that ignores strategic consumer's loss‐aversion behavior tends to keep an unnecessarily high inventory level that leads to excessive leftovers. Our numerical experiments further reveal that in some extreme cases the firm that ignores strategic consumer's loss‐aversion behavior generates almost 92% more leftovers than the firm that possesses consumers’ loss‐aversion information and takes it into account when making managerial decisions. To mitigate the consumer's forward‐looking behavior, we propose the adoption of the practice of agile supply chain management, which possesses the following attributes: (i) procuring inventory after observing real‐time demand information, (ii) enhanced design (which maintains the current production mix but improves the product performance to a higher level), and (iii) customized design (which maintains the current performance level but increases the variety of the current production line to meet consumers’ specific demands). We show that such a practice can induce the consumer to make early purchases by increasing their rationing risk, increasing the product value, or diversifying the product line. © 2015 Wiley Periodicals, Inc. Naval Research Logistics 62: 435–453, 2015