Table of Links

• Abstract

  1. Reduce the company’s costs of changing prices (“menu cost”)
  2. Reduce customers’ “stress of uncertainty”
  3. Reduce societal fears of “shrinkflation, greedflation, and doubtflation"

• References

References

Cavallo, Alberto, Mariana Cal, and Carla Larangeira (2020), “Automercados Plaza’s: Surviving Venezuela’s Hyperinflation,” Harvard Business School Case Study, 721014-PDF-ENG.

Hanke, Steve and Nicholas Krus (2013), “World Hyperinflations,” in Handbook of Major Events in Economic History, Edited by Randall Parker and Robert Whaples (London: Routledge).

Levy, Daniel, Mark Bergen, Shantanu Dutta, and Robert Venable (1997), “The Magnitude of Menu Costs: Direct Evidence from Large US Supermarket Chains,” Quarterly Journal of Economics 112, 791–825. https://doi.org/10.1162/003355397555352.

Levy, Daniel, Shantanu Dutta, Mark Bergen, and Robert Venable (1998), “Price Adjustment at Multi-product Retailers,” Managerial and Decision Economics 19, 81–120. https://doi.org/10.1002/(SICI)1099-1468(199803)19:2<81::AIDMDE867>3.0.CO;2-W.

Moss, David, and Julio Rotemberg (1998), “German Hyperinflation of 1923,” Harvard Business School Case Study, 798048-PDF-ENG.

Snir, Avichai, Haipeng (Allan) Chen, and Daniel Levy (2021), “Stuck at Zero: Price Rigidity in a Runaway Inflation,” Economics Letters 204(C), July, 109885. https://doi.org/10.1016/j.econlet.2021.109885.