Resale platforms such as Swappa and ThredUP, which provide a channel for product‐holders to sell used products, have become common. Interestingly, in the presence of resale platforms, some firms, such as Apple, set lower rebates for the trade‐in‐for‐upgrade (TU) mode instead of implementing the trade‐in‐for‐upgrade‐and‐cash (TUC) mode as Huawei does. In this paper, we build game‐theoretical models to explore how a firm should adjust its trade‐in strategy (e.g., choose pricing and mode selection between TU and TUC) in reaction to the emergence of third‐party resale platforms. We derive several insights. First, we find that using the TU mode helps to encourage consumer repurchases, whereas the TUC mode may have a greater promotion effect on consumers’ first purchases. Second, we show that in the TUC mode, the amount of the trade‐in rebate is not affected by the presence of the resale platform. Differently, in the TU mode, whether the firm should provide a more generous trade‐in rebate depends on the unit product cost when the resale platform is present. Third, in response to the resale platform, the firm should choose the TU mode to take advantage of the platform's promotion effect if the unit product cost is high and choose the TUC mode to avoid the platform's cannibalization effect if the unit product cost is low. To verify the robustness of our findings, we consider the effects of reduced consumer uncertainty and the dynamic pricing mechanism in the extended models. Our main findings concerning trade‐in rebate and mode selection remain valid.

The recent outbreak of Coronavirus disease 2019 (COVID‐19) has posed serious threats and challenges to global supply chain management (GSCM). To survive the crisis, it is critical to rethink the proper setting of global supply chains and reform many related operational strategies. We hence attempt to reform the GSCM from both supply and demand sides considering different pandemic stages (i.e., pre, during, and post‐pandemic stages). In this research paper, we combine a careful literature review with real‐world case studies to examine the impacts and specific challenges brought by the pandemic to global supply chains. We first classify the related literature from the demand and supply sides. Based on the insights obtained, we search publicly available information and report real practices of GSCM under COVID‐19 in nine top global enterprises. To achieve responsiveness, resilience, and restoration (3Rs), we then propose the “GREAT‐3Rs” framework, which shows the critical issues and measures for reforming GSCM under the three pandemic stages. In particular, the “GREAT” part of the framework includes five critical domains, namely, “government proactive policies and measures,” “redesigning global supply chains,” “economic and financing strategies under risk,” “adjustment of operations,” and “technology adoption,” to help global enterprises to survive the pandemic; “3Rs” are the outputs that can be achieved after using the “GREAT” strategies under the three pandemic stages. Finally, we establish a future research agenda from five aspects.