According to the recent rulings of the Federal Communications Commission (FCC), TV white spaces (TVWS) can now be accessed by secondary users (SUs) after a list of vacant TV channels is obtained via a geo-location database. Proper business models are therefore essential for database operators to manage geo-location databases. Database access can be simultaneously priced under two different schemes: the registration scheme and the service plan scheme. In the registration scheme, the database reserves part of the TV bandwidth for registered White Space Devices (WSDs). In the service plan scheme, the WSDs are charged according to their queries. In this paper, we investigate the business model for the TVWS database under a hybrid pricing scheme. We consider the scenario where a database operator employs both the registration scheme and the service plan scheme to serve the SUs. The SUs' choices of different pricing schemes are modeled as a non-cooperative game and we derive distributed algorithms to achieve Nash Equilibrium (NE). Considering the NE of the SUs, the database operator optimally determines pricing parameters for both pricing schemes in terms of bandwidth reservation, registration fee and query plans.
There are some works focus on the hybrid pricing of other limited resources. In @cite_23 . Wang et.al study the problem of capacity segmentation for two different pricing schemes for cloud service providers. One key difference between our work and @cite_23 is that the strategic SUs considered in our paper can dynamically choose between pricing schemes. While in @cite_23 , the users are pre-categorized into different pricing scheme before designing the pricing schemes.
@cite_23
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Cloud resources are usually priced in multiple markets with different service guarantees. For example, Amazon EC2 prices virtual instances under three pricing schemes -- the subscription option (a.k.a., Reserved Instances), the pay-as-you-go offer (a.k.a., On-Demand Instances), and an auction-like spot market (a.k.a., Spot Instances) -- simultaneously. There arises a new problem of capacity segmentation: how can a provider allocate resources to different categories of pricing schemes, so that the total revenue is maximized? In this paper, we consider an EC2-like pricing scheme with traditional pay-as-you-go pricing augmented by an auction market, where bidders periodically bid for resources and can use the instances for as long as they wish, until the clearing price exceeds their bids. We show that optimal periodic auctions must follow the design of m+1-price auction with seller's reservation price. Theoretical analysis also suggests the connections between periodic auctions and EC2 spot market. Furthermore, we formulate the optimal capacity segmentation strategy as a Markov decision process over some demand prediction window. To mitigate the high computational complexity of the conventional dynamic programming solution, we develop a near-optimal solution that has significantly lower complexity and is shown to asymptotically approach the optimal revenue. We study a model of congestible resources, where pricing and scheduling are intertwined. Motivated by the problem of pricing cloud instances, we model a cloud computing service as linked @math queuing systems where the provider chooses to offer a fixed pricing service, a dynamic market based service, or a hybrid of both, where jobs can be preempted in the market-based service. Users (jobs), who are heterogeneous in both the value they place on service and their cost for waiting, then choose between the services offered. Combining insights from auction theory with queuing theory we are able to characterize user equilibrium behavior, and show its insensitivity to the precise market design mechanism used. We then provide theoretical and simulation based evidence suggesting that a fixed price typically, though not always, generates a higher expected revenue than the hybrid system for the provider. We study a stylized revenue maximization problem for a provider of cloud computing services, where the service provider (SP) operates an infinite capacity system in a market with heterogeneous customers with respect to their valuation and congestion sensitivity. The SP offers two service options: one with guaranteed service availability, and one where users bid for resource availability and only the “winning” bids at any point in time get access to the service. We show that even though capacity is unlimited, in several settings, depending on the relation between valuation and congestion sensitivity, the revenue maximizing service provider will choose to make the spot service option stochastically unavailable. This form of intentional service degradation is optimal in settings where user valuation per unit time increases sub-linearly with respect to their congestion sensitivity (i.e., their disutility per unit time when the service is unavailable) – this is a form of “damaged goods.” We provide some data evidence based on the analysis of price traces from the biggest cloud service provider, Amazon Web Services. The public cloud "infrastructure as a service" market possesses unique features that make it difficult to predict long-run economic behavior. On the one hand, major providers buy their hardware from the same manufacturers, operate in similar locations and offer a similar menu of products. On the other hand, the competitors use different proprietary "fabric" to manage virtualization, resource allocation and data transfer. The menus offered by each provider involve a discrete number of choices (virtual machine sizes) and allow providers to locate in different parts of the price-quality space. We document this differentiation empirically by running benchmarking tests. This allows us to calibrate a model of firm technology. Firm technology is an input into our theoretical model of price-quality competition. The monopoly case highlights the importance of competition in blocking "bad equilibrium" where performance is intentionally slowed down or options are unduly limited. In duopoly, price competition is fierce, but prices do not converge to the same level because of price-quality differentiation. The model helps explain market trends, such the healthy operating profit margin recently reported by Amazon Web Services. Our empirically calibrated model helps not only explain price cutting behavior but also how providers can manage a profit despite predictions that the market "should be" totally commoditized.