13 research outputs found

    On the complexity of strongly connected components in directed hypergraphs

    Full text link
    We study the complexity of some algorithmic problems on directed hypergraphs and their strongly connected components (SCCs). The main contribution is an almost linear time algorithm computing the terminal strongly connected components (i.e. SCCs which do not reach any components but themselves). "Almost linear" here means that the complexity of the algorithm is linear in the size of the hypergraph up to a factor alpha(n), where alpha is the inverse of Ackermann function, and n is the number of vertices. Our motivation to study this problem arises from a recent application of directed hypergraphs to computational tropical geometry. We also discuss the problem of computing all SCCs. We establish a superlinear lower bound on the size of the transitive reduction of the reachability relation in directed hypergraphs, showing that it is combinatorially more complex than in directed graphs. Besides, we prove a linear time reduction from the well-studied problem of finding all minimal sets among a given family to the problem of computing the SCCs. Only subquadratic time algorithms are known for the former problem. These results strongly suggest that the problem of computing the SCCs is harder in directed hypergraphs than in directed graphs.Comment: v1: 32 pages, 7 figures; v2: revised version, 34 pages, 7 figure

    Brand advertising competition across economic cycles’

    No full text
    This study investigates how brands’ responses to competitors’ advertising actions change over the business cycle. In an empirical analysis of advertising activity by 105 brands in six consumer packaged goods categories over 10 years in a market that experienced severe economic swings, we show that managers become more aggressive in contractions. Brands respond not only more often to competitors’ advertising but also more intensely. Different brands react in contractions. Brand leaders respond less often and intensely in bad times; by contrast, premium-tier brands seem to avoid competition in good times but aggressively defend their position in bad times, especially against cheaper competitors, which are more popular in contractions. We corroborate the validity of our findings through in-depth interviews with executives and introduce two useful metrics, aggressivity and receptivity, to map changes in brand competition in an industry when economic conditions change. Collectively, the findings show how managers can better anticipate competitive advertising reactions in good and bad economic times
    corecore