Industrial Organization: contemporary theory and practice (3rd edition)

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Industrial Organization: contemporary theory and practice (3rd edition)

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Title: Industrial Organization: contemporary theory and practice (3rd edition)


1
Industrial Organization contemporary theory and
practice (3rd edition)
  • Lynne Pepall
  • Dan Richards
  • George Norman

2
Introduction
  • How firms behave in markets
  • Whole range of business issues
  • price of flowers payment to be official sponsor
    of major events
  • which new products to introduce
  • merger decisions
  • methods for attacking or defending markets
  • Strategic view of how firms interact

3
  • How should a firm price its product given the
    existence of rivals?
  • How does a firm decide which markets to enter?
  • Incredible richness of examples
  • Microsoft/Netscape/Sun
  • ADM (collusion)
  • Toys R Us (exclusive dealing)
  • American Airlines (predatory pricing)
  • Merger wave
  • At the heart of all of this is strategic
    interaction

4
  • Rely on the tools of game theory
  • focuses on strategy and interaction
  • Construct models abstractions
  • well established tradition in all science
  • physics
  • engineering
  • are SUVs safe?
  • Do seat-belts/Volvos save lives?

5
The New Industrial Organization
  • The New Industrial Organization is something of
    a departure
  • theory in advance of policy
  • recognition of connection between market
    structure and firms behavior
  • Contrast pricing behavior of
  • grain farmers at first point of sale
  • gas stations Texaco, Mobil, Exxon
  • computer manufacturers
  • pharmaceuticals (proprietary vs. generics)

6
  • Do not say much about the internal organization
    of firms
  • vertical organization is discussed
  • internal contracts are not

7
Anti-trust Policy an overview
  • Developments in modern IO are sensitive to the
    policy context
  • Microsoft and ADM
  • highlight aspects of developments in policy/law
    and economic theory
  • Need for anti-trust policy recognized by Adam
    Smith (1776)
  • The monopolists, by keeping the market
    constantly understocked, by never fully supplying
    the effectual demand, sell their commodities much
    above the natural price.

8
  • People of the same trade seldom meet together,
    even for merriment or diversion, but the
    conversation ends in a conspiracy against the
    public, or in some contrivance to raise prices.
  • Sherman Act 1890
  • Section 1 prohibits contracts, combinations and
    conspiracies in restraint of trade
  • Section 2 makes illegal any attempt to
    monopolize a market
  • contrast per se rule
  • collusive agreements/price fixing
  • rule of reason
  • unreasonable conduct

9
  • Clayton Act (1914)
  • intended to prevent monopoly in its incipiency
  • makes illegal practices that may substantially
    lessen competition or tend to create a monopoly
  • Federal Trade Commission established in the same
    year
  • However, application affected by rule of reason
  • proof of intent
  • the law does not make mere size an offence or
    the existence of unexerted power an offence - it
    does not compel competition nor require all that
    is possible.

10
  • Robinson-Patman (1936)
  • prohibits price discrimination that is intended
    to lessen competition
  • intended to prevent aggressive price discounting
  • The Alcoa case (1945) was also important
  • 90 market share
  • expanded capacity in advance of market expansion
  • inferred anti-trust violation from structure and
    conduct without overt evidence
  • More relaxed attitude in last two decades
  • emergence of large firms merger waves
  • importance of global competition

11
The New Industrial Organization
  • Dissatisfaction with the structure-conduct-perform
    ance approach
  • collect profit data on firms in an industry
  • explain differences using information on size,
    organization, RD, financial leverage etc.
  • but what is the direction of causation?
  • The old IO has limited treatment of product
    differentiation
  • representative firm, little strategic interaction
  • New IO strategic decision-making (Hotelling)
  • scheduling of blockbuster and Disney movies
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