Abstract
The impact of Wal-Mart in lowering incumbents’ retail prices has been well documented by previous studies using reduced form models. This article uses a structural model to examine the pricing behavior and promotion responses of incumbent supermarkets to a rapid expansion of Wal-Mart Supercenters (WMS) using the Dallas–Fort Worth milk market as a case study. Empirical results verify that WMS expansion disciplines incumbent supermarkets by decreasing oligopoly power and numbing consumer responsiveness to promotion. In addition, WMS expansion lures away price-sensitive consumers, leaving incumbent supermarkets to face more price-inelastic but lower demands for milk.
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Notes
Promotions and advertising are very closely related and, as Scott Morton (2000) points out, in some industries, it is difficult to distinguish them. We will use promotions as an umbrella term.
Note that supermarkets in the area had been exposed to a failed Wal-Mart concept: Hypermart USA. Conversion of Hypermarts to Supercenters may have facilitated their rapid growth.
However, we do control for the endogeneity of WMS with milk gallons sold by the incumbents, which we discuss in Sect. 4.
Following Cabral (2000), Cournot (c.f. Bertrand) competition seems an appropriate model assumption for several reasons: (1) milk is a commodity, thus on aggregate, the milk market is a homogeneous product market; (2) milk is a perishable (i.e., non-storable in its fluid form) product, thus capacity constraints are unlikely to play a role in strategic decisions; and (3) marginal cost pricing does not seem to be an appropriate assumption given that the market is characterized by few, large incumbents in a location where supermarkets have been found less likely to be competitive (Barnes et al. 1996). Under Bertrand competition with homogeneous products and no capacity constraints, price falls to marginal cost and the lowest-priced milk captures the entire market. The model described herein treats the degree of competitive behavior as an empirical issue. Later, we allow for the possibility of supermarket price-cutting strategies generated by residual demand and collusion shocks generated by Wal-Mart’s expansion.
Spectra Marketing is a sister company of the Nielsen Company. All marketing data were obtained from the Zwick Center for Food and Resource Policy at the the University of Connecticut.
The retail wage rate for the Dallas/Fort Worth Metropolitan Statistical Area at the monthly level was unavailable.
Instrumentalization is theoretically based on small variations of the estimated parameters around the “true” value of those parameters, and in this context the variations need only be of the first order. For small sample sizes, like the one in this study, however, higher-order variations may assume greater importance (Bowden and Turkington 1990).
The mean number of WMS in our sample is 11.6. We instead use 12 as the rounded mean for calculations, as the interpretation of 11.6 WMS is unclear.
There are significant other possible reasons for consumers to remain shopping at traditional retail formats. For example, distance from the home or workplace, lack of public transportation, avoidance of the sheer size of WMS (Bonanno and Lopez (2012)), or even socio-political bias against Wal-Mart (Ingram et al. 2010). These are beyond the scope of this study.
The transmission of the CCFM price to the retail price is $1.31 and is significant at the 1 % level. In some studies, the transmission of the primary input price can reflect market power. Here, we focus on other measures to infer the competitive nature of the market.
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Acknowledgments
We are grateful to two anonymous journal referees for helpful comments that improved the manuscript and to the Zwick Center for Food and Resource Policy for providing the IRI scanner data used in this research. We would also like to thank Professors Jean-Paul Chavas, Kyle Stiegert, and Guanming Shi of the University of Wisconsin and Vardges Hovhannisyan for their insightful suggestions on an earlier draft. We are, however, solely responsible for any remaining errors. We acknowledge funding from USDA NIFA grant 2010-34178-207066.
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Appendix: Deriving the estimating equations
Appendix: Deriving the estimating equations
This appendix gives the derivation of the equations to be estimated. Each supermarket, \(i=1,...,N\), chooses quantity, \(q_{i},\) and promotion expenditures, \(m_{i},\) to maximize
which has as necessary conditions for maximization,
and
The derivation for the estimating equation of price is given by the first necessary condition. Multiplying the first term by \(\frac{Q}{Q}\) yields
letting \(\eta =\frac{\partial Q}{\partial P}\frac{1}{Q}\) and \(\theta _{j}=\theta _{i}=\frac{\partial Q}{\partial q_{i}}\frac{q_{i}}{Q}\), and aggregating across firms yields the following equation to be estimated:
The derivation for the estimating equation of marketing mix is given by the second first-order condtion. Multiplying the first term by \(\frac{Q}{Q}\frac{m_{i}}{m_{i}}\) and the second term by \(\frac{m_{i}}{m_{i}}\frac{q_{i}}{q_{i}}\) yields
letting \(\varepsilon =\frac{\partial Q}{\partial m}\frac{1}{Q}\) and \(\psi =\frac{\partial m}{\partial m_{i}}m_{i}\), aggregating across firms, inverting, and normalizing marginal cost of marketing to one yields the following equation to be estimated
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Cleary, R.L.O., Lopez, R.A. Supermarket responses to Wal-Mart Supercenter expansion: a structural approach. Empir Econ 47, 905–925 (2014). https://doi.org/10.1007/s00181-013-0767-5
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DOI: https://doi.org/10.1007/s00181-013-0767-5