Abstract
Large retail grocery chains’ backward integration into distribution, procurement and production is controversial, and has received a lot of attention by both policy makers and market players. If a large retail chain for instance takes over scale intensive distribution activities to its own outlets from some suppliers, direct distribution from these suppliers to other retail chains might become more expensive (and could even initiate costly industry-wide backward integration). An interesting question is thus whether large retailers undertake backward integration mainly for efficiency reasons or whether they do so in order to gain a competitive advantage through raising the costs of the smaller rivals. Theory and econometric analyses are inconclusive. The current study uses semi-structured interviews to investigate managers’ views on this issue, and does not formally test different theories. However, the results clearly indicate that large retail chains gain a competitive advantage if they choose to backward integrate, but that their main motivation for choosing this strategy is to increase channel efficiency.
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Notes
Interestingly, a pull factor behind A&P’s backward integration seems to be that the company wanted to sell breakfast food products at a lower price than the one set by the dominant producer, Cream of Wheat (see https://en.wikipedia.org/wiki/The_Great_Atlantic_%26_Pacific_Tea_Company). Cream of Wheat’s use of resale price maintenance (RPM) was approved by District Court Judge Charles Hough, and contrasts sharply with the U.S. Supreme Court’s decision in the Dr. Miles v Park & Sons case.
Hviid and Olczak (2016) analyse how raising fixed costs may be used to exclude rivals.
Source market shares: AC Nielsen, 2014.
Source market shares: AC Nielsen, 2014, 2017.
During the last year, it has been a huge attention towards that REMA has a slight reduction in their market shares the first two quarters of 2017. At first glance, this also seems consistent with the size effects since their rivals NG and COOP have increased their market shares. However, we want to be careful with such an interpretation, since the loss of REMA in 2017 may also be explained by huge marketing campaigns that consumers have disliked.
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Acknowledgements
We are grateful to the interview participants, and to Nina Skage for helping us with contact information. Solfrid Mykland, Inger G. Stensaker, and Christine B. Meyer have provided useful comments and suggestions. Finally, we thank the Norwegian Competition Authority for financial support.
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Appendix
Appendix
Proof of Proposition 2
From Eqs. (1) to (5) in “Backward integration might be profitable even if own costs increase” section we find:
First, note that if there is no size effect, β = 0, firm 1 is indifferent between backward integration or not. In this case, if firm 1 chooses backward integration, this gives rise to a competitive advantage over firm 2 as long as Δ1 > 0. However, under the spatial demand set-up, firm 2 would reduce its price accordingly to nullify the profit effect. Obviously, this neutrality result does not survive under alternative demand specification, but it allows us to scrutinize the specific properties of the size effects of the present model.
Therefore, let us concentrate on β > 0. We now observe that (6) is negative if Δ1 = 0. Furthermore, we directly observe (6) is increasing in Δ1 as long as β > 0. The upper bound of Δ1 is given by the value that forecloses firm 2 from the market; i.e. Δ1 = 3 − 2β. Inserting for Δ1 = 3 − 2β into (6) we have
Consequently, there exists a critical value of Δ1, such that if \(\Delta_{1} \ge \Delta_{1}^{\text{crit}} > 0,\) then \(\pi_{1}^{\text{B}} - \pi_{1}^{\text{N}} \ge 0,\) and firm 1 prefers backward integration. QED.
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Bernes, H.S., Flo, I.M., Foros, Ø. et al. Raising rivals’ costs or improving efficiency? An exploratory study of managers’ views on backward integration in the grocery market. J Revenue Pricing Manag 18, 65–75 (2019). https://doi.org/10.1057/s41272-017-0136-7
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DOI: https://doi.org/10.1057/s41272-017-0136-7