Loss Leading as an Exploitative Practice

Large retailers, enjoying substantial market power in some local markets, often compete with smaller retailers who carry a narrower range of products in a more efficient way. We find that these large retailers can exercise their market power by adopting a loss-leading pricing strategy, which consists of pricing below cost some of the products also offered by smaller rivals, and raising the prices on the other products. In this way, the large retailers can better discriminate multi-stop shoppers from one-stop shoppers — and may even earn more profit than in the absence of the more efficient rivals. Loss leading thus appears as an exploitative device, designed to extract additional surplus from multi-stop shoppers, rather than as an exclusionary instrument to foreclose the market, although the small rivals are hurt as a by-product of exploitation. We show further that banning below-cost pricing increases consumer surplus, small rivals’ profits, and social welfare. Our insights apply generally to industries where a firm, enjoying substantial market power in one segment, competes with more efficient rivals in other segments, and procuring these products from the same supplier generates customer-specific benefits. They also apply to complementary products, such as platforms and applications. There as well, our analysis provides a rationale for below-cost pricing based on exploitation rather than exclusion.loss leading, exploitative practice, retail power

Advocacy Coalition Framework Lens on Pressing Healthcare Issues

In deciding how to interpret and understand public policy, many experts use theories and frameworks to justify their reasoning. One of the most common avenue of viewing policy involves the advocacy coalition framework based on its broad applicability. This popular framework consists of banding like-minded individuals together into a coalition to advance the narrative by creating acceptable policies for their group. These coalitions normally include a wide range of professional backgrounds from interest groups, elected officials, researchers in academia. These groups utilize special events to influence subfields consisting of actors who decide the solutions for policy problems. Subfields normally are made up of key players employed in government institutions and private industrial groups who willingly agree to work toward a compromise with the goal to create policy acceptable for both sides (Cairney 2014) These coalitions influence the subfield in different ways through capitalizing on their influential power or by ignoring the alliances and mergers of the groups. This paper shall explore how advocacy coalition framework works for three pressing issues facing the healthcare industry. These three policies focus on drug pricing, heath data privacy and opioid liability. This paper will explore the policy in depth, provide historical context and the major players while outlining how the specific proposals fit in the framework as well as identifying the framework’s limitations with the policy

Loss Leading as an Exploitative Practice

Large retailers, enjoying substantial market power in some local markets, often compete with smaller retailers who carry a narrower range of products in a more efficient way. We find that these large retailers can exercise their market power by adopting a loss-leading pricing strategy, which consists of pricing below cost some of the products also offered by smaller rivals, and raising the prices on the other products. In this way, the large retailers can better discriminate multi-stop shoppers from one-stop shoppers — and may even earn more profit than in the absence of the more efficient rivals. Loss leading thus appears as an exploitative device, designed to extract additional surplus from multi-stop shoppers, rather than as an exclusionary instrument to foreclose the market, although the small rivals are hurt as a by-product of exploitation. We show further that banning below-cost pricing increases consumer surplus, small rivals' profits, and social welfare. Our insights apply generally to industries where a firm, enjoying substantial market power in one segment, competes with more efficient rivals in other segments, and procuring these products from the same supplier generates customer-specific benefits. They also apply to complementary products, such as platforms and applications. There as well, our analysis provides a rationale for below-cost pricing based on exploitation rather than exclusion.loss leading, exploitative practice, retail power

The Theory of Market Leaders, Antitrust Policy and the Microsoft Case

The New Economy, characterized by dynamic, global and innovative markets, requires a new way to approach many economic issues and also a new way to approach policymaking. This work will analyse a new approach toward competition policy based on recent progress in the theory of market leaders and discuss its implications with special reference to the markets in the New Economy, whose distinctive features, namely high fixed costs of R&D, less relevand marginal costs of production and network e?ects, require a di?erent approach from traditional markets. Close attention will be given to the software market, whose market leader has been (and still is) the subject of the attention of antitrust authorities around the world.The work is organized as follows. In Section1 I will present a brief overview of antitrust policy in US and EU and I will try to motivate the need for a new approach to competition policy, especially for the markets in the New Economy. Section 2 will survey traditional approaches to competition policy, while Section 3 will present the innovations associated with the theory of market leaders. Section 4 will apply the new approach to general issues of abuse of dominance with particular reference to the software market and to the Microsoft case. Section 5 will deal with bundling issues again with reference to the software market. Sections 6 will move to competition for the markets and to interoperability issues which are crucial for the dynamic markets of the New Economy. Section 7 concludes, while the Appendix contains some more technical results on the behaviour of market leaders.

Competition for Partners: Strategic Games in Wholesale International Roaming

High international roaming prices have puzzled and occupied analysts and regulators for quite a time. While on the retail side the problem seems to be well understood, and the high margins can be justified using Ramsey pricing logic, on the wholesale side the picture is not so clear. Recent contributions find reasons for regulation based on the existence of random traffic and on the bilateral nature of the wholesale deals, which raise the equilibrium prices even when operators can choose a preferred network. This paper intends to investigate whether or not those concerns are justified. This is done by modelling the bilateral roaming negotiations and extending the current models, assuming that home operators (the ones with a retail contract with the customer in its country of residence) can decide not only their preferred network in each visited country, but also the distribution of their outbound traffic among the visited operators. We find that when traffic steering is perfect the wholesale market is competitive, and that the lower prices are passed on to end users through competition for retail customers. The bilateral nature of international roaming wholesale deals is actually an additional source of competition on the retail market for mobile services because the roaming out traffic (the traffic of an operator's retail customers abroad) and the roaming in traffic (the traffic of foreign customers that an operator is able to attract) are directly linked. --

CSR, tax and development

This article explores and critically examines the connections between tax and development on the one hand and tax and corporate social responsibility (CSR) on the other. It does so because, while there is increasing recognition of the importance of taxation to efforts to resource the state and to finance ways of tackling poverty, there is a surprising lack of attention to tax avoidance and evasion as a CSR issue for transnational corporations operating in the South, even among those companies that pride themselves on being CSR leaders. We review evidence of these trends, provide an empirical analysis of how leading firms deal with tax in their corporate reporting and make the case for including taxation as a new frontier in progressive CSR

On Profit-Maximizing Pricing for the Highway and Tollbooth Problems

In the \emph{tollbooth problem}, we are given a tree \bT=(V,E) with $n$ edges, and a set of $m$ customers, each of whom is interested in purchasing a path on the tree. Each customer has a fixed budget, and the objective is to price the edges of \bT such that the total revenue made by selling the paths to the customers that can afford them is maximized. An important special case of this problem, known as the \emph{highway problem}, is when \bT is restricted to be a line. For the tollbooth problem, we present a randomized $O(\log n)$-approximation, improving on the current best $O(\log m)$-approximation. We also study a special case of the tollbooth problem, when all the paths that customers are interested in purchasing go towards a fixed root of \bT. In this case, we present an algorithm that returns a $(1-\epsilon)$-approximation, for any $\epsilon > 0$, and runs in quasi-polynomial time. On the other hand, we rule out the existence of an FPTAS by showing that even for the line case, the problem is strongly NP-hard. Finally, we show that in the \emph{coupon model}, when we allow some items to be priced below zero to improve the overall profit, the problem becomes even APX-hard