Part 2 : Structural Analysis of the industry - II.1 Determinants of seller concentration SLIDESHOW 6 Flashcards

1
Q

What are the relevant factors associated with seller concentration?

A

1\ Economies of scale
2\ Entry and exit barriers
3\ Regulation
4\ Scope for discretionary sunk cost investment (ad and R&D)
5\ stage reached in the industry’s life cycle
6\ firm’s distinctive capabilities & core competencies

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2
Q

What does it mean to produce and enjoy economies of scale?

A

Operating at the Minimum Efficient Scale???

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3
Q

What are the effects of entry and exit on seller concentration?

A

Entry : reduce concentration

Exit : increase concentration

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4
Q

What does it mean to have an industry with scope for ad, product differentiation and R&D?

A

Raised entry barriers, larger MES and increased seller concentration

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5
Q

How do older industries increase concentration?

A

Economies of scale or collusions and mergers.

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6
Q

What are the distinctive capabilities of a firm?

A

1\ architecture –> competitive edge
2\ innovation
3\ reputation

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7
Q

What does the combination size of multiple firms allow?

A

Cost savings

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8
Q

What are the different types of cost savings?

A

1\ Rationalization
2\ Economies of scale
3\ R&D
4\ Purchasing economies –> increase in bargaining power (extract lower prices from upstream suppliers)
5\ Productive inefficiency and organizational slack

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9
Q

What are the 2 productive inefficiency types?

A

1\ Technical inefficiency –> fail to achieve maximum output technically feasible given the set of inputs employed
2\ Economic inefficiency –> fail to employ the most cost-effective combination of inputs given the current levels of factor prices

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10
Q

How can economies of scale be realised?

A

Through internal expansion

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11
Q

What are merger-specific gains?

A

Synergies, they include gains arising from the integration of specific hard-to-trade assets owned by the merging firms

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12
Q

Give examples of merger-specific gains

A

1\ Coordination of joint operations
2\ sharing of complementary skills
3\ Improved interoperability
4\ Network configuration

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13
Q

What does create uncertainty in strategic planning?

A

Interdependence

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14
Q

How is it possible to reduce uncertainty?

A

By colluding (explicitly or tacitly)

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15
Q

How do usually horizontal mergers happen?

A

Significantly undervalue the acquired firm. Moreover, most of mergers didn’t lead to an increase in the profitability of the merged organization

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