Recent Developments at DG Competition: 2016/2017

The Directorate General for Competition at the European Commission enforces competition law in the areas of antitrust, merger control, and state aids. This year’s article provides first a general presentation of the role of the Chief Competition Economist’s team and surveys the main achievements of the Directorate General for Competition over 2016/2017. The article then reviews the economic work undertaken in one merger case between Dow/DuPont, which raised specific issues related to innovation, as well as in an antitrust case on parity clauses related to Amazon e-books.     

Guess what: It’s the settlements! Vertical integration as a barrier to efficient exchange consolidation

Exchanges and other trading platforms are often vertically integrated to carry out trading and settlement as one operation. We show that these vertical silos can prevent the full realization of efficiency gains from horizontal consolidation of trading and settlement platforms. When costs of settlement are private information, a merger of vertical silos cannot be designed to always ensure efficient trading and settlement after the merger. We also show, however, that efficiency can be guaranteed either by merging the trading platforms and delegating the operation of settlement platforms to independent agents or by forcing competition across vertical silos through cross-listings.     

WHAT CEREALS WILL INDONESIA STILL IMPORT IN 2020?

Most existing projection models forecast that Indonesia will become a net importer of increasing amounts of basic cereals such as rice, maize and wheat, implicitly providing grounds for the government's continuing pursuit of food self-sufficiency at any cost. A growing urban population, increases in income per capita, trends in planted area and new technologies are determining factors used in these models. The present paper employs a scenario approach based on a combination of time-series models, qualitative assessments and a cross-country analogy with Malaysia to build a picture of likely food cereal production and consumption patterns in 2020. Consequent levels of imports are calculated and estimates of their weight in the Indonesian economy are presented, comparing four periods: 1975, 1990, 2005 and 2020. These estimates are then used in considering policy issues related to food security and self-sufficiency.     

Incorporating disounted cash flow contours onto a bcg portfolio matrix using limit pricing

Little or no attempt has been made to integrate the tools of financial investment appraisal with that of corporate strategy, despite the centrality of both of these disciplines in corporate resource allocation. This paper offers one approach which sets out, through a computer model, to explore the location of DCF values on a strategic portfolio matrix. The modelling took the BCG matrix as the basis of its text together with BCG's own assumption. It was found that the resulting DCF contours suggests a different emphasis compared with BCG's investment advice based on the matrix. The authors do not pretend, however, that the model provided is an immediate, more rigorous, solution to practical strategic analysis. Nor do they argue that the BCG advice may not be appropriate under a wider set of assumptions. The model is offered as suggesting one direction in which work might be conducted in order to link financial investment appraisal with strategic analysis portfolios in order gradually to convert the very general advice usually offered by the use of such matrices to a more precise form.     

How management teams can have a good fight

Top-level managers know that conflict over issues is natural and even necessary. Management teams that challenge one another's thinking develop a more complete understanding of their choices, create a richer range of options, and make better decisions. But the challenge--familiar to anyone who has ever been part of a management team--is to keep constructive conflict over issues from degenerating into interpersonal conflict. From their research on the interplay of conflict, politics, and speed in the decision--making process of management teams, the authors have distilled a set of six tactics characteristic of high-performing teams: They work with more, rather than less, information. They develop multiple alternatives to enrich debate. The establish common goals. They make an effort to inject humor into the workplace. They maintain a balanced corporate power structure. They resolve issues without forcing a consensus. These tactics work because they keep conflict focused on issues; foster collaborative, rather than competitive, relations among team members; and create a sense of fairness in the decision-making process. Without conflict, groups lose their effectiveness. Managers often become withdrawn and only superficially harmonious. The alternative to conflict is not usually agreement but rather apathy and disengagement, which open the doors to a primary cause of major corporate debacles: groupthink.     

Optimal contracts in a dynamic costly state verification model

Summary. This paper describes optimal contracts in a dynamic costly state verification model with stochastic monitoring. An agent operates a risky project on behalf of a principal who can observe the projects revenues at a cost. We show that an optimal contract exists such that, at any history, either the principal claims the projects entire revenues or promises to claim nothing in the future. In particular, the agents expected income rises with time. Moreover, except in at most one period, the principal claims all revenues when audit occurs. We provide conditions under which all optimal contracts satisfy these properties.Received: 4 February 2004, Revised: 4 June 2004, JEL Classification Numbers: D8, C7. Correspondence to: Cyril MonnetWe wish to thank Patrick Bolton, Vitor Gaspar, Mark Guzman, Martin Hellwig, Narayana Kocherlakota, Thorsten Koeppl, Albert Marcet, Benny Moldovanu, Ernst-Ludwig von Thadden and seminar participants at the University of Mannheim, the University of Minnesota, the Society for Economics Dynamics Meetings in New York and the Society for the Advancement in Economic Theory in Rhodos for helpful comments and discussions. The views expressed herein are those of the authors and may not reflect the views of the European Central Bank, the Eurosystem, the Federal Reserve Bank of Dallas or the Federal Reserve System.