Industrial Organization 07: Strategic Behaviors, Entry, Exit

Industrial Organization 07
Strategic Behaviors, Entry, Exit
Marc Bourreau
Telecom ParisTech
Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 1 / 56

Outline
1 Notion of entry barrier

Legal entry barriers
Structural entry barriers
Strategic entry barriers
2 Structural entry barriers and the relation between concentration and mar-
ket size
3 Strategic entry barriers and the notion of sunk costs
Stackelberg Model
Different strategies of entry deterrence
Fudenberg and Tirole taxonomy
4 Predatory strategies
The critics of the Chicago School
Reputation models
Signal models
An example of predation

Notion of Entry Barrier
Heterogeneity of Profit Margins
We observe a a high heterogeneity of the profit margins by sectors.
For examples, Bain (1951) provides the profits margin for different sectors for
the years 1935-1936:
Cigarettes: 14.4%
Cement: 5.4%
Leather: 0.8%
Dressmaking: 16%
Aeronautics: 20.8%
Typewriter: 15.8%
...

Entry Barriers
Why are profit margins so different from a sector to another?
Because it is more difficult to enter some markets rather than other?
Bain definition (1956) of entry barriers

It is what allow firms to make supranormal profit without risking entry.
Different types of entry barriers:

Legal barriers
Structural barriers
Strategic barriers

Legal Entry Barriers

The Government can create legal entry barriers:
Authorizations
Licenses
Patents
Example: the taxi licenses

Licences with strict quotas
Average value of a license around 50,000 euros in France
180,000 euros in Paris, 400,000 euros in Orly and Nice
→ Attali report (2008): "Freely grant, following a two year attribution process, a
nontransferable license to all enquirers registered at the end of 2007."

Structural Entry Barriers

Favorable elements to entry barriers in the market structure:
1 Economies of scale
2 Absolute cost advantages
3 Product differentiation
4 The needs of capital
Bain (1956) suggests also that active firms may modify their behavior when
they face a threat of entry.

Strategic Entry Barriers

Bain identifies three types of reaction to an entry threat:
blockaded entry
Active firms behave as if there were no threat of entry.
Deterred entry
The entry cannot be blocked. Active firms modify their behavior to prevent
competitors’ entry.
→ Strategic entry barriers
Accommodated entry
Active firms find it more profitable to let competitors enter rather than imple-
menting entry barriers (and modify their behavior to account for entry).

Examples of Reaction to Competitors’ Entry
The traditional air companies’ reaction to the entry of low-cost companies:

EasyJet, low-cost company launched in 1995, with the London-Lutton
airport as hub
In reaction to its entry on the route London-Amsterdam, KLM (40% of the
route) aligned its prices on the ones of easyJet
In 1997, British Airways launched its own low-cost company, "Go".
The subsidiary Go had for objective to directly compete with low-cost
companies: it should "quickly become a favorite with the budget traveler"
(British Airways CEO, Bob Ayling).
Finally bought in may 2002 by easyJet!
→ The reaction of active firms can widely vary.

Two Types of Strategic Entry Barriers

Some strategies will increase the fixed cost of entry for potential entrants:
Learning effects
Advertising expenses
R&D spending
...
Other strategies will affect the type of behavior in case of entry and therefore
the (gross) expected profit.
Excess capacity
Reputation of being a "tough" competitor
...

Structural Entry Barriers and Concentration
Market Size and Market Structure
Let’s assume a sector with n firms

Cost function: C = F + cqi → economies of scale: structural entry barriers
The demand is Q = (a − P)S
S is a measure of the market size
Firms compete à la Cournot (competition in quantity)
We can show that the equilibrium profit of a firm from the oligopoly is
2
a−c

π (n) = S − F.
n+1
At the equilibrium with free entry, we have

r
S
n? = (a − c) −1
F

We have r
? S
n = (a − c) −1
F
Relation between concentration and market size

The number of active firms at the equilibrium varies less than proportionally
with the market size.
For example, when we compare the same industries in France, Germany and
Belgium, we find that the concentration coefficients C4 are:
Comparable in France and in Germany
More important in Belgium than in France

Source: Cabral (2000).

Entry Costs and Market Structure
We have r
? S
n = (a − c) −1
F
Relation with the Minimum Efficient Scale (MES) ?
MES=smaller level of output such as the cost is minimised.
If we define more broadly the MES, such as the average cost equals d, then
F
MES =
d−c
Therefore, the number of active firms decreases when the MES increases.

Entry Costs and Market Structure
Examples of MES (Source: Scherer and Ross, 1990):

Strategic Entry Barriers A Model of Strategic Entry Barriers
DuPont and the Titanium Dioxide
The titanium dioxide: a pigment used to make paint, paper...

In 1970, 7 firms in the industry: DuPont and 6 smaller firms
DuPont used a different input from its competitors
In 1970, a high increase in the input price of its competitors gave an im-
portant cost advantage to DuPont (lower cost of 44% in 1972)
DuPont decided to use this competitive advantage to discourage the de-
velopment (or entry) of its competitors by increasing its production ca-
pacities
DuPont market share increased from 30% in 1972 to 55-60% at the end of
the 70s
In 1985, 5 of DuPont competitors had left the market

A Model of Strategic Entry Barriers
Stackelberg model (1934):

Two firms: firm 1 (active firm) and firm 2 (potential entrant)
Firm 1 chooses a level of "capital" (capacity, quantity) K1
Firm 2 observes K1 and chooses its level of capital, K2
We assume that profits are given by
Π1 (K1 , K2 ) = K1 (1 − K1 − K2 )
and
Π2 (K1 , K2 ) = K2 (1 − K1 − K2 )
We have Πij < 0 and Πiij < 0.
We focus on the incentive for firm 1 to prevent firm 2 from entering the market.

Without Entry Fixed Cost
If firm 1 chooses a capital K1 , the best response of firm 2 consists in choosing
1 − K1
K2 = R2 (K1 ) =
2
so firm 1 maximizes
1 − K1

Π1 = K1 1 − K1 −
2
Nash Equilibrium
We have: K1? = 1/2, K2? = 1/4, Π?1 = 1/8 and Π?2 = 1/16.

Without Entry Fixed Cost
Comparison of a sequential game equilibrium (Stackelberg) and a simultaneous

game equilibrium (Cournot)
Sequential game
We have: K1? = 1/2, K2? = 1/4, Π?1 = 1/8 and ¶?2 = 1/16.
vs.
Simultaneous game
We have: K1? = 1/3, K2? = 1/3, Π?1 = 1/9 and Π?2 = 1/9.
How can we interpret firm 1’s strategy in the sequential game?

Importance of Commitment
In the sequential game, after firm 2 has chosen its level of capital (K2 = 1/4),
firms 1 would benefit from reducing its own capacity!
1 − 1/4 3
R1 (1/4) = = < 1/2.
2 8
→ If firm 1 could reduce its level of capital, it will do it.
But expecting this reaction, firm 2 would choose to increase its level of capital.
We talk about commitment and irreversible investment. Examples: "to burn

bridges".
Here: the dissuation by excess capacity is credible if the costs of capacity are
high and sunk.

Optimal Reaction to an Entry Threat
If we introduce a fixed cost of entry f , the entrant profit becomes:
K2 (1 − K1 − K2 ) − f si K2 > 0
(
Π (K1 , K2 ) =
2
0 si K2 = 0
If f < 1/16 and if firms 1 and 2 choose the same levels of capacity as in the
sequential game, firm 2 enters:
1 1 1

Π2 , = −f >0
2 4 16

But firms 1 can have incentives to increase its level of capacity above 1/2 to
prevent firm 2 from entering.
For this, firm 1 should choose K1 such as
max K2 (1 − K1 − K2 ) − f ≤ 0
K2
with p
K1 ≥ K1d (f ) = 1 − 2 f > 1/2
→ Firm 1 could raise its level of capital to dissuade firm 2 to enter.

If K1d (f ) ≤ K1m = 1/2, we say that entry is blockaded (this is the case if f > 1/16).
If K1d (f ) > K1m , entry is either deterred, or accommodated.
→ Firm 1 chooses the strategy that gives it the highest profit.

2
There is entry deterrence if f > 1
8 1− √1 .
2
If f is sufficiently low, it is more profitable to let the competitor enter rather

than preventing it from entering.

Strategic Entry Barriers Fudenberg and Tirole Taxonomy
Different Strategies of Entry Deterrence
Different strategies to deter competitors’ entry:

Excess capacity
Predation
Limit price
Increase of competitors costs
Creation of switching costs
Tying practices
Long-term contracts with customers
...

Survey on product managers in 1988: 52% have declared that entry deterrence
strategies were as or more important as production decisions or marketing
strategies.
Ranking of product dissuasion strategies for product managers:

1 Hide the profits
2 Take all market niches
3 Advertising
4 Patents (R&D)
5 Reputation
6 Strategies of limit prices
7 Excess production capacities
Source: Smiley, 1988, "Empirical Evidence on Strategic Entry Deterrence".

How to classify these entry deterrence strategies? Which strategy to use for
which case?
In case of a threat of entry, is it better to over- or under-invest in capacity, R&D,

publicity ?
→ For an active firm, the strategy to use to prevent or accommodate a competi-

tor entry depends on the competitor’s reaction to this strategy.
→ Notion of strategic complements or substitutes.

Strategic Complements or Substituts
Strategies strategic substitutes

If I use my strategy more intensely, my competitor will use it its strategy less
intensely.
Examples: Quantity choice in Cournot (if I increase my output, my competitor

decreases its output).
Strategies Strategic Complements

If I use my strategy more intensely, my competitor will also use it its strategy
more intensely.
Examples: prices choice in Bertrand (if I increase my price, my competitor also

increases its price).

A Taxonomy
Let’s consider the following model:

Two firms: firm 1 (an active firm) and firm 2 (a potential entrant)
In the first stage, firm 1 chooses an action K1
Firm 2 observes K1 and decides whether to enter
In case of entry, at stage 2, firms compete by choosing actions x1 and x2
Without entry
Π1 = Πm
1
(K1 , xm
1
(K1 )) and Π2 = 0.
With entry
Π1 = Π1 (K1 , x1 , x2 ) and Π2 = Π2 (K1 , x1 , x2 ).

A Taxonomy
We denote x∗1 (K1 )andx∗2 (K1 ) the actions’ equilibrium payoffs at stage 2.
We consider as possible solutions:

Entry deterrence
Entry accommodation
and ignore the possibility of blockaded entry.

Entry Deterrence
Which investment K1 firm 1 should make to exclude firm 2?
We can ignore the effect of K1 on Π2 over the second period (envelope theorem):
∂Π2
=0
∂x2
therefore
∗ ∗
dΠ2 ∂Π2 ∂Π2 dx1 ∂Π2 dx2
= + +
dK1 ∂K1 ∂x1 dK1 ∂x2 dK1
|{z} | {z } | {z }
Direct effect Strategic effect =0

Entry Deterrence
Two possibilities:
The investment makes firm 1 tougher if dΠ2 /dK1 < 0
The investment makes firm 1 softer if dΠ2 /dK1 > 0
Fudenberg and Tirole terminology

Invest more to deter entry: top dog (ex: excess capacity)
Invest less to deter entry: lean and hungry look (ex: decrease the number
of captive customers)

Entry Accommodation
Which investment K1 firm 1 should make if it decides to let firm 2 enter?
As in the previous case, we have:

∗ ∗
dΠ1 ∂Π1 ∂Π1 dx2 ∂Π1 dx1
= + +
dK1 ∂K1 ∂x2 dK1 ∂x1 dK1
|{z} | {z } | {z }
Direct effect Strategic effect =0
If we ignore the direct effect, firm 1 should increase K1 if the strategic effect is
positive and decrease K1 otherwise.
We can show that the sign of the strategic effect is equal to:
sign(deterrence strategic effect) x sign(slope of firm 2’s best response function)

The Taxonomy
Entry deterrence
If the investment makes firm 1 tougher: top dog
If the investment makes firm 1 softer: lean and hungry look
Entry accommodation
If period 2 strategies are strategic substitutes: same strategies as for deter-
rence
If period 2 strategies are strategic complements: puppy dog for "tough"
and fat cat for "soft"

The Taxonomy

The Taxonomy
Examples: In 1982, Philips should decide to establish CD pressing factory and

of the size of this factory. Philips fears Sony’s reaction.
Puppy Dog: Don’t enter and Sony won’t enter (The investment will make us
tougher and Sony will react TOUGHER).
Top Dog: Enter by building a massive factory, Sony will stay out of the market.
Commitment to be TOUGH to make its rival SOFT.
Fat Cat: Enter by building a small factory, Sony won’t feel threatened. Com-
mitment to be SOFT to also make its rival SOFT.
Lean and Hungry Look: Stay out of the market. But the commitment to be
SOFT makes the rival TOUGHER.

Strategic Entry Barriers Preemption
Preemption
Preemption
Strategy consisting in getting ahead of its potential competitors (on new mar-
kets, new technologies...) to maintain its dominant position.
To preempt the retail high speed broadband market for a incumbent telecom-
munication operator?
To preempt the web browser market for a software editor?

Is Preemption Rational?
A model:
An active firm (1) is in monopoly to produce product A
A new market (product B): entry with an entry cost F
Products A and B are imperfect substitutes
A potential entrant, firm 2
Firm 1 chooses first to enter or not on market B
Firm 2 observes firm 1’s choice and then decides whether to enter
Hypotheses:
Market profitable only for one of the two firms
It is profitable for firm B to enter alone in market 2
Efficiency effect: monopoly profit in A and B ≥ duopoly profits in A and B

Is Preemption Rational?
Monopoly persistence
Firm 1 preempts the new market and firm 2 stays outside.
Comparison for the active firm:

If it does not preempt market B, it gets a duopoly profit for the provision
of product A only
If it preempts market B, it gets a monopoly profit for the provision of
product A and product B
Due to the efficiency effect, firm 1 has incentives to preempt the market as
soon as there is an entry threat

New Technology Adoption Race
In the previous example, firms 1 plays first. We give it the possibility to preempt
the market.
Dynamic adoption game:

Same framework as previously
We assume that the entry cost decreases over time
And at the start of the game (t = 0) it is not profitable for any firm to enter
the new market
Quasi-continuous time: firms play at regular intervals, alternatively, but
the laps of time between the two periods is infinitesimal
Result
The active firm enters the new market just before the new entrant does.

Preemption Credibility
Judd (1985) highlights that preemption is credible only if the cost of exit is high.
If the cost of exit is low:

let’s assume firm 1 preempts the new market
firm 2 enters after in the new market
both firms compete à la Bertrand in this market
if the cost of exit is low, but non null, firm 2 has no incentives to exit the
market
on the contrary, firm 1 has incentives to exit due to the cannibalization of
its captive markets

Predation
Predation
If a firm cannot prevent its competitors from entering, it can nevertheless seek
to exclude them.
We talk about predation.
Predatory pricing
When a firm set its prices to a level implying a profit loss in the short-term to
get rid of its competitors and then get higher long-term profits.
Difficult to identify predatory pricing: how to differentiate between competi-

tive prices and predatory prices?

Predation
Critic of the Chicago School
Firms which face a predation strategy should never leave the market.
Two firms: an active firm (firm I) and a potential entrant (firm E)
Let’s consider a two periods game
At the first stage: the entrant enters the market
The active firm can either:
Set a predatory price:, π1I = π1E = −L < 0
Set an accommodating price: π1I = π1E = πD > 0
After the choice of firm I pricing strategy, firm E decides to remain on the
market or to exit
If it exits the market, firm I get a monopoly profit πM in period 2
Otherwise, the same interaction happens in period 2

Predation
Second period
If firm E did not exit, firm I should accommodate its competitor, so π2I = π2E =
πD .
First period
If firm I sets a predatory price, should firm E exit the market?
It knows that firm I would be accommodating in period 2 if it enters
Therefore, it decides to enter as long as L < πD , for example by borrowing
money to a bank to cover its losses in period 1
→ Critic of the Chicago School.

Predation
In the previous case, predation cannot be an equilibrium if we take into account

some level of imperfection of the financial markets.
Let’s assume that firm E does not get a loan with the probability ρ > 0 (it goes
bankrupt).
If there is predation, firm E stays on the market if 1 − ρ πD > L.

Viewpoint of the active firm

accommodate entry: πD + πD
predation: −L + ρπM + 1 − ρ πD .

Firm I prefers predation if ρπM > L + 1 + ρ πD .

If ρ is sufficiently high and L sufficiently low, predation is rational.

Predation
Deep pockets theory

An active firm has less financial constraints than a entrant. This can allow it to
exclude its competitor with a predation strategy.

Predation
Two Important Conditions for Predation
Two important conditions for predation to be rational:
The predation phase should be possible.

The predatory firm should have a competitive advantage
The prey should give up quickly
Entry should not happened after predation.

Entry barriers
Reputation of the predatory firm that it would make a war price in case of
entry
Signal send by the predatory firm that it has low costs

Predation
The Reputation Models
Could we make an "example" to deter future entries?
Selten model (chain-store):

An active firm present in two identical markets
Threatened on both markets by a different potential entrant
Both entrants decide one after another to enter the market
The active firm can either accommodate entry or fight
Fighting leads to losses
We assume that it is weak, meaning it faces the same costs as the entrants
Chain-store paradox
The active firm will accommodate entry on both markets.
→ Not possible to make an "example" in perfect information

Predation
The Reputation Models
This result comes from the fact that the entrants know that the firm will be
accommodating at the last period.
Kreps and Wilson (1982), several markets, (several periods)

There are two types of active firms "weak" and "strong"
The entrants do not know of which type is "their" active firm
A "strong" active firm does not face losses if it fights
Kreps and Wilson show that a "weak" firm will fight entry in the first
periods to make believe it is "strong"
And accommodate entry in the last periods
→ To make an "example", we need imperfect information.

Predation
The Signal Models
"Modern" version of the limit pricing theory (Milgrom and Roberts model,
1982):
A potential entrant should decide whether to enter a market
The active firm is "weak" (high cost) or "strong" (low costs)
If it is weak, entry is profitable
If it is strong, entry is not profitable
But the entrant does not know of which type is the active firm
If the "weak" and "strong" firms set different prices, the entrant may know if
the active firm is "strong" by observing its price (a "strong" active firm sets a
low price. A "weak" active firm sets its monopoly price).
But a "weak" firm could bluff by setting the same price as a "strong" firm. In
this case, the entrant cannot know if the active firm is "weak" or "strong".

Predation
An Example: The Detroit-Philadelphia Liaison
In December 1995, the Spirit company started to run the Detroit-Philadelphia

liaison
The price (single ticket) of Northwest was 170 dollars
Spirit lowered its price to 49 dollars
Northwest reacted by lowering its price to 49 dollars and increasing its
capacity by 30%
Spirit exited the market in September 1996
Northwest: "We’re being criticized for matching a competitor’s action, which I
view as pro-consumer"
But few months later, Northwest increased its price to 230 dollars and
decreased its capacity on this line

Predation
Example: Tetra-Pack
Tetra-Pack: Swedish company, worldwide leader of carton packaging for

food products.
Quasi-monopoly position on the aseptic packaging segment, 90% margins
of its profits.
In other markets, competition with other specialized providers.
According to European competition authorities, Tetra-Pack would have
benefited from several financial advantages coming from the aseptic pack-
aging market to implement a predation strategy in the non-aseptic pack-
aging market.
In the Italian market, Tetra-Pack has sold for 7 years its "Rex" at a price
largely inferior (between 30 and 35%) to its direct variable costs. Present
only on the non-aseptic packaging market, its competitor Elopak could not
respond by lowering its prices.

Predation
Public Policy
Different difficulties to implement a public policy:
Does predation exist?

A high price decrease after a competitor entry can be a normal competitive re-
action. But there are arguments in favor of the existence of predation strategies.
How to identify predatory behaviors?

Areeda-Turner test: predatory pricing = price below the marginal cost
In practice: short-run average variable cost
Increase of prices after the exit of a competitors? (predatory intention)

Predation
Public Policy
Effects in terms of social welfare?

Trade off for consumers between a war price in the short-term and a risk of
higher prices in the long-term.

Predation
Public Policy in the US
Two conditions:
Pricing below costs
Predation is rational: the firm could in the long-term reasonably recoup
its losses due to the transitory price war.

Predation
Public Policy in Europe
Forbidden by the Article 86 of the Roma Treaty (now 82) which sanctions
the abuse of dominant position
A firm which does not have market power (in particular, market share <
40%) would probably not be condemned

Take-Aways
Take-Aways (1)
The existence of entry barriers (legal, structural, strategic) prevents supra-

normal profits from being eroded by the entrance of new competitors in
the market.
Bain identifies three types of reaction to a threat of entry: the entry is
blockaded or deterred or accommodated.
The number of active firms at the equilibrium varies less than proportion-
ally with the market size. The number of active firms decreases when the
MES (minimum scale efficiency) increases.
The sunk costs have a commitment value for the firms which spend them.
In the Stackelberg model, the "leader" commits itself to excessive capacities
to limit the entrant capacities.

Take-Aways
Take-Aways (2)
In the strategic taxonomy model of Fudenberg and Tirole, there are 4

possible strategic behaviors (fat cat, top dog, lean and hungry look &
puppy dog).
The preemption of a market also constitutes a type of strategic entry barrier,
if the exit costs are high.
Another strategy consists in setting a low price to push the competitor to
exit the market (predation strategy). The predation strategy can be rational
if firms are sufficiently asymmetric and if there are entry barriers and if
the exit costs are low.

Industrial Organization 07: Strategic Behaviors, Entry, Exit

Uploaded by

Copyright:

Available Formats

Industrial Organization 07: Strategic Behaviors, Entry, Exit

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Industrial Organization 07: Strategic Behaviors, Entry, Exit

Uploaded by

Copyright:

Available Formats

Industrial Organization 07

Strategic Behaviors, Entry, Exit

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 1 / 56

1 Notion of entry barrier

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 2 / 56

Heterogeneity of Profit Margins

We observe a a high heterogeneity of the profit margins by sectors.

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 3 / 56

Why are profit margins so different from a sector to another?

Because it is more difficult to enter some markets rather than other?

Bain definition (1956) of entry barriers

Different types of entry barriers:

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 4 / 56

Legal Entry Barriers

Example: the taxi licenses

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 5 / 56

Structural Entry Barriers

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 6 / 56

Strategic Entry Barriers

→ Strategic entry barriers

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 7 / 56

Examples of Reaction to Competitors’ Entry

The traditional air companies’ reaction to the entry of low-cost companies:

→ The reaction of active firms can widely vary.

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 8 / 56

Two Types of Strategic Entry Barriers

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 9 / 56

Market Size and Market Structure

Let’s assume a sector with n firms

At the equilibrium with free entry, we have

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 10 / 56

Market Size and Market Structure

Relation between concentration and market size

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 11 / 56

Market Size and Market Structure

Source: Cabral (2000).

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 12 / 56

Entry Costs and Market Structure

Relation with the Minimum Efficient Scale (MES) ?

MES=smaller level of output such as the cost is minimised.

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 13 / 56

Entry Costs and Market Structure

Examples of MES (Source: Scherer and Ross, 1990):

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 14 / 56

DuPont and the Titanium Dioxide

The titanium dioxide: a pigment used to make paint, paper...

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 15 / 56

A Model of Strategic Entry Barriers

Stackelberg model (1934):

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 16 / 56

Without Entry Fixed Cost

If firm 1 chooses a capital K1 , the best response of firm 2 consists in choosing

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 17 / 56

Without Entry Fixed Cost

Comparison of a sequential game equilibrium (Stackelberg) and a simultaneous

How can we interpret firm 1’s strategy in the sequential game?

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 18 / 56

We talk about commitment and irreversible investment. Examples: "to burn

Marc Bourreau (TPT) Lecture 07: Strategic behaviors, entry, exit 19 / 56