Oligopoly Theme 3

Where it is examined
A-level Paper 1 (and Paper 3)
Level
A level only
Specification
Section 3.4, 1 statement
Since 2016
17 question parts: 2 essays, 5 levels-marked responses, 2 multiple-choice items

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SeriesPaperQMarksTitle
November 2021Paper 1825In many industries, such as banking, health insurance, internet search engines, pharmaceuticals, social media and telecommunications, there have been increases in market concentration. Evaluate the possible consequences for business decision making of increased market concentration. Refer to industries of your choice in your answer.
June 2019Paper 1825In October 2017 Scania, the Volkswagen-owned truck maker, was fined €880 million (£771 million) by the European Commission for colluding with five other truck manufacturers over a 14-year period. The firms had agreed to coordinate prices after experiencing additional costs of meeting emission regulations. With reference to an industry of your choice, evaluate why some firms engage in collusive behaviour.

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June 2025 · Paper 3 · Q1(c) 12 marks AO1=2, AO2=2, AO3=4, AO4=4 12-mark response
Data and extracts for question 1Sources for use with SECTION A Read Figures 1 and 2 and the following Extracts A, B, C and D before answering Question 1. The cost of living in the UK Figure 1: The price per litre of unleaded petrol in the UK, in pence, 2016–2023 200 Pence per litre 180 160 140 120 100 0 2016 2017 2018 2019 2020 2021 2022 2023 (Source adapted from: RAC) Figure 2: UK inflation, as measured by CPI, and wage growth (excluding bonuses), 3-month averages, 2012–2022 10 Inflation % (9.4%) 8 6 Wage growth (4.7%) 4 2 0 –2 2012 2014 2016 2018 2020 2022 (Source adapted from: ONS) Extract A Supermarket restrictions on multibuy deals and advertising Government rules limiting the location of unhealthy foods in shops began in 2022. Less healthy products are no longer promoted in key locations, such as checkouts, store entrances, aisle ends and their online equivalents. Rules banning multibuy deals on foods and drinks high in fat, salt or sugar (HFSS) – including buy one get 5 one free (BOGOF), ‘3 for 2’, and restrictions on free refills for soft drinks – were due in October 2023. The restrictions banning HFSS adverts on TV before 9pm and paid-for adverts online were set for January 2024. (Source adapted from: https://www.gov.uk/government/news/government-delays- restrictions-on-multibuy-deals-and-advertising-on-tv-and-online) Extract B Supermarket pay in 2023 Supermarkets have been increasing their hourly pay rates and most now pay significantly more than the National Minimum Wage, which was set at £10.42 in April 2023. Tesco made its biggest ever investment in employee pay in 2023, spending 5 £230 million to finance an increase in its basic hourly rate of pay, to £11.02 per hour, rising to £11.95 in London. The pay increase is the latest boost in employment benefits as supermarkets continue to compete for in-store workers, with Sainsbury’s and Asda both increasing pay to above £11 per hour in July 2023, while Aldi pays £11.40 an hour. 10 Supermarkets have found themselves facing criticism over pay that did not rise in line with inflation. Some workers are taking industrial action, such as strikes, working closely with trade unions. (Source adapted from: https://www.grocerygazette.co.uk/2023/02/22/supermarket-pay-rate-2023/) Extract C Supermarket petrol pricing In 2023 David Potts, the boss of Morrisons, admitted that supermarkets increased profits at the petrol pumps as he was questioned in a parliamentary committee alongside executives from Tesco, Sainsbury’s and Asda who denied they were making more profit from keeping petrol prices high. 5 A Competition and Markets Authority (CMA) report indicates that supermarkets’ profits have doubled to 8% on fuel since 2017. It is expected to recommend that supermarkets must share local fuel prices on a comparison website in order to increase transparency and help bring down prices – a strategy tried successfully in Northern Ireland. All the supermarkets said they would welcome such a move. 10 In 2023, the RAC motoring group said that a price checker would be welcome but blamed high prices on the domination of petrol retailing in the UK by a few large supermarkets. “When the wholesale price of diesel fell this spring, we saw average retailer margin reach 22p a litre which was more than three times the long-term margin of 7p. This cannot be allowed to continue when households are having to 15 contend with a cost of living crisis,” an RAC spokesperson said. At the committee, one politician, Jane Hunt, said: “In 1978 there were many more supermarkets. Now there are very few…are you in fact a cartel?” (Source adapted from: https://www.theguardian.com/business/2023/jun/27/morrisons- boss-admits-supermarket-chains-have-hiked-profits-on-petrol) Extract D EU trade relations with the UK The Trade and Cooperation Agreement 2021 between the EU and the UK means that there are no tariffs or quotas on goods moving between the EU and UK, provided those goods meet the ‘rules of origin’ of a good, based on where the products or materials used in their production come from. They prevent goods 5 manufactured in outside countries being transported through the UK (or the EU) to avoid paying tariffs. To benefit from the zero tariff, businesses must show the origin of their goods. A product qualifies as ‘originating’ if it is ‘wholly obtained’ in the UK and EU or has been substantially transformed in one or both markets. That is why UK businesses 10 that re-export goods from outside countries with little or no further processing, may still face tariffs when trading with EU member states. ‘Rules of origin’ can be time consuming and complex. Some businesses cannot or do not wish to claim zero tariff because of the excessive administrative costs to firms. (Source adapted from: https://commonslibrary.parliament.uk/new-customs-rules-for-trade-with-the-eu/)
(c) With reference to Figure 1 and Extract C, discuss whether supermarkets charging similar prices for petrol is evidence of collusion. Use game theory to support your answer. (12)
June 2024 · Paper 1 · Q5(a) 4 marks AO1=2, AO2=1, AO3=1 Calculation
Data and extracts for question 55 The graph below shows the largest mortgage lenders in the United Kingdom (UK) in 2020, by market share. 24.9% 25 % 19.5% 20 15 12.7% 11.1% 10.9% 9.8% 10 7.2% 5 3.9% 0 (Source adapted from: https://www.statista.com/statistics/727348/ uk-banks-gross-lending-market-share/)
(a) With reference to the information on the preceding page, explain the market structure of mortgage lending in the UK. (4)
June 2024 · Paper 1 · Q5(b) 1 mark Multiple choice
Data and extracts for question 55 The graph below shows the largest mortgage lenders in the United Kingdom (UK) in 2020, by market share. 24.9% 25 % 19.5% 20 15 12.7% 11.1% 10.9% 9.8% 10 7.2% 5 3.9% 0 (Source adapted from: https://www.statista.com/statistics/727348/ uk-banks-gross-lending-market-share/)
(b) The value of all mortgage loans was £1 601 billion at the end of 2020. Which one of the following is the value of Lloyds’ market share? (1) A £82 billion B £126 billion C £312 billion D £8 210 billion
June 2023 · Paper 1 · Q6(a) 5 marks AO1=1, AO2=2, AO3=2 Calculation
Data and extracts for question 6The UK online streaming services market Figure 1: Market share of UK online streaming services Q2 2021 Q3 2021 Q4 2021 Q1 2022 Q2 2022 Amazon Prime Video 37.9% 41.1% 45.0% 27.1% 25.9% Disney+ 16.0% 17.7% 19.3% 14.1% 21.5% Netflix 15.0% 10.5% 5.0% 9.4% 4.5% NOW 11.3% 11.2% 5.6% 11.0% 11.1% AppleTV+ 4.0% 5.5% 7.3% 9.2% 9.9% BritBox 4.0% 3.0% 5.7% 6.0% 5.9% Others 11.8 11.0% 12.1% 23.2% 21.2% (Source adapted from: Kantar, Worldpanel Division Geotech 2022) Figure 2: UK online streaming services – monthly fees Streaming service provider September 2022 Netflix premium (4 users/ultra HD*) £15.99 Netflix standard (2 users/HD) £10.99 *This is the highest quality Netflix basic (single user/non HD**) £6.99 picture currently available Amazon Prime Video £8.99 ** This is the basic quality picture Amazon Prime Video – Student price £4.49 Disney+ £7.99 AppleTV+ £4.99 (Source adapted from: https://www.radiotimes.com/tv/what- to-watch-tv/best-streaming-service-uk/) Extract A How Netflix makes use of behavioural science In the last few years, companies have been trying to find ways to attract the attention of customers. Various streaming platforms such as Netflix, Amazon, and YouTube use ‘nudges’ to influence consumer behaviour. The ‘next‑up’ feature on Netflix or ‘auto‑play’ on YouTube has been subject to research that relates it to binge‑watching. 5 Binge‑watching is the practice of viewing for a prolonged period, multiple episodes of a TV show or several films in rapid succession. Similarly, the policy of offering a one‑month free subscription under the label of ‘free trial’ requires credit card information to turn the forgetful subscriber into a potential paying one. Following this strategy, Netflix has expanded to 190 countries in just seven years 10 and according to the Wall Street Journal, the company generated total revenue of over $5.2 billion in 2019, which was an increase from 2018 of around $4 billion. However, 2022 data shows that consumers, increasingly worried about the rising cost of living, are turning their back on Netflix. With a reported cancellation of over 200 000 subscriptions in the first quarter and another two million forecast to leave by the 15 end of the year. Subscribers are rethinking their commitment to the streaming services that grew their numbers sharply during the home‑based months of the global health crisis. Netflix subscribers have also quoted a decline in value for money and satisfaction with the quality of the shows as key motives for cancellation. Disney now see higher satisfaction rankings than Netflix across the quality of shows, 20 amount of original content, number of new‑release films, variety of classic films and amount of kids’ content. Forecast cancellation rates for Disney+ fell to an all‑time low of 3.2%. (Source adapted from: https://www.novanudge.com/post/sludge-on-demand-how-netflix- makes-use-of-behavioural-science https://www.theguardian.com/media/2022/apr/20/netflix-shares-fall-losing-subscribers) Extract B The economics of price discrimination Throughout 2022, Netflix, a 100‑billion‑dollar company, increased prices in the US, Canada, the UK and Ireland (most of which saw similar price increases in 2021, too). In sharp contrast, Netflix recently announced it was reducing its prices in India (standard/2‑user 499 rupees a month, equivalent to £5.42) in a bid to compete with 5 Disney+ and Prime. UK students currently enrolled in a college or university who have a valid student email address can join Prime Student through the Amazon website. This gives them nearly 50% off a standard Prime membership and many other exclusive benefits. (Source adapted from: https://help.netflix.com/en/node/24926/in) Extract C Educational Website and TV Programmes BBC Bitesize is a learning platform created by the BBC in 1998. The online study resource allows parents to teach their children from home, using ready-made lesson plans and study guides with questions for all ages. The revision sessions are free to watch and they are available for children aged five up to their late teens. The guides are written by 5 teachers and subject experts, so they are reliable and follow the National Curriculum. Last year Bitesize attracted around two million weekly unique browsers with a peak week of 3.3 million in the GCSE exam period. Oak National Academy is a freely available learning resource website created for pupils aged four to sixteen. Launched in 2020, as a response to the global health crisis, the 10 website includes lesson slides, video lessons, worksheets, and quizzes conforming to the national curriculum in England. Ministers have set aside £43 million to fund the Oak National Academy over the next three years. (Source adapted from: https://www.bbc.co.uk/bitesize/articles/zmjdhbk https://www.structural-learning.com/post/oak-academy-a-teachers-guide#:~:text=Oak%20 National%20Academy%20is%20a,the%20national%20curriculum%20of%20England)
(a) With reference to Figure 1, explain the market structure that best describes the market for UK online streaming services. (5)
June 2023 · Paper 3 · Q2(c) 12 marks AO1=2, AO2=2, AO3=4, AO4=4 12-mark response
Data and extracts for question 2Changes in the nature of UK towns and cities Figure 3: Growing and declining high street firms – net change in store numbers, 2013–2022 Barbers Beauty salons Cafés and tearooms Nail salons Restaurants Fashion shops Estate agents Post Office services Clothes – women Banks and other financial institutions –4 000 –3 000 –2 000 –1 000 0 1 000 2 000 3 000 4 000 5 000 Net increase/decrease in store numbers (Source: adapted from https://www2.deloitte.com/uk/en/pages/consumer- business/articles/what-next-for-the-high-street.html) Figure 4: House price changes in the UK (%), 2005 to 2022 15 10 5 0 (%) –5 –10 –15 –20 2005 2010 2015 2020 2022 (Source: adapted from https://www.theguardian.com/money/2022/sep/28/ uk-house-prices-may-fall-20-amid-mortgage-carnage-warn-experts) Extract C What next for the high street? A high street is typically found in all UK towns and cities. Shops normally encountered in a typical UK high street can include successful small firms such as independent food retailers, cafés, nail and beauty salons, restaurants and charity shops. They differ from out‑of‑town shopping centres by being more diverse, family‑run and offering local or 5 personalised services. Customers are often very loyal. However, the high street may often have limited access by car or expensive parking facilities. The rise of online retailers such as Amazon and eBay have placed huge pressures on UK high streets, with many well‑known shops – and even successful retail chains – forced to close due to lost business. Many high street firms cannot compete on price with online 10 retailers who – because they frequently have very low fixed costs – can significantly undercut the high street shops on price. Even before online shopping, competition was eroding high street activity, with out‑of‑town retail parks that were not necessarily cheaper but provide a larger range of shops and offer plentiful parking. They offer a shopping experience that other retailing 15 cannot match – pleasant, safe pedestrian shopping, a clean environment, fun activities for children and spend‑the‑day‑there potential. While the list of retail and leisure failures might suggest that the high street does not have a future, some analysts argue the opposite. Many believe that the high street is ideally placed to reinvent itself in response to the structural shift in working and 20 shopping patterns that has resulted from the global health crisis 2020–22. The perceived weaknesses of the high street model – its fragmented ownership, lack of centralised coordination and high vacancy rates – become strengths as they lower the barriers to entry for new concepts and operators. They also enable risk taking and innovation that will ultimately lead to a more flourishing and diverse environment on our local high 25 streets. It should be possible for small firms to flourish even when staff shortages are pushing up wages in the high street, and house price falls damage consumer confidence and spending on perceived luxuries. (Source: adapted from https://www.designingbuildings.co.uk/ and https://www2.deloitte. com/uk/en/pages/consumer-business/articles/what-next-for-the-high-street.html) Extract D UK house prices may fall up to 20% Turmoil on the UK financial markets has prompted analysts to predict that house prices could fall dramatically, and many lenders in the mortgage sector are withdrawing deals. People coming to the end of their fixed‑rate mortgages are seeing rises from 2% to over 5.5%, with increases in the cost of borrowing of over £5 200 a year by 2024 for the 5 average mortgage in the UK. Many people think UK house prices will never fall, but analysts say the fall could be between 10% and 20%. One mortgage lender said that a lack of housing supply will not keep house prices up when mortgage interest rates are somewhere between 5% and 7%. He claimed that ‘the decade‑long property bubble is about to burst […] It’s a buyer’s market now’. The 10 greatest impact will be seen in the southeast of England. (Source: adapted from https://www.theguardian.com/money/2022/sep/28/ uk-house-prices-may-fall-20-amid-mortgage-carnage-warn-experts) Extract E UK job vacancies hit record 1.1 million as labour shortages increase The ratio of jobless people to vacancies is 1.45 to 1, lower than at any point in the last 40 years. Social care for example has 300 000 current unfilled posts. ‘Today’s figures show that labour shortages are now affecting the whole economy,’ said one analyst. ‘There are almost a million people fewer in the labour market, largely due to 5 younger people staying in education and older people dropping out of the workforce.’ The inactivity rate is 21.1%, and many people are not returning to work after the global health crisis. ‘People seeking work do not have the skills or availability that employers need,’ said Kitty Ussher, chief economist at the Institute of Directors. Firms offering higher wages does not solve the issue. 10 (Source: adapted from https://www.ft.com/content/463f4fbd- 3a50-45b5-891c-5cb5ba623df8)
(c) Discuss possible methods of price and non‑price competition that firms could use to increase the value of sales on the high street. (12)
June 2022 · Paper 1 · Q4(a) 4 marks AO1=2, AO2=2 Diagram
Data and extracts for question 44 Pilgrim’s Pride is the second-largest chicken supplier in the US. It will pay a $107.9 million fine for price fixing with Tyson Foods and other chicken suppliers. The firms limited production to force prices higher and harm major customers, including KFC. Pilgrim’s Pride is thought to have gained at least $361 million in total revenue from the collusion. (Source: adapted from https://www.drovers.com/news/industry/ pilgrims-pride-agrees-price-fixing-fine)
(a) Draw a simple two firm/two outcome game theory model to show why the chicken suppliers may have colluded. (4)
June 2022 · Paper 1 · Q4(b) 1 mark AO3=1 Multiple choice
Data and extracts for question 44 Pilgrim’s Pride is the second-largest chicken supplier in the US. It will pay a $107.9 million fine for price fixing with Tyson Foods and other chicken suppliers. The firms limited production to force prices higher and harm major customers, including KFC. Pilgrim’s Pride is thought to have gained at least $361 million in total revenue from the collusion. (Source: adapted from https://www.drovers.com/news/industry/ pilgrims-pride-agrees-price-fixing-fine)
(b) Which one of the following is most closely associated with tacit collusion? (1) A Overt sharing of information B Predatory pricing C Price wars D Unspoken agreements
June 2022 · Paper 1 · Q6(a) 5 marks AO1=1, AO2=2, AO3=2 Calculation
Data and extracts for question 6UK branded coffee shop chains market Figure 1: Branded coffee shops by number of shops in the UK in 2021 Costa 2681 Starbucks 1025 Caffè Nero 648 Coffee 50 AMT shop chains 40 Soho Coffee 30 Coffee Republic 3748 Other chains 0 500 1000 1500 2000 2500 3000 3500 4000 Number of shops (Source: adapted from https://www.statista.com/statistics/297863/ leading-coffee-shop-chains-in-the-united-kingdom-uk-store-number/) Figure 2: International coffee price (Arabica bean), US dollars per kilogram Month Price Change Jan 2020 3.13 – Feb 2020 2.99 –4.47% Mar 2020 3.27 9.36% Apr 2020 3.41 4.28% May 2020 3.30 –3.23% Jun 2020 3.12 –5.45% Jul 2020 3.24 3.85% Aug 2020 3.60 11.11% Sep 2020 3.67 1.94% Oct 2020 3.35 –8.72% Nov 2020 3.31 –1.19% Dec 2020 3.48 5.14% (Source: adapted from https://www.indexmundi.com/commodities/ ?commodity=other-mild-arabicas-coffee&months=12) Extract A Tough market conditions for coffee shops – but coffee quality is king UK coffee shop chains have experienced slow growth opportunities and rising costs. In 2019 the UK market leader, Costa Coffee, opened over 60% fewer stores than in 2018, while Starbucks opened just three new stores overall in 2019. By 2020, many costs were rising: staff shortages meant rising wages for baristas (trained 5 coffeemakers), a 6.2% National Minimum Wage increase for over 25-year-olds and rising rents. In a challenging UK economy, consumers placed coffee quality ahead of convenient location when choosing a coffee shop. This demonstrates the need for coffee shops to match rising expectations in the UK’s increasingly crowded coffee shop market in 10 order to stay competitive. Independent coffee shops (total 25 892 shops in 2020) remain a threat to the branded coffee shops as they pursue a unique luxury experience for customers. This will often focus on the atmosphere and customer service, luxury food and drink ranges and being a part of the local community. Independent coffee shops run on average profit as low as 2% of revenue, and many go out of business as new chains 15 arrive in a locality. In January 2020, Coca-Cola finalised its £3.9 billion takeover of market leader, Costa Coffee. The Coca-Cola company’s stated aims are to maximise long-term returns to shareholders while being mindful of overall responsibilities such as supporting sustainable communities. Major brands, such as Costa, continue to lead coffee shop 20 expansion in 2020 as competition intensifies. (Source: adapted from https://www.worldcoffeeportal.com/Latest/InsightAnalysis/2020/ February/5-UK-coffee-shop-market-dynamics-to-watch-in-2020) Extract B Greggs aiming for ‘coffee shop experience’ Greggs is looking to increase its branded coffee shop market share after the British bakery chain achieved record profits and overtook Starbucks in the amount of coffee it served in the UK. Although Greggs will continue to focus on the food-to-go market, it will be investing in better coffee machines and providing WiFi. It wants one in three 5 new outlets to have more seating. The company believes that it has the ability to take market share in two ways, by expanding its coffee range and at the same time enhancing the coffee shop experience. Greggs is modelling its plan on rival chain Pret A Manger, which has changed from focusing on food-to-go sales to mainly eating in. Greggs has transformed itself from an unremarkable seller of bread and pastries into one of the UK’s 10 most popular food-on-the-go chains, in part thanks to its embrace of vegan, gluten-free and healthy options as well as clever marketing that have changed its image. (Source: adapted from Financial Times, 3 March 2020 https://www.ft.com/ content/6fb6d73a-5d24-11ea-8033-fa40a0d65a98)
(a) With reference to Figure 1, calculate the three-firm concentration ratio for branded coffee shop chains. (5)
November 2021 · Paper 1 · Q6(e) 15 marks AO1=3, AO2=3, AO3=3, AO4=6 15-mark response
Data and extracts for question 6The travel and tourism industry Figure 1: Package holiday market share of the six largest providers, booked by UK residents, 2019 TUI 29% Jet2 16% Thomas Cook 13% Expedia 8% On The Beach 6% BA Holidays 4% (Source adapted from: https://knowledge.sharescope.co.uk/2019/10/16/finding-companies- that-control-their-own-destinies/The Times/ATOL) Figure 2: Jet2 package holiday prices to Sorrento Price 12 hours after Thomas Cook shutdown Price before Thomas Cook shutdown 2 Adults for 7 Nights from Monday 25 May 2020 2 Adults for 7 Nights from Monday 25 May 2020 Half Board Half Board 1 x Premium Double or Twin room 1 x Premium Double or Twin room Return flights from Edinburgh Return flights from Edinburgh View flight times View flight times 22 kg Bag Allowance 22 kg Bag Allowance 10 kg Hand Baggage 10 kg Hand Baggage ATOL Protected ATOL Protected Coach Transfers Coach Transfers Holiday price from £1,576 Per person price Holiday price from £1,648 Per person price £788 £824 Data accessed: 22nd and 23rd September 2019 Extract A Marginal productivity of cabin crew Cabin crew are responsible for loading passengers and providing in-flight meals. United Airlines is planning to reduce the number of its cabin crew members onboard international flights. The airline currently operates its planes with one more cabin crew member than its competitors. The marginal productivity of this additional crew member 5 may be low. By reducing the number of its cabin crew members United Airlines will be able to operate more efficiently and compete more effectively. (Source adapted from: https://simpleflying.com/united-airlines-to-reduce-number-of-crew- on-international-flights/) Extract B Thomas Cook’s environmental impact Thomas Cook Group plc’s operations included its airline and 560 high street travel agents providing flights, hotels and package holidays. The environmental impact of the travel industry is significant. It accounts for 8% of all global carbon emissions. Thomas Cook recognised the risks presented by climate change 5 and actively engaged in reducing their airline emissions. Its plans included using more efficient aircraft and using lower-carbon fuel. In 2018, Thomas Cook was included in the top 10 of the world’s most fuel-efficient airlines. (Source adapted from: https://www.thomascookgroup.com/investors/insight_external_ assest/Thomas+Cook+Sustainability+Report+2018.pdf) Extract C Why did Thomas Cook shut down? Thomas Cook Group plc ceased trading on 23 September 2019. The collapse of Thomas Cook left 600 000 travellers stranded overseas and approximately 21 000 worldwide employees were left without a job. Thomas Cook’s management said that the failure of rescue talks between banks, 5 shareholders and the UK Government meant it had no choice but to shut down the business. But in truth the tour operator’s problems go back much further. A disastrous merger in 2007, increased debts, the internet revolution in holiday booking and Brexit uncertainty all contributed to the failure of the business. 10 In 2007 it merged with MyTravel. Thomas Cook directors had an objective of rapid company growth over short-term profitability. The merger was supposed to create a European giant, promising £75 million-a-year cost savings and a springboard to challenge emerging internet rivals. In reality, Thomas Cook was merging with a company that had only made a profit once in the previous six years, and the deal left the Group 15 with huge debts. In May 2019, the firm reported a £1.5 billion loss. The role of the management in Thomas Cook’s collapse is being investigated by the UK Government. Thomas Cook executives’ salaries and bonuses have been questioned. Directors received salaries totalling £20 million in the five years before its collapse. The Chief Executive Officer (CEO) earned a £500 000 cash bonus in 2017 and about 20 £8.5 million in his five years with the company. It seems that around £4 million of this was in the form of shares. The share price reached £1.46 in 2018, but each share is now worthless. The CEO said that the directors had worked “exhaustively” to rescue Thomas Cook and create a long-term turnaround strategy. “It is a matter of profound regret to me and the 25 rest of the board that we were not successful.” The UK prime minister admitted that the government refused to grant £150 million as a subsidy to help rescue Thomas Cook in the short run. The UK prime minister stated: “Clearly, that is a lot of taxpayers’ money and sets up, as people will appreciate, a moral hazard in the case of future such commercial difficulties that companies face. I have 30 questions about whether it’s right that the directors, or whoever, the board, should pay themselves large sums when businesses can go down the tubes like that. One is driven to reflect on whether the directors of these companies are properly incentivised to sort such matters out”. (Source adapted from: https://www.theguardian.com/business/2019/sep/23/thomas-cook- as-the-world-turned-the-sun-ceased-to-shine-on-venerable-tour-operator and https://www.ft.com/content/a7dd2554-de23-11e9-b112-9624ec9edc59)
(e) With reference to the information provided, discuss the decision by Jet2 to increase its package holiday prices. (15)
November 2021 · Paper 1 · Q8 25 marks AO1=4, AO2=4, AO3=8, AO4=9 25-mark essay Either/or
8 In many industries, such as banking, health insurance, internet search engines, pharmaceuticals, social media and telecommunications, there have been increases in market concentration. Evaluate the possible consequences for business decision making of increased market concentration. Refer to industries of your choice in your answer.
June 2019 · Paper 1 · Q8 25 marks AO1=4, AO2=4, AO3=8, AO4=9 25-mark essay Either/or
8 In October 2017 Scania, the Volkswagen-owned truck maker, was fined €880 million (£771 million) by the European Commission for colluding with five other truck manufacturers over a 14-year period. The firms had agreed to coordinate prices after experiencing additional costs of meeting emission regulations. With reference to an industry of your choice, evaluate why some firms engage in collusive behaviour.
June 2019 · Paper 3 · Q1(a) 5 marks AO1=2, AO2=2, AO3=1 Calculation
Data and extracts for question 1Markets for food and drinks high in fat, salt or sugar (HFSS) Figure 1: UK market share of potato crisps, 2017 Market share Market share Price Firm Brand Size of firm of product (£) Walkers All Walkers 55.3% of which: 35 g 28.1% 0.45 Regular Standard Regular Max 50 g 7.4% 0.63 Sensations 40 g 2.0% 0.59 Doritos 40 g 4.7% 0.45 Other 13.1% KP KP 50 g 22.7% 0.52 Tayto Golden Wonder 4.2% <40g 3.1% 0.38 40g+ 1.1% 0.72 Other Other 17.8% (Source: adapted from https://academic.oup.com/restud/article/3108825/ The-Effects-of-Banning-Advertising-in-Junk-Food 6 April 2017) Extract A The effects of a total ban on advertising of HFSS foods Food and drinks which are high in fat, salt or sugar (HFSS) tend to be sold in highly concentrated markets. Tough new rules banning advertisements for HFSS products, such as those for confectionery, fizzy drinks and potato crisps, come into effect in July 2017 as a means to reduce consumption. The rules apply to media targeted at under-16s and will 5 mean a major reduction in the number of advertisements children see for HFSS products in posters near schools, in films targeted at children, on catch-up television and in social media if it is directed at children. There are three main factors that will determine the effectiveness of the intervention: first, whether advertising acts to expand the market share or steal rivals’ market share. 10 Secondly, how firms in the market adapt their behaviour in response to the ban. Thirdly, what substitute products do consumers turn to if they opted out of the targeted market. Results from a recent survey in the UK suggest that the total quantity of crisps sold would fall by around 15% in the presence of an advertising ban, or by 10% if firms respond with price cuts, since the ban acts to make the market more competitive and firms respond to 15 the ban by, on average, lowering their prices. The survey showed that following a ban, consumers are more likely to switch to another junk food than to a healthy food, which (in addition to the pricing response of firms) acts to partially offset any health gains from the policy. (Source: adapted from The Effects of Banning Advertising in Junk Food Markets, Dubois, Pierre; Griffith, Rachel, Review of Economic Studies Copyright © 2017, Oxford University Press https://academic.oup.com/ restud/article/3108825/The-Effects-of-Banning-Advertising-in-Junk-Food 6 April 2017 and https://www.asa.org.uk/news/tougher-new-food-and- drink-rules-come-into-effect-in-children-s-media.html 30 June 2017) Extract B Taxing HFSS foods and subsidising healthy eating widens inequality Since low-income groups spend a higher proportion of their income on food and tend to eat less healthily, they are the main targets of taxes on products that are high in fat, salt or sugar (HFSS). Subsidies on healthy food are seen as an alternative policy approach to encourage healthy eating. While data on the impact of such policies are scarce, a recent 5 study on the distributional impacts of HFSS taxes and healthy food subsidies found that these actually widened health and fiscal inequalities. The policies tend to be regressive and favour higher-income consumers. Taxes on unhealthy food increase prices which have a greater impact on low income groups rather than higher income groups. Lower income groups prefer to buy HFSS food. 10 Subsidies encouraged all income groups to buy more fruit and vegetables. However, those on higher incomes proved more responsive and the average share of budget spent on healthy food actually increased for the higher income groups who were more likely to buy the subsidised healthy food and then spend the savings they had enjoyed on yet more healthy food. The diets of the higher income groups before the subsidy tended 15 to be healthier. The choices of the higher income groups are more responsive to price changes. By contrast, lower income groups, if they responded to lower prices, often used the money saved to buy unhealthy items or something else entirely. The long-term benefits of a healthier diet are harder to grasp for consumers when information gaps exist. Often the immediate boost of a tasty treat is more appealing. Taxes and subsidies 20 do not change that. Other strategies are needed to promote healthy eating, especially education. (Source: adapted from Economist 5 October 2017 https://www.economist. com/news/finance-and-economics/21730033-study-suggests- lower-income-families-end-up-paying-more-their-food-taxing-fat and https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3031005 The Economic Journal September 2017 Vol 127 Issue 604) Extract C Tax on fatty foods in Denmark is an economic disaster Denmark introduced a specific tax on saturated fat in October 2011. Recognised as a world-leading public health policy, it was abandoned just 15 months later having been both an economic and political disaster. Indirect taxes of this sort are invariably regressive, disproportionately affecting the 5 elderly and the poor. The specific tax led to prices rising on average 15% for highest-fat products, yielding a total decrease of 5% in the intake of saturated fat from products such as minced beef and cream. 80% of Danish consumers did not change their shopping habits at all. The behavioural change was economically damaging as consumers switched to cheaper brands and crossed the border to Sweden and Germany to do their shopping. 10 Danish tax revenue fell as a result. (Source: adapted from https://iea.org.uk/in-the-media/press-release/ evidence-shows-a-fat-tax-would-hit-poorest-the-hardest 25 May 2013 and https://www.cambridge.org/core/journals/public-health-nutrition/article/ effects-of-the-danish-saturated-fat-tax-on-the-demand-for-meat-and-dairy- products/984CF03634C819D50E66C7B5DC5209DA/core-reader)
(a) With reference to Figure 1 and Extract A, explain what is meant by a ‘highly concentrated’ market for potato crisps (Extract A, lines 2–3). (5)
June 2019 · Paper 3 · Q1(c) 12 marks AO1=2, AO2=2, AO3=4, AO4=4 12-mark response
Data and extracts for question 1Markets for food and drinks high in fat, salt or sugar (HFSS) Figure 1: UK market share of potato crisps, 2017 Market share Market share Price Firm Brand Size of firm of product (£) Walkers All Walkers 55.3% of which: 35 g 28.1% 0.45 Regular Standard Regular Max 50 g 7.4% 0.63 Sensations 40 g 2.0% 0.59 Doritos 40 g 4.7% 0.45 Other 13.1% KP KP 50 g 22.7% 0.52 Tayto Golden Wonder 4.2% <40g 3.1% 0.38 40g+ 1.1% 0.72 Other Other 17.8% (Source: adapted from https://academic.oup.com/restud/article/3108825/ The-Effects-of-Banning-Advertising-in-Junk-Food 6 April 2017) Extract A The effects of a total ban on advertising of HFSS foods Food and drinks which are high in fat, salt or sugar (HFSS) tend to be sold in highly concentrated markets. Tough new rules banning advertisements for HFSS products, such as those for confectionery, fizzy drinks and potato crisps, come into effect in July 2017 as a means to reduce consumption. The rules apply to media targeted at under-16s and will 5 mean a major reduction in the number of advertisements children see for HFSS products in posters near schools, in films targeted at children, on catch-up television and in social media if it is directed at children. There are three main factors that will determine the effectiveness of the intervention: first, whether advertising acts to expand the market share or steal rivals’ market share. 10 Secondly, how firms in the market adapt their behaviour in response to the ban. Thirdly, what substitute products do consumers turn to if they opted out of the targeted market. Results from a recent survey in the UK suggest that the total quantity of crisps sold would fall by around 15% in the presence of an advertising ban, or by 10% if firms respond with price cuts, since the ban acts to make the market more competitive and firms respond to 15 the ban by, on average, lowering their prices. The survey showed that following a ban, consumers are more likely to switch to another junk food than to a healthy food, which (in addition to the pricing response of firms) acts to partially offset any health gains from the policy. (Source: adapted from The Effects of Banning Advertising in Junk Food Markets, Dubois, Pierre; Griffith, Rachel, Review of Economic Studies Copyright © 2017, Oxford University Press https://academic.oup.com/ restud/article/3108825/The-Effects-of-Banning-Advertising-in-Junk-Food 6 April 2017 and https://www.asa.org.uk/news/tougher-new-food-and- drink-rules-come-into-effect-in-children-s-media.html 30 June 2017) Extract B Taxing HFSS foods and subsidising healthy eating widens inequality Since low-income groups spend a higher proportion of their income on food and tend to eat less healthily, they are the main targets of taxes on products that are high in fat, salt or sugar (HFSS). Subsidies on healthy food are seen as an alternative policy approach to encourage healthy eating. While data on the impact of such policies are scarce, a recent 5 study on the distributional impacts of HFSS taxes and healthy food subsidies found that these actually widened health and fiscal inequalities. The policies tend to be regressive and favour higher-income consumers. Taxes on unhealthy food increase prices which have a greater impact on low income groups rather than higher income groups. Lower income groups prefer to buy HFSS food. 10 Subsidies encouraged all income groups to buy more fruit and vegetables. However, those on higher incomes proved more responsive and the average share of budget spent on healthy food actually increased for the higher income groups who were more likely to buy the subsidised healthy food and then spend the savings they had enjoyed on yet more healthy food. The diets of the higher income groups before the subsidy tended 15 to be healthier. The choices of the higher income groups are more responsive to price changes. By contrast, lower income groups, if they responded to lower prices, often used the money saved to buy unhealthy items or something else entirely. The long-term benefits of a healthier diet are harder to grasp for consumers when information gaps exist. Often the immediate boost of a tasty treat is more appealing. Taxes and subsidies 20 do not change that. Other strategies are needed to promote healthy eating, especially education. (Source: adapted from Economist 5 October 2017 https://www.economist. com/news/finance-and-economics/21730033-study-suggests- lower-income-families-end-up-paying-more-their-food-taxing-fat and https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3031005 The Economic Journal September 2017 Vol 127 Issue 604) Extract C Tax on fatty foods in Denmark is an economic disaster Denmark introduced a specific tax on saturated fat in October 2011. Recognised as a world-leading public health policy, it was abandoned just 15 months later having been both an economic and political disaster. Indirect taxes of this sort are invariably regressive, disproportionately affecting the 5 elderly and the poor. The specific tax led to prices rising on average 15% for highest-fat products, yielding a total decrease of 5% in the intake of saturated fat from products such as minced beef and cream. 80% of Danish consumers did not change their shopping habits at all. The behavioural change was economically damaging as consumers switched to cheaper brands and crossed the border to Sweden and Germany to do their shopping. 10 Danish tax revenue fell as a result. (Source: adapted from https://iea.org.uk/in-the-media/press-release/ evidence-shows-a-fat-tax-would-hit-poorest-the-hardest 25 May 2013 and https://www.cambridge.org/core/journals/public-health-nutrition/article/ effects-of-the-danish-saturated-fat-tax-on-the-demand-for-meat-and-dairy- products/984CF03634C819D50E66C7B5DC5209DA/core-reader)
(c) In Extract A, lines 15–16, it was suggested that some firms may respond to the advertising ban by cutting the prices of their products. Using game theory and the information provided in Figure 1 and Extract A, discuss the effects on firms of cutting prices in an oligopolistic market. (12)
June 2018 · Paper 1 · Q5(c) 2 marks AO2=2 Calculation
Data and extracts for question 55 The following graph shows the global sales of personal computers (PCs) between 2011 and 2015. 400 350 352.4 350.4 315.1 300 308.2 276.7 250 millions 200 of PCs 150 100 50 0 2011 2012 2013 2014 2015 (Source: adapted from IDC and reported in The Times, 14th January 2016)
The following table shows global sales of PCs by company in 2015. Sales of PCs Company (million) Lenovo 57 182 HP 53 534 Dell 39 049 Apple 20 794 Acer Group 19 680 Others 86 461 Total 276 700 (Source: IDC, reported in The Times, 14th January 2016) (c) Calculate the five-firm concentration ratio. You are advised to show your working. (2)
June 2018 · Paper 3 · Q1(a) 5 marks AO1=2, AO2=2, AO3=1 Short answer
Data and extracts for question 1Branded coffee shops Figure 1: Market share of UK branded coffee shops, 2015, percentages Others Costa Coffee 29% 31% Pret a Manger 5% Morrisons Starbucks 6% 13% Tesco Caffè Nero 7% 9% (Source: http://metro.co.uk/2015/12/14/the-uks-most-popular- coffee-shop-has-been-revealed-5564569/) Figure 2: Number of Starbucks coffee shops worldwide, 2003–2016 Number of coffee shops 30 000 25 085 25 000 23 043 21 366 19 767 20 000 18 066 17 003 16 63516 858 16 680 15 011 15 000 12 440 8 569 10 241 10 000 7 225 5 000 0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (Source: https://www.statista.com/statistics/266465/ number-of-starbucks-stores-worldwide/) Figure 3: Price comparison in selected London coffee retailers, February 2017 Coffee style Starbucks Costa Coffee Caffè Nero Greggs McDonald’s Espresso Double £2.00 £2.00 £1.70 £1.65 £0.99 Latte Medium £2.60 £2.50 £2.50 £1.80 £1.79 Latte Large £2.80 £2.70 £2.80 £2.10 £2.09 (Source: data collected from coffee shops in Holborn, London on 25 February 2017) Extract A Starbucks in Britain – a loss-making business? Coffee shops are among the most profitable parts of the food and drink industry, and few are doing quite as well as Starbucks, a US-based transnational company. Starbucks may be complaining of adverse global market conditions but that did not stop the world’s biggest coffee chain from reporting record annual profits in 2016. It made a profit of 5 almost US$4.2 billion for the year, up 16% on 2015. That was mainly the result of a strong performance in its biggest market, America, where revenue rose 11%. The fastest growth was in the China and Asia Pacific region, with revenue up 23%. Howard Schultz, the CEO of Starbucks, said its Chinese coffee shops were the most efficient and profitable. While Starbucks still makes most of its profit in the US, Mr Schultz has said expansion in China 10 will secure its future for “decades to come” and announced plans to more than double the number of shops in China to 5 000 by 2021. However its British subsidiary, at first glance, appears to be doing less well. It has announced its first ever profit in Britain in 2015 – of just £1 million – despite opening its first coffee shop in the UK in 1998. It now has 849 UK outlets. The main reason why 15 Starbucks has reported persistent losses in the UK is not due to a lack of demand for its coffee, but to minimise its tax bill. It is claimed that some of Starbucks’ revenue earned in the UK is transferred to its Dutch subsidiary, which is charged lower rates of tax. Starbucks is not finding life as easy in Britain as in the USA. It faces competition from home-grown chains such as Costa and Caffè Nero. Accusations of tax avoidance have also 20 damaged Starbucks’ sales to the benefit of its competitors. A survey found that a third less people rated Starbucks as their preferred coffee shop than they did before the tax- avoidance allegations were first published. These issues have forced Starbucks to change its strategy. It has slowed down its expansion plans in the UK and has closed 67 underperforming coffee shops over the past 25 year. It has also tried to repair its reputation by transferring its European headquarters from Amsterdam to London. (Sources: adapted from The Economist 14 February 2015 http://www.economist.com/ news/business-and-finance/21643271-tax and Starbucks company report 2016 and http://s21.q4cdn.com/369030626/files/doc_financials/ 2015/Starbucks-Fiscal-2015_Financial-Highlights.pdf) Extract B Tax on disposable coffee cups? Two and a half billion disposable cups are thrown away every year in the UK, that is, seven million every day. Only one in 400 is recycled. The UK Environment Minister has suggested that a coffee cup tax could work in a similar manner to the plastic bag charge. The 5 pence a bag charge has led to an 85% reduction in the number of bags 5 being given out since October 2015. It is estimated that introducing a tax on disposable coffee cups would cut usage by two billion every year. One environment spokesperson, Kate Parminter, said: “We’ve seen how dramatically a small charge has affected public behaviour when it comes to the plastic bags and it is clearly time to extend it to coffee cups. Most people purchase a tea or coffee and throw away the cup without even 10 thinking about it, but a charge would increase our awareness of the environmental impact.” In response, another MP welcomed her comments but said he did not believe a tax was the solution. He said: “My initial reaction is charging 5p or 10p for the cup will not work. It will not encourage people to take their own cups in if a coffee goes up from £2.60 to 15 £2.65. I suspect a more technological answer is what we need – either the composition of the disposable cups being changed so they’re more easily recyclable, or changing the technology in the recycling.” Disposable coffee cups contain a plastic coating inside the cups which prevent them from becoming soggy, making them difficult to recycle. There are just two specialist 20 facilities in the UK that have the required equipment to separate plastic from paper for recycling. Almost no recycled paper is used in the production of disposable cups, meaning that some 43 000 trees must be cut down annually to keep up with the demand. CO emissions of around 83 000 tonnes are generated every year for their production. 25 (Sources: adapted from http://www.independent.co.uk/news/uk/politics/disposable-coffee- cups-could-be-taxed-like-plastic-bags-environment-minister-says-a6938126.html 05/09/16 and https://www.cchdaily.co.uk/lib-dems-call-5p-plastic-bag-tax-coffee-cups) Extract C German city of Freiburg takes action on cutting the use of disposable coffee cups The ‘Freiburg cup’, made from dishwasher-proof plastic, can be reused hundreds of times. Cups are issued with a one-euro deposit, and can be returned to any of the participating coffee shops in the German city. The cups, which are provided to coffee shops by local councils, are washed in the cafés and bakeries that have signed up to the scheme before 5 being reused. 56 coffee retailers have signed up, and 10 000 cups are being used. One of the main obstacles facing a wider-reaching scheme, however, is the number of café chains in Germany that are unwilling to use unbranded multi-use cups, particularly Starbucks and McDonald’s. Starbucks already offers a discounted coffee for customers with a multi-use cup, but only if it is bearing the unmistakable Starbucks logo. 10 (Source: adapted from http://www.dw.com/en/germanys-love-for-coffee-to-go- leaves-environmental-groups-demanding-action/a-36689719)
(a) With reference to Figure 1, briefly explain the market structure that best describes the UK branded coffee shop market. (5)
June 2018 · Paper 3 · Q1(b) 12 marks AO1=2, AO2=2, AO3=4, AO4=4 12-mark response
Data and extracts for question 1Branded coffee shops Figure 1: Market share of UK branded coffee shops, 2015, percentages Others Costa Coffee 29% 31% Pret a Manger 5% Morrisons Starbucks 6% 13% Tesco Caffè Nero 7% 9% (Source: http://metro.co.uk/2015/12/14/the-uks-most-popular- coffee-shop-has-been-revealed-5564569/) Figure 2: Number of Starbucks coffee shops worldwide, 2003–2016 Number of coffee shops 30 000 25 085 25 000 23 043 21 366 19 767 20 000 18 066 17 003 16 63516 858 16 680 15 011 15 000 12 440 8 569 10 241 10 000 7 225 5 000 0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (Source: https://www.statista.com/statistics/266465/ number-of-starbucks-stores-worldwide/) Figure 3: Price comparison in selected London coffee retailers, February 2017 Coffee style Starbucks Costa Coffee Caffè Nero Greggs McDonald’s Espresso Double £2.00 £2.00 £1.70 £1.65 £0.99 Latte Medium £2.60 £2.50 £2.50 £1.80 £1.79 Latte Large £2.80 £2.70 £2.80 £2.10 £2.09 (Source: data collected from coffee shops in Holborn, London on 25 February 2017) Extract A Starbucks in Britain – a loss-making business? Coffee shops are among the most profitable parts of the food and drink industry, and few are doing quite as well as Starbucks, a US-based transnational company. Starbucks may be complaining of adverse global market conditions but that did not stop the world’s biggest coffee chain from reporting record annual profits in 2016. It made a profit of 5 almost US$4.2 billion for the year, up 16% on 2015. That was mainly the result of a strong performance in its biggest market, America, where revenue rose 11%. The fastest growth was in the China and Asia Pacific region, with revenue up 23%. Howard Schultz, the CEO of Starbucks, said its Chinese coffee shops were the most efficient and profitable. While Starbucks still makes most of its profit in the US, Mr Schultz has said expansion in China 10 will secure its future for “decades to come” and announced plans to more than double the number of shops in China to 5 000 by 2021. However its British subsidiary, at first glance, appears to be doing less well. It has announced its first ever profit in Britain in 2015 – of just £1 million – despite opening its first coffee shop in the UK in 1998. It now has 849 UK outlets. The main reason why 15 Starbucks has reported persistent losses in the UK is not due to a lack of demand for its coffee, but to minimise its tax bill. It is claimed that some of Starbucks’ revenue earned in the UK is transferred to its Dutch subsidiary, which is charged lower rates of tax. Starbucks is not finding life as easy in Britain as in the USA. It faces competition from home-grown chains such as Costa and Caffè Nero. Accusations of tax avoidance have also 20 damaged Starbucks’ sales to the benefit of its competitors. A survey found that a third less people rated Starbucks as their preferred coffee shop than they did before the tax- avoidance allegations were first published. These issues have forced Starbucks to change its strategy. It has slowed down its expansion plans in the UK and has closed 67 underperforming coffee shops over the past 25 year. It has also tried to repair its reputation by transferring its European headquarters from Amsterdam to London. (Sources: adapted from The Economist 14 February 2015 http://www.economist.com/ news/business-and-finance/21643271-tax and Starbucks company report 2016 and http://s21.q4cdn.com/369030626/files/doc_financials/ 2015/Starbucks-Fiscal-2015_Financial-Highlights.pdf) Extract B Tax on disposable coffee cups? Two and a half billion disposable cups are thrown away every year in the UK, that is, seven million every day. Only one in 400 is recycled. The UK Environment Minister has suggested that a coffee cup tax could work in a similar manner to the plastic bag charge. The 5 pence a bag charge has led to an 85% reduction in the number of bags 5 being given out since October 2015. It is estimated that introducing a tax on disposable coffee cups would cut usage by two billion every year. One environment spokesperson, Kate Parminter, said: “We’ve seen how dramatically a small charge has affected public behaviour when it comes to the plastic bags and it is clearly time to extend it to coffee cups. Most people purchase a tea or coffee and throw away the cup without even 10 thinking about it, but a charge would increase our awareness of the environmental impact.” In response, another MP welcomed her comments but said he did not believe a tax was the solution. He said: “My initial reaction is charging 5p or 10p for the cup will not work. It will not encourage people to take their own cups in if a coffee goes up from £2.60 to 15 £2.65. I suspect a more technological answer is what we need – either the composition of the disposable cups being changed so they’re more easily recyclable, or changing the technology in the recycling.” Disposable coffee cups contain a plastic coating inside the cups which prevent them from becoming soggy, making them difficult to recycle. There are just two specialist 20 facilities in the UK that have the required equipment to separate plastic from paper for recycling. Almost no recycled paper is used in the production of disposable cups, meaning that some 43 000 trees must be cut down annually to keep up with the demand. CO emissions of around 83 000 tonnes are generated every year for their production. 25 (Sources: adapted from http://www.independent.co.uk/news/uk/politics/disposable-coffee- cups-could-be-taxed-like-plastic-bags-environment-minister-says-a6938126.html 05/09/16 and https://www.cchdaily.co.uk/lib-dems-call-5p-plastic-bag-tax-coffee-cups) Extract C German city of Freiburg takes action on cutting the use of disposable coffee cups The ‘Freiburg cup’, made from dishwasher-proof plastic, can be reused hundreds of times. Cups are issued with a one-euro deposit, and can be returned to any of the participating coffee shops in the German city. The cups, which are provided to coffee shops by local councils, are washed in the cafés and bakeries that have signed up to the scheme before 5 being reused. 56 coffee retailers have signed up, and 10 000 cups are being used. One of the main obstacles facing a wider-reaching scheme, however, is the number of café chains in Germany that are unwilling to use unbranded multi-use cups, particularly Starbucks and McDonald’s. Starbucks already offers a discounted coffee for customers with a multi-use cup, but only if it is bearing the unmistakable Starbucks logo. 10 (Source: adapted from http://www.dw.com/en/germanys-love-for-coffee-to-go- leaves-environmental-groups-demanding-action/a-36689719)
(b) With reference to Figure 3 and other information provided, discuss the price and non-price strategies that Starbucks may use to increase profitability. (12)
June 2017 · Paper 1 · Q6(a) 5 marks AO1=1, AO2=1, AO3=3 Calculation
Data and extracts for question 6Supermarket price war, food waste and possible mergers Figure 1: Market shares by total revenue in the UK supermarket sector, 2010 and 2015 2010 2015 Others Others Lidl Lidl 7.7% 6.7% Aldi 2.2% Aldi 4.0% 2.8% 5.5% Tesco Tesco 30.8% 28.6% Waitrose Waitrose 4.1% 5.1% Co-op Co-op 7.1% 6.2% Morrisons Morrisons Asda Asda 11.6% 10.9% 17.6% 16.5% Sainbury’s Sainbury’s 16.1% 16.5% (Source: Kantar worldpanel, http://www.kantarworldpanel.com/en/ grocery-market-share/great-britain/snapshot/11.10.15/) Figure 2: Proportion of food suppliers reporting that the following supermarkets fail to meet the Groceries Code of Conduct, 2015. Aldi Sainsbury’s Lidl Waitrose Asda Co-op Morrisons Tesco 0 5 10 15 20 25 30 35 % (Source: YouGov poll of more than 1100 food suppliers to supermarkets. Reported in The Times, 23 June 2015) Extract A Supermarket price war puts pressure on their food suppliers The number of food suppliers (to supermarkets) struggling to remain in business has increased by more than 50% over the past year as supermarkets engage in an intense price war. It has never been tougher for the UK’s food suppliers according to a study by accountants Begbies Traynor. It blames aggressive price-cutting by the supermarkets 5 and delays in payments to food suppliers as the main causes of the difficulties. Further problems include food suppliers being forced to pay excessive amounts for packaging specified by supermarkets and funding in-store promotions. Almost 90% of struggling food suppliers are small and medium-sized businesses. The price war has contributed to food prices paid by consumers falling by 1.7% over the 10 past two years. The market shares of the big four supermarkets – Tesco, Asda, Sainsbury’s and Morrisons – are under pressure as shopping habits change. Many consumers are switching from one main weekly shop to shopping more frequently at local discount stores such as Aldi and Lidl or purchasing goods online from other grocery retailers. 15 The big four supermarkets have responded by putting more pressure on their suppliers despite an investigation by the Groceries Code Adjudicator (GCA). The GCA has the power to fine supermarkets up to 1% of their annual sales revenue if they break the Groceries Code of Conduct. A YouGov study found considerable differences between the supermarkets in meeting the Code with Aldi performing well but Tesco badly. Despite 20 the Groceries Code, many food suppliers are reluctant to complain for fear of losing contracts with the supermarkets. (Source: adapted from ‘Supermarket price war takes toll on UK food suppliers’. Rupert Jones, The Guardian, 20th July 2015) Extract B Food waste in the supply chain A report from the British Retail Consortium reveals that supermarkets are directly responsible for around 0.2 million tonnes of food waste every year. This is due to the expiry of use-by-dates and poor handling of stock. However, 4.1 million tonnes of food waste occurs annually in the food supply chain 5 before it even reaches the supermarkets, indicating the existence of information gaps. The supermarkets are cooperating with food suppliers and farmers to try to reduce this waste. This involves improving forecasts for supply and demand of food and increasing the reliability of transportation and storage. Consumers, the final stage of the supply chain, waste a further 7 million tonnes of 10 food each year. This suggests irrational behaviour. Supermarkets are also working with consumers to reduce the waste by providing advice on how to store and use leftover food. The development of packaging designs to keep food fresher for longer is one of the innovations under way to reduce waste. (Source: adapted from ‘Supermarkets tally up food waste bill’. Will Nicholls, in Businessgreen, 19th January 2015. http://www.businessgreen.com/ bg/news/2390792/supermarkets-tally-up-food-waste-bill) Extract C Proposed merger activity in the supermarket sector Analysts at Société Générale, an investment bank, have recommended a merger between Sainsbury’s and Morrisons. They claim it would lead to increased economies of scale and market power for the combined business. Such a merger between the third and fourth largest supermarkets in Britain would have been unrealistic a few years ago due 5 to concerns of its impact in reducing competition. However, the chances of getting permission from the Competition and Markets Authority have increased following the growth of Aldi and Lidl. Giant mergers have been approved in other sectors such as Lloyds-HBOS (banking) and British Telecom-EE (telecommunications). The suggested merger would have its challenges. There is considerable overlap between 10 the locations of the stores and the enlarged company would require the rationalisation and co-ordination of hundreds of thousands of employees. A new expensive IT system is likely to be required and the underlying difficult market trends would remain in the food retailing industry. (Source: adapted from ‘Tesco-bury and AS-Morrisons. Could Britain’s supermarkets be about to merge?’ Graham Ruddick, in The Telegraph, 16th December, 2015. http://www.telegraph. co.uk/finance/newsbysector/retailandconsumer/11699724/Tesco-burys-and-AS-Morrisons.- Could-Britains-supermarkets-be-about-to-merge.html)
(a) With reference to Figure 1 and Extract A, explain one likely reason for the change in the four-firm concentration ratio of the supermarket sector between 2010 and 2015. (5)

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