Coopetition: When Competition is Good for All

This is something I have discussed before in these (what, pages? files? screens?), er in this blog, but is illustrated nicely in this interview Andy Crouch, the Beer Scribe conducted with Alan Pugsley of Shipyard brewing company in Portland, Maine.

AC How has [the craft beer market] changed to now?

AP It's completely changed. The bigger market for craft beer exists now, obviously. The craft beer market since those days has grown every single year.The craft brewing segment of the market is not going away. Back when Geary's started, Sam Adams was just starting. Even though it really wasn't a microbrewery as such, it was a contract brewing operation where all the money raised went into marketing. Jim Koch is a very good marketer. He did a great job in getting it out there and turned it into a multi-million dollar brewery. So that brand in itself helped pull others with it. All of his marketing money was not only making people aware of the Sam Adams brand, it was making them aware there was something outside of Budweiser. And that's really what he did. Even though we're competitors, at the end of the day, you say 'well done' and if you're honest, you say 'thank you for doing it that way'. It certainly did help.

AC After outgrowing the Federal Jack's location, you opened a package operation called Shipyard Brewing Company in Portland, Maine, in 1994. What was the result of this move?

AP The odd thing is that as opposed to taking away from Geary's sales, it actually increased them. The reason being there was one little face of Maine-made beer on the shelf which was easy to miss. When you put Export Ale here and Geary's Pale Ale here, all of sudden you've got a billboard. If you look in the supermarkets today, you've got Shipyard with three or four shelves and Geary's with three or four shelves and that's how you sell beer. Ironically, our growth and establishment helped Geary's. Plus, I think it gave them a little bit of a kick in the pants and realized they had some competition. They realized they needed to do something else and that's when they came out with Hampshire Special Ale. [emphasis mine]

Normally when we talk about competition we are talking about the number of firms that serve a given market that has a fixed (static) demand curve.  In most standard models of imperfect competition, increases in competition are good for consumers (more get to purchase at a lower price) and bad for firms (they have to accept lower prices).  But things change when demand it itself a function of the number of firms.  In this case more competition does two things, it has the traditional role of adding to the competition for existing customers, but it also increases the number of customers as well.  How this tension is resolved determines how an establish firm should feel about a newcomer.

Relations between craft brewers, in my experience, is exceptional - it is a very chummy industry.  This, to me, suggests that the tension right now is being resolved in favor of new firms.  Anecdotally, this seems largely true: new craft beer companies are finding new markets and virgin territory, pushing their way into venues that have heretofore been strictly macro-brew, creating even more shelf space in supermarkets as the number of craft beer drinkers continues to increase.

I think Portland, Oregon is an interesting laboratory for this: it is hard to imagine being a beer drinker that moves to Portland and isn't moved by the omni-present craft beer scene to give craft beer a fair hearing.  Many will decide they not only like craft beer, but that craft beer transforms their beer drinking experience into a adventurous experience that provokes thought, discussion and passion.

There will come a time (and we may be quickly reaching it in Oregon) when the growth of breweries outpaces the growth of craft beer demand and competition becomes more serious among craft brewers, but for the time being, I think the attitude that all breweries are rowing the same boat in the same direction is accurate.  

Coopetition

Beervana, the Blog has a nice follow up on the state of the Green Dragon, an independent tap house in SE Portland that was treasured by the beergnoscenti, but which ran into financial trouble and was bought out by Rogue. You might expect Rogue to transform the Green Dragon into a Rogue house featuring all or mostly Rogue beer. You would be wrong. They have kept it largely as it was and sometimes it can be hard to find Rogue beer there at all.

In fact as, Jeff points out, Rogue is going one step farther and hosting an 'Indie Beer Fest,' and wonders why they would highlight their competition? Well it is likely because they are cool and don't see their business as a zero-sum game. And they might be right.

There are many instances in economics where business relationships are both competitive and cooperative. One example is where there are network externalities: the more people use a product the more other potential buyers value it. Consider the very first phones, if you were the first person to own a phone in the US, it wasn't worth much, but once your entire community got one, everyone got more value from it. So if you were a single phone manufacturer, sure you wanted to get as many sales as possible for yourself, but the price you could charge and the number of potential customers increased with the number of sales your competition made as well.

Another example is where you have a demand that evolves, like from weak diner coffee to strong Starbucks coffee. Customers learned to prefer strong coffee and began to demand it everywhere. So if you were a coffee house selling strong stuff, having Starbucks expand locally was both direct competition, but it also served to increase the demand for your coffee.

Both of these type of situations are probably relevant for the pub business. A pub business specializing in craft beer in Portland will be enhanced the more good beer there is to serve and the more people have learned to prefer craft beer. Even if you brew your own beer, exposing more people to good craft beer might lead to a net increase in demand for yours as well.

I doubt that Rouge thinks in these terms, but that is the thing about economics - understanding why patterns exist even if the participants don't understand the incentives involved. Jack Joyce once described the craft beer industry as jerk-free (OK, he used slightly more colorful language). I think that this is partly that there is a recognition that while there are many competitive aspects of the business, each individual success bleeds over to group success. With the focus on taking away market share from macro-brewers and creating more demand, there is just less focus on internecine battles.

OK, head too full of economics, getting too serious about all of this. Time to relax and have an Oregon beer. Cheers, and have a good weekend.