Abstract
Retailers in the consumer goods industry often rely on a leading manufacturer for category management, a form of manufacturer-retailer collaboration referred to as category captainship. There are reported success stories about category captainship, but also a growing debate about its potential for anti-competitive practices by category captains. Motivated by conficting viewpoints, the goal of our research is to deepen our understanding of the consequences of such collaboration initiatives between the retailer and only one of its manufacturers.
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