Abstract
AbstractThe efficiency of the sheet rubber marketing system in Thailand is analyzed in the framework of the structure‐conduct‐performance model from the field of industrial organization. Market performance is evaluated by the degree of monopsony profits and progressiveness. Examination of the multiple relationships at the three principal levels of the vertical network indicates that the system does not fit pure models of microeconomic theory. Comprehensive analysis leads to different conclusions than the more traditional, partial analysis. Diagnosing the structural and behavioral determinants of performance also assists in identifying policy measures to improve marketing efficiency.
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