Guidelines on the assessment of horizontal mergers

KEY POINTS

• In the guidelines, the Commission explains when it may raise competition concerns, but also indicates when it will be unlikely to intervene.
• The Commission can raise competition concerns when mergers and acquisitions increase the market power of the companies involved to an extent which is likely to have significant adverse effects for consumers, in particular by creating or strengthening a dominant position¹. This might be the case if the merger were to eliminate a competitor from the market or to make coordination between the firms present on the market more likely.

Market share and concentration levels

• The Commission’s assessment of mergers normally involves:
  • defining relevant product and geographic markets;
  • competitive assessment of the merger.
• The Commission defines the relevant market based on its notice of 1997. The main purpose of market definition is to identify in a systematic way the immediate competitive constraints facing the merged entity.
• The Commission does not normally intervene where the merger does not result in market concentration levels exceeding certain specified levels, as measured by the firms’ market-share percentage or by the Herfindahl-Hirschmann Index (HHI)².

Possible anti-competitive effects of a horizontal merger

• There are 2 main ways in which horizontal mergers may significantly harm effective competition, in particular by creating or strengthening a dominant position:
  • by eliminating important competitive constraints on one or more firms, which consequently would have increased market power, without resorting to coordinated behaviour (known as non-coordinated effects);
  • by changing the nature of competition so that firms that previously were not coordinating their behaviour are now significantly more likely to do so and raise prices or otherwise harm effective competition. A merger may also make coordination easier, more stable or more effective for firms which were coordinating prior to the merger (known as coordinated effects).
• The Commission assesses whether the changes brought about by the merger would result in any of these effects. Both instances mentioned above may be relevant when assessing a particular transaction.

Other aspects that the Commission takes into account include:

• Countervailing buyer power³ — the competitive pressure on a supplier is not only from competitors but can also come from its customers. Even firms with very high market shares may not be able, post-merger, to significantly impede effective competition, in particular by acting to an appreciable extent independently of their customers, if their customers have countervailing buyer power.
• Market entry — when it is sufficiently easy to enter a market, a merger is unlikely to pose any significant anti-competitive risk. Therefore, entry analysis is an important element of the overall competitive assessment. For entry to be considered a sufficient competitive constraint on the merging parties, it must be shown to be likely, timely and sufficient to deter or defeat any potential anti-competitive effects of the merger.
• Efficiencies — companies can claim that efficiencies are a mitigating factor to the likely competitive harm. Here, the merging parties need to be able to show that the efficiencies are merger-related, will benefit consumers and are verifiable.
• Failing firm defence — an otherwise problematic merger may nevertheless be considered compatible with the common market if one of the merging parties is a failing firm. The basic requirement is that any reduction in competition that follows the merger has not been caused by the merger.