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Category management (CM) is a recent retail management initiative that aims at improving a retailer's overall performance in a product category through more coordinated buying, merchandising, and pricing of the brands in the category than in the past. Despite tremendous retailer and manufacturer interest in the process of CM and its rapid adoption in the industry, much uncertainty exists about the consequences of CM for channel members. The present study focuses on how a shift to CM by a retailer affects its equilibrium prices, sales, and profitability in a competitive retail setting. On the basis of an analysis of a model of two competing national brand manufacturers that supply two competing common retailers, the authors find that one retailer's adoption of CM increases its average unit price of the category and reduces its sales volume and revenues. However, this retailer can still enjoy an increase in its gross margin profits as competing manufacturers' wholesale prices fall in the process. Also, the CM adopter's profits are greater than those of a symmetric competing retailer that follows the traditional brand-centered management of a product category when the interbrand competition is high but interstore competition is low. Applying the intervention analysis methodology, the authors empirically test several of these analytical findings, employing a unique data set that contains information about a supermarket chain's weekly average unit prices and sales of the laundry detergent category before and after this product category was moved to CM by the retailer. The propositions that adoption of CM will lead to higher retail prices and lower sales are upheld in this empirical study. The authors discuss the implications of these findings for practitioners and researchers, the limitations of the study, and directions for further research.

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