Пища для ума. Коломейцева Е.М - 52 стр.

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52
policy that might have contributed to the observed situation, and finally the
financial structure of Canadian dairy co-operatives will be discussed.
The structural lag of the Canadian dairy processing sector is not related to
the size or capacity of its processing sector, but rather by the fact that there was,
until recently, no firm that dominated at the national level, in terms of milk
processing. In European countries, such as Denmark and the Netherlands, one
or two firms process between 75% and 90% of the country’s milk supply (IDF,
2001). Moreover, among the 25 most important dairy groups, no Canadian firm
figures in the list, while countries with a smaller or similar milk production,
such as Ireland, Switzerland and Japan, are listed (Côté, 1995).
Canada is a vast country that is not densely populated; that fact plays an
historical role in the reason why, until recently, there was no firm dominant at
the national level. One has to remember that not very long ago, at the end of the
sixties, numerous small localities in Canada had some dairy processing capaci-
ty. At the time, this made sense considering that transportation costs were rela-
tively high, and considering the low level of farm specialisation.
The low level of farm specialisation increases transportation costs of the
raw milk, because small volumes are collected on each farm. Similarly, large
distances between scarcely populated regions increases the cost of delivering
processed dairy products, from a regional processing point, to each urban area.
Thus, with the same infrastructures and technology, a smaller and more densely
populated country would have had lower transportation costs, and therefore
would have been more likely to start its consolidation process earlier than Canada
did. It was not before the mid-seventies that an important consolidation of
processing facilities took place in Canada. The consolidation corresponds with
the increased degree of specialisation of dairy farms, as well as transportation
cost reduction due to technological gain and economies of scale.
The acceleration of the consolidation process, recorded between 1990 and
1995, coincided with the arrival of new international players. In fact, multi-
national dairy firms, such as Danone, Unilever and Parmalat, made their en-
trance or significantly increased their presence in Canada between 1993 and
1997. Those firms have a global strategy and want to be strategically positioned
on all continents. In order to sell on the Canadian market, foreign firms have no
choice but to be present on our market given the dairy trade restrictions that
exist on the continent. More importantly, the structural lag of the Canadian
dairy processing industry made Canada attractive for well-capitalised firms.
Thus, multi-nationals were able to reap the benefit associated with merging and
rationalising a dispersed industry. This, of course, created pressure on native
dairy firms to do the same. Only then, did regional dairy groups start to signifi-
cantly extend their business to other regions.
The low level of internationalisation of Canadian dairy processing firms is
certainly linked to the structural lag of the industry as defined earlier. To illu-
strate this point, we will use the classical text book case of a firm development,
which is as follows: first, the firm is present on the national market, developing

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