<p class="MsoNormal" style="text-align: justify; margin: 0in 0.6in 0pt 0.5in;"><span style="font-size: x-small;"><span style="font-family: &quot;Times New Roman&quot;,&quot;serif&quot;; mso-bidi-font-style: italic;">Who benefits from the proliferation of ecolodges, beachfront resorts, safari parks, river cruises, forest forays and other similar and increasingly popular ventures popping up in developing economies across the world? Critics hold that multinational hotel chains, influential tour operators and foreign interests sometimes in association with powerful domestic groups often engage in anticompetitive practices at the expense of local communities, domestic workers and other stakeholders where the tourism activities take place. In this paper, we examine the possibility of market power abuses in the tourism industry in small economies or small national economies.<span style="mso-spacerun: yes;">&nbsp; </span>Many of these small economies have recently inaugurated antitrust enforcement agencies charged with curtailing market power abuses and other anticompetitive practices.<span style="mso-spacerun: yes;">&nbsp; </span>We also examine how effective these agencies are likely to be in challenging the powerful tourism industry. Succinctly, we conclude that monopsonistic practices may arise in the tourism sector of small economies. But we argue that domestic competition agencies are not suited to challenge monopsony for various reasons including a lack of political will.<span style="mso-spacerun: yes;">&nbsp; </span>We also analyze the plausible cartelization role of regional marketing boards.<span style="mso-spacerun: yes;">&nbsp; </span>Regional marketing boards are collaborative efforts by groups of countries.<span style="mso-spacerun: yes;">&nbsp; </span>Because it is entrusted with cross jurisdictional enforcement of competition laws, a &ldquo;regional&rdquo; agency with jurisdiction in several countries across a region may be more likely to successfully confront monopsony problems.<span style="mso-spacerun: yes;">&nbsp; </span>However, we conclude that a regional enforcement agency is equally unlikely to successfully challenged cross-border anticompetitive practices because it is not likely to challenge the impairment of consumer welfare of foreign nationals.</span><span style="font-family: &quot;Times New Roman&quot;,&quot;serif&quot;;"> </span></span></p>

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The United States Supreme Court recently considered challenges to two state laws regarding direct shipment of wine and spirits from out-of-state. Michigan law banned these direct shipments completely, requiring sales from out-of-state to be made through a Michigan wholesaler, even though it permitted direct shipments from within the state. New York law similarly banned direct shipments, although it created a narrow exception for out-of-state wine producers who maintained a place of business within New York. In Granholm v. Heald, the United States Supreme Court considered the constitutionality of these laws in light of the constitutional prohibition against state laws that unreasonably burden interstate commerce. The Court held that these laws did in fact impermissibly discriminate against interstate commerce, and were unconstitutional. It held that a state may permit direct shipments or prohibit them, but it could not create a discriminatory system where in-state direct shipment were permitted but out-of-state shipments were prohibited or burdened with additional costs. This decision left it to the individual state governments to fashion whatever direct shipment laws they wished, as long as the laws did not treat shipments from out of state differently from shipments within the state. As the individual states respond to this mandate, we can see how these new laws will impact wine tourism, actual and Internet travel for the purpose of experiencing and purchasing regional wines.

The purpose of this paper is to develop and test a model for managing the inventory for a small, student managed food service business.  The Hazell Nut Café offers six coffees, six flavors of ice cream, four teas, hot chocolate, assorted pastries, bottled water, vitamin water, and four other types of cold beverages.  The purveyors for the all supplies, with the exception of dairy products, have on-call deliveries, but pre-set minimums for order quantities.  The dairy company requires a minimum weekly delivery.  After nearly one year of operation, the café’s student-managers are still developing an inventory management system.  The model developed here seeks to provide an easy to understand solution to the supply chain problems encountered by a small business such as the Hazell Nut Café.