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Imperfect Imitability and Industry Equilibrium 383

Beatles to a record contract in the early 1960s. EMI lacked the production and marketing know-how to successfully commercialize the CT scanner developed in its R&D laboratory, and it sold this business to GE in the late 1970s. Early movers may also fail to establish a competitive advantage because they bet on the wrong technologies or products. Wang Laboratories bet that the “office of the future” would be organized around networks of dedicated word processors. Given the uncertainty about demand or technology that exists when an early mover enters a market, these bets may be good ones; that is, the expected present value of profits exceeds the cost of entering the market. But an inherent property of decision making under uncertainty is that good decisions do not always translate into good outcomes. In the 1970s, Wang could not have known that the personal computer would destroy the market for dedicated word processors.

IMPERFECT IMITABILITY AND INDUSTRY EQUILIBRIUM

Steven Lippman and Richard Rumelt point out that when there is imperfect imitability, firms in an otherwise perfectly competitive market may be able to sustain positive economic profits over long periods, but some firms will earn below-average profits and indeed may appear to be making negative economic profits.16 These arguments can be illustrated with a simple numerical example. Consider an industry in which firms produce undifferentiated products but have different production costs. Average variable cost (AVC) and marginal cost (MC) are constant up to a capacity of 1 million units per year. We assume that this level of capacity is small relative to the overall size of the market, so the industry can accommodate many firms producing at capacity. The most efficient firms in this industry can achieve an AVC of $1 per unit. There are many potential entrants into this market, but because imitation is imperfect, not all of them can emulate those that achieve the low-cost position in the market. (See Figure 11.5.)

The problem that each entrant faces is that, before entry, it does not know what its costs will be. Accordingly, before entering the market, a prospective competitor believes that there is a 20 percent probability that its AVC will take on each of five values: $1, $3, $5, $7, or $9. Suppose, finally, that a firm must incur the cost of

FIGURE 11.5

Average Variable and Marginal Cost Functions with Imperfect Imitability

The figure shows the different average variable cost functions (AVC) that a firm might have if it enters this market. Since AVC is constant up to the capacity of 1 million units per year, the AVC function coincides with the marginal cost (MC) function. The firm’s AVC can take on one of five values— $1, $3, $5, $7, or $9—each with equal

(i.e., 20 percent) probability. The equilibrium price in this market is $6 per unit. At this price, each firm’s expected economic profit is zero.

Average variable cost, marginal cost

$ per unit

$9/unit

 

AVC = MC

 

$7/unit

 

AVC = MC

 

$6/unit

 

Equilibrium price

$5/unit

 

AVC = MC

 

$3/unit

 

AVC = MC

 

$1/unit

 

AVC = MC

 

 

 

 

 

Quantity

 

1,000,000

 

 

(units per year)

384 Chapter 11 Sustaining Competitive Advantage

building a factory if it comes into the industry. This factory costs $36 million to build and (for simplicity) never depreciates and cannot be converted to another use. Investors expect a return of 5 percent on their capital, so the annualized cost of the factory is 0.05 3 $36,000,000 5 $1,800,000, or $1.8 per unit of capacity.

What will the equilibrium price be? In equilibrium, firms in the market will have positive operating profits while a potential entrant’s expected operating profit will be equal to or below the cost of entry. In this example, the price that makes a prospective entrant just indifferent between entering and not entering is $6.17 At that price, firms that enter and learn that their AVC is $7 or $9 will immediately exit. Firms with an AVC of $1, $3, or $5 will produce up to capacity and earn a per-unit operating profit of $5, $3, and $1, respectively.

A potential entrant’s expected operating profit per unit of capacity, when the price is $6, is thus:

(0.2 3 5) 1 (0.2 3 3) 1 (0.2 3 1) 1 (0.2 3 0) 5 $1.8

This expected operating profit equals the entry costs of $1.8 per unit, so a price of $6 leaves potential entrants just indifferent between entering or not. Put another way, at a price of $6, each firm’s expected rate of return on its invested capital (ROIC) is equal to its cost of capital of 5 percent. This is illustrated in Table 11.1.

The example illustrates the distinction between ex ante and ex post economic profitability. Before entering (i.e., ex ante), each firm’s expected economic profit is zero; that is, each firm expects to earn its 5 percent cost of capital (see Table 11.1). After entering (i.e., ex post), a firm’s economic profit may be positive or negative; that is, a firm may earn more or less than the competitive return of 5 percent. This yields a fundamental insight: to assess the profit opportunities available in a particular business, managers should not just focus on the performance of the most successful firms (i.e., those firms that are still in the business). In the preceding example, the average ROIC of active producers is (13.89 1 8.33 1 2.78)/3 5 8.33 percent, yet ex ante profitability is just 5 percent. The reason for this is that a simple average of the profitability of active firms ignores unsuccessful firms that have lost money and exited the industry.

This example offers another fundamental insight about profitability. If one takes an “ex ante” perspective and entry is free, then it is impossible to have positive expected profits without unique resources and capabilities. Before entering the market, firms in this example all have the same expected profits. The same can be said more generally about entrepreneurs before they sink investments into their new business ideas. Unless they

TABLE 11.1

Summary Statistics for Imperfect Imitability Example

 

 

 

 

 

ROIC

 

 

Annual

 

 

(annual

 

Annual

Total

Annual

Annual

operating

 

Revenue @

Variable

Operating

Operating

profit/$36

AVC

$6/unit

Costs

Profit

Profit

million)

$1/unit

0.2

$6,000,000

$1,000,000

$5,000,000

13.89%

$3/unit

0.2

6,000,000

3,000,000

3,000,000

8.3

$5/unit

0.2

6,000,000

5,000,000

1,000,000

2.78

$7/unit

0.2

0

0

0

0

$9/unit

0.2

0

0

0

0

 

 

 

 

 

 

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