- •BUSINESSES IN THE BOOK
- •Preface
- •Brief Contents
- •CONTENTS
- •Why Study Strategy?
- •Why Economics?
- •The Need for Principles
- •So What’s the Problem?
- •Firms or Markets?
- •A Framework for Strategy
- •Boundaries of the Firm
- •Market and Competitive Analysis
- •Positioning and Dynamics
- •Internal Organization
- •The Book
- •Endnotes
- •Costs
- •Cost Functions
- •Total Cost Functions
- •Fixed and Variable Costs
- •Average and Marginal Cost Functions
- •The Importance of the Time Period: Long-Run versus Short-Run Cost Functions
- •Sunk versus Avoidable Costs
- •Economic Costs and Profitability
- •Economic versus Accounting Costs
- •Economic Profit versus Accounting Profit
- •Demand and Revenues
- •Demand Curve
- •The Price Elasticity of Demand
- •Brand-Level versus Industry-Level Elasticities
- •Total Revenue and Marginal Revenue Functions
- •Theory of the Firm: Pricing and Output Decisions
- •Perfect Competition
- •Game Theory
- •Games in Matrix Form and the Concept of Nash Equilibrium
- •Game Trees and Subgame Perfection
- •Chapter Summary
- •Questions
- •Endnotes
- •Doing Business in 1840
- •Transportation
- •Communications
- •Finance
- •Production Technology
- •Government
- •Doing Business in 1910
- •Business Conditions in 1910: A “Modern” Infrastructure
- •Production Technology
- •Transportation
- •Communications
- •Finance
- •Government
- •Doing Business Today
- •Modern Infrastructure
- •Transportation
- •Communications
- •Finance
- •Production Technology
- •Government
- •Infrastructure in Emerging Markets
- •Three Different Worlds: Consistent Principles, Changing Conditions, and Adaptive Strategies
- •Chapter Summary
- •Questions
- •Endnotes
- •Definitions
- •Definition of Economies of Scale
- •Definition of Economies of Scope
- •Economies of Scale Due to Spreading of Product-Specific Fixed Costs
- •Economies of Scale Due to Trade-offs among Alternative Technologies
- •“The Division of Labor Is Limited by the Extent of the Market”
- •Special Sources of Economies of Scale and Scope
- •Density
- •Purchasing
- •Advertising
- •Costs of Sending Messages per Potential Consumer
- •Advertising Reach and Umbrella Branding
- •Research and Development
- •Physical Properties of Production
- •Inventories
- •Complementarities and Strategic Fit
- •Sources of Diseconomies of Scale
- •Labor Costs and Firm Size
- •Spreading Specialized Resources Too Thin
- •Bureaucracy
- •Economies of Scale: A Summary
- •The Learning Curve
- •The Concept of the Learning Curve
- •Expanding Output to Obtain a Cost Advantage
- •Learning and Organization
- •The Learning Curve versus Economies of Scale
- •Diversification
- •Why Do Firms Diversify?
- •Efficiency-Based Reasons for Diversification
- •Scope Economies
- •Internal Capital Markets
- •Problematic Justifications for Diversification
- •Diversifying Shareholders’ Portfolios
- •Identifying Undervalued Firms
- •Reasons Not to Diversify
- •Managerial Reasons for Diversification
- •Benefits to Managers from Acquisitions
- •Problems of Corporate Governance
- •The Market for Corporate Control and Recent Changes in Corporate Governance
- •Performance of Diversified Firms
- •Chapter Summary
- •Questions
- •Endnotes
- •Make versus Buy
- •Upstream, Downstream
- •Defining Boundaries
- •Some Make-or-Buy Fallacies
- •Avoiding Peak Prices
- •Tying Up Channels: Vertical Foreclosure
- •Reasons to “Buy”
- •Exploiting Scale and Learning Economies
- •Bureaucracy Effects: Avoiding Agency and Influence Costs
- •Agency Costs
- •Influence Costs
- •Organizational Design
- •Reasons to “Make”
- •The Economic Foundations of Contracts
- •Complete versus Incomplete Contracting
- •Bounded Rationality
- •Difficulties Specifying or Measuring Performance
- •Asymmetric Information
- •The Role of Contract Law
- •Coordination of Production Flows through the Vertical Chain
- •Leakage of Private Information
- •Transactions Costs
- •Relationship-Specific Assets
- •Forms of Asset Specificity
- •The Fundamental Transformation
- •Rents and Quasi-Rents
- •The Holdup Problem
- •Holdup and Ex Post Cooperation
- •The Holdup Problem and Transactions Costs
- •Contract Negotiation and Renegotiation
- •Investments to Improve Ex Post Bargaining Positions
- •Distrust
- •Reduced Investment
- •Recap: From Relationship-Specific Assets to Transactions Costs
- •Chapter Summary
- •Questions
- •Endnotes
- •What Does It Mean to Be “Integrated?”
- •The Property Rights Theory of the Firm
- •Alternative Forms of Organizing Transactions
- •Governance
- •Delegation
- •Recapping PRT
- •Path Dependence
- •Making the Integration Decision
- •Technical Efficiency versus Agency Efficiency
- •The Technical Efficiency/Agency Efficiency Trade-off
- •Real-World Evidence
- •Double Marginalization: A Final Integration Consideration
- •Alternatives to Vertical Integration
- •Tapered Integration: Make and Buy
- •Franchising
- •Strategic Alliances and Joint Ventures
- •Implicit Contracts and Long-Term Relationships
- •Business Groups
- •Keiretsu
- •Chaebol
- •Business Groups in Emerging Markets
- •Chapter Summary
- •Questions
- •Endnotes
- •Competitor Identification and Market Definition
- •The Basics of Competitor Identification
- •Example 5.1 The SSNIP in Action: Defining Hospital Markets
- •Putting Competitor Identification into Practice
- •Empirical Approaches to Competitor Identification
- •Geographic Competitor Identification
- •Measuring Market Structure
- •Market Structure and Competition
- •Perfect Competition
- •Many Sellers
- •Homogeneous Products
- •Excess Capacity
- •Monopoly
- •Monopolistic Competition
- •Demand for Differentiated Goods
- •Entry into Monopolistically Competitive Markets
- •Oligopoly
- •Cournot Quantity Competition
- •The Revenue Destruction Effect
- •Cournot’s Model in Practice
- •Bertrand Price Competition
- •Why Are Cournot and Bertrand Different?
- •Evidence on Market Structure and Performance
- •Price and Concentration
- •Chapter Summary
- •Questions
- •Endnotes
- •6: Entry and Exit
- •Some Facts about Entry and Exit
- •Entry and Exit Decisions: Basic Concepts
- •Barriers to Entry
- •Bain’s Typology of Entry Conditions
- •Analyzing Entry Conditions: The Asymmetry Requirement
- •Structural Entry Barriers
- •Control of Essential Resources
- •Economies of Scale and Scope
- •Marketing Advantages of Incumbency
- •Barriers to Exit
- •Entry-Deterring Strategies
- •Limit Pricing
- •Is Strategic Limit Pricing Rational?
- •Predatory Pricing
- •The Chain-Store Paradox
- •Rescuing Limit Pricing and Predation: The Importance of Uncertainty and Reputation
- •Wars of Attrition
- •Predation and Capacity Expansion
- •Strategic Bundling
- •“Judo Economics”
- •Evidence on Entry-Deterring Behavior
- •Contestable Markets
- •An Entry Deterrence Checklist
- •Entering a New Market
- •Preemptive Entry and Rent Seeking Behavior
- •Chapter Summary
- •Questions
- •Endnotes
- •Microdynamics
- •Strategic Commitment
- •Strategic Substitutes and Strategic Complements
- •The Strategic Effect of Commitments
- •Tough and Soft Commitments
- •A Taxonomy of Commitment Strategies
- •The Informational Benefits of Flexibility
- •Real Options
- •Competitive Discipline
- •Dynamic Pricing Rivalry and Tit-for-Tat Pricing
- •Why Is Tit-for-Tat So Compelling?
- •Coordinating on the Right Price
- •Impediments to Coordination
- •The Misread Problem
- •Lumpiness of Orders
- •Information about the Sales Transaction
- •Volatility of Demand Conditions
- •Facilitating Practices
- •Price Leadership
- •Advance Announcement of Price Changes
- •Most Favored Customer Clauses
- •Uniform Delivered Prices
- •Where Does Market Structure Come From?
- •Sutton’s Endogenous Sunk Costs
- •Innovation and Market Evolution
- •Learning and Industry Dynamics
- •Chapter Summary
- •Questions
- •Endnotes
- •8: Industry Analysis
- •Performing a Five-Forces Analysis
- •Internal Rivalry
- •Entry
- •Substitutes and Complements
- •Supplier Power and Buyer Power
- •Strategies for Coping with the Five Forces
- •Coopetition and the Value Net
- •Applying the Five Forces: Some Industry Analyses
- •Chicago Hospital Markets Then and Now
- •Market Definition
- •Internal Rivalry
- •Entry
- •Substitutes and Complements
- •Supplier Power
- •Buyer Power
- •Commercial Airframe Manufacturing
- •Market Definition
- •Internal Rivalry
- •Barriers to Entry
- •Substitutes and Complements
- •Supplier Power
- •Buyer Power
- •Professional Sports
- •Market Definition
- •Internal Rivalry
- •Entry
- •Substitutes and Complements
- •Supplier Power
- •Buyer Power
- •Conclusion
- •Professional Search Firms
- •Market Definition
- •Internal Rivalry
- •Entry
- •Substitutes and Complements
- •Supplier Power
- •Buyer Power
- •Conclusion
- •Chapter Summary
- •Questions
- •Endnotes
- •Competitive Advantage Defined
- •Maximum Willingness-to-Pay and Consumer Surplus
- •From Maximum Willingness-to-Pay to Consumer Surplus
- •Value-Created
- •Value Creation and “Win–Win” Business Opportunities
- •Value Creation and Competitive Advantage
- •Analyzing Value Creation
- •Value Creation and the Value Chain
- •Value Creation, Resources, and Capabilities
- •Generic Strategies
- •The Strategic Logic of Cost Leadership
- •The Strategic Logic of Benefit Leadership
- •Extracting Profits from Cost and Benefit Advantage
- •Comparing Cost and Benefit Advantages
- •“Stuck in the Middle”
- •Diagnosing Cost and Benefit Drivers
- •Cost Drivers
- •Cost Drivers Related to Firm Size, Scope, and Cumulative Experience
- •Cost Drivers Independent of Firm Size, Scope, or Cumulative Experience
- •Cost Drivers Related to Organization of the Transactions
- •Benefit Drivers
- •Methods for Estimating and Characterizing Costs and Perceived Benefits
- •Estimating Costs
- •Estimating Benefits
- •Strategic Positioning: Broad Coverage versus Focus Strategies
- •Segmenting an Industry
- •Broad Coverage Strategies
- •Focus Strategies
- •Chapter Summary
- •Questions
- •Endnotes
- •The “Shopping Problem”
- •Unraveling
- •Alternatives to Disclosure
- •Nonprofit Firms
- •Report Cards
- •Multitasking: Teaching to the Test
- •What to Measure
- •Risk Adjustment
- •Presenting Report Card Results
- •Gaming Report Cards
- •The Certifier Market
- •Certification Bias
- •Matchmaking
- •When Sellers Search for Buyers
- •Chapter Summary
- •Questions
- •Endnotes
- •Market Structure and Threats to Sustainability
- •Threats to Sustainability in Competitive and Monopolistically Competitive Markets
- •Threats to Sustainability under All Market Structures
- •Evidence: The Persistence of Profitability
- •The Resource-Based Theory of the Firm
- •Imperfect Mobility and Cospecialization
- •Isolating Mechanisms
- •Impediments to Imitation
- •Legal Restrictions
- •Superior Access to Inputs or Customers
- •The Winner’s Curse
- •Market Size and Scale Economies
- •Intangible Barriers to Imitation
- •Causal Ambiguity
- •Dependence on Historical Circumstances
- •Social Complexity
- •Early-Mover Advantages
- •Learning Curve
- •Reputation and Buyer Uncertainty
- •Buyer Switching Costs
- •Network Effects
- •Networks and Standards
- •Competing “For the Market” versus “In the Market”
- •Knocking off a Dominant Standard
- •Early-Mover Disadvantages
- •Imperfect Imitability and Industry Equilibrium
- •Creating Advantage and Creative Destruction
- •Disruptive Technologies
- •The Productivity Effect
- •The Sunk Cost Effect
- •The Replacement Effect
- •The Efficiency Effect
- •Disruption versus the Resource-Based Theory of the Firm
- •Innovation and the Market for Ideas
- •The Environment
- •Factor Conditions
- •Demand Conditions
- •Related Supplier or Support Industries
- •Strategy, Structure, and Rivalry
- •Chapter Summary
- •Questions
- •Endnotes
- •The Principal–Agent Relationship
- •Combating Agency Problems
- •Performance-Based Incentives
- •Problems with Performance-Based Incentives
- •Preferences over Risky Outcomes
- •Risk Sharing
- •Risk and Incentives
- •Selecting Performance Measures: Managing Trade-offs between Costs
- •Do Pay-for-Performance Incentives Work?
- •Implicit Incentive Contracts
- •Subjective Performance Evaluation
- •Promotion Tournaments
- •Efficiency Wages and the Threat of Termination
- •Incentives in Teams
- •Chapter Summary
- •Questions
- •Endnotes
- •13: Strategy and Structure
- •An Introduction to Structure
- •Individuals, Teams, and Hierarchies
- •Complex Hierarchy
- •Departmentalization
- •Coordination and Control
- •Approaches to Coordination
- •Types of Organizational Structures
- •Functional Structure (U-form)
- •Multidivisional Structure (M-form)
- •Matrix Structure
- •Matrix or Division? A Model of Optimal Structure
- •Network Structure
- •Why Are There So Few Structural Types?
- •Structure—Environment Coherence
- •Technology and Task Interdependence
- •Efficient Information Processing
- •Structure Follows Strategy
- •Strategy, Structure, and the Multinational Firm
- •Chapter Summary
- •Questions
- •Endnotes
- •The Social Context of Firm Behavior
- •Internal Context
- •Power
- •The Sources of Power
- •Structural Views of Power
- •Do Successful Organizations Need Powerful Managers?
- •The Decision to Allocate Formal Power to Individuals
- •Culture
- •Culture Complements Formal Controls
- •Culture Facilitates Cooperation and Reduces Bargaining Costs
- •Culture, Inertia, and Performance
- •A Word of Caution about Culture
- •External Context, Institutions, and Strategies
- •Institutions and Regulation
- •Interfirm Resource Dependence Relationships
- •Industry Logics: Beliefs, Values, and Behavioral Norms
- •Chapter Summary
- •Questions
- •Endnotes
- •Glossary
- •Name Index
- •Subject Index
Chapter Summary • 35
In analyzing this game tree, we see what is known as a subgame perfect Nash equilibrium (SPNE). In an SPNE, each player chooses an optimal action at each stage in the game that it might conceivably reach and believes that all other players will behave in the same way.
To derive the SPNE, we use the so-called fold-back method: We start at the end of the tree, and for each decision “node” (represented by squares), we find the optimal decision for the firm situated at that node. In this example, we must find Beta’s optimal decision for each of the three choices Alpha might make: DO NOT EXPAND, SMALL, and LARGE. By folding back the tree in this fashion, we assume that Alpha anticipates that Beta will choose a profit-maximizing response to any strategic move Alpha might make. Given these expectations, we can then determine Alpha’s optimal strategy. We do so by mapping out the profit that Alpha gets as a result of each option it might choose, given that Beta responds optimally. The fold-back analysis tells us the following:
•If Alpha chooses DO NOT EXPAND, then given Beta’s optimal reaction, Alpha’s profit will be $15 million.
•If Alpha chooses SMALL, then given Beta’s optimal reaction, Alpha’s profit will be $16 million.
•If Alpha chooses LARGE, then given Beta’s optimal reaction, Alpha’s profit will be $18 million.
The SPNE is thus for Alpha to choose LARGE. Beta responds by choosing DO NOT EXPAND.
Note that the outcome of the sequential-move game differs significantly from the outcome of the simultaneous-move game. Indeed, the outcome involves a strategy for Alpha (LARGE) that would be dominated if Alpha and Beta made their capacity choices simultaneously. Why is Alpha’s behavior so different when it can move first? Because in the sequential game, the firm’s decision problems are linked through time: Beta can see what Alpha has done, and Alpha can thus count on a rational response by Beta to whatever action it chooses. In the sequential-move game, Alpha’s capacity choice has commitment value; it forces Beta into a corner. By committing to a largecapacity expansion, Alpha forces Beta into a position where Beta’s best response yields the outcome that is most favorable to Alpha. By contrast, in the simultaneous-move game, Beta cannot observe Alpha’s decision, so the capacity decision no longer has commitment value for Alpha. Because of this, the choice of LARGE by Alpha is not nearly as compelling as it is in the sequential game. We discuss commitment in detail in Chapter 7.
CHAPTER SUMMARY
The total cost function represents the relationship between a firm’s total costs and the total amount of output it produces in a given time period.
Total costs consist of fixed costs, which do not vary with output, and variable costs.
Average costs equal total costs divided by total output. Marginal costs represent the additional cost of producing one more unit of output. Average costs are minimized at the point where average costs equal marginal cost.
36 • Economics Primer: Basic Principles
Sunk costs are costs that cannot be recovered if the firm stops producing or otherwise changes its decisions.
Economic costs and economic profits depend on the costs and profits the firm would have realized had it taken its next best opportunity. These are distinct from costs and profits reported on accounting statements.
The demand curve traces the amount that consumers are willing to pay for a good at different prices, all else equal. Most demand curves are downward sloping. The price elasticity of demand measures the percentage change in the quantity purchased for a 1 percent change in price, all else equal.
Firms facing downward-sloping demand curves must reduce price to increase sales. A firm’s marginal revenue is the additional revenue generated when the firm sells one more unit.
Firms maximize profits by producing up to the point where the marginal revenue from an additional sale exactly equals the marginal cost.
In a perfectly competitive market, there are many firms selling identical products to many consumers. No firm can influence the price it charges.
The supply curve in a perfectly competitive market is the sum total of each firm’s marginal cost curve and represents the total quantity that firms are willing to sell at any given price. The market demand curve represents the total quantity that consumers are willing to purchase at any given price.
In a competitive equilibrium, the market price and quantity are given by the point where the supply curve intersects the demand curve.
In the competitive equilibrium, firms produce up to the point where price equals marginal cost. In the long run, entry forces prices to equal the minimum average cost of production.
Game theoretic models explicitly account for how one firm’s decisions may affect the decisions of its rivals. In a Nash equilibrium, all firms are making optimal choices, given the choices of their rivals.
Matrix forms may be used to analyze games in which firms make simultaneous choices. Extensive forms are more appropriate for analyzing games when choices are sequential.
QUESTIONS
1.What are the distinctions among fixed costs, sunk costs, variable costs, and marginal costs?
2.If the average cost curve is increasing, must the marginal cost curve lie above the average cost curve? Why or why not?
3.Why are long-run average cost curves usually at or below short-run average cost curves?
4.What is the difference between economic profit and accounting profit? Why should managers focus mainly on economic profits? Why do you suppose managers often focus on accounting profits?
5.Explain why we might expect the price elasticity of demand for nursing home care to be more negative than the price elasticity of demand for heart surgery.
Endnotes • 37
6.Why is marginal revenue less than total revenue?
7.Why does the elasticity of demand affect a firm’s optimal price?
8.Explain why long-run prices in a perfectly competitive market tend toward the minimum average cost of production.
9.Is the prisoners’ dilemma always a Nash equilibrium? Is a Nash equilibrium always a prisoners’ dilemma? Explain.
10. Does the equilibrium outcome of a game in extensive form depend on who moves first? Explain.
ENDNOTES
1This example is drawn from Richard Tedlow’s history of the soft drink industry in his book, New and Improved: The Story of Mass Marketing in America, New York, Basic Books, 1990.
2We will discuss this relationship in Chapter 9.
3The third, fourth, and fifth sections of this chapter are the most “technical.” Instructors not planning to cover Chapters 5–7 can skip this material.
4The first part of this section closely follows the presentation of cost functions on pp. 42–45 of Dorfman, R., Prices and Markets, 2nd ed., Englewood Cliffs, NJ, Prentice-Hall, 1972.
5Students sometimes confuse total costs with average (i.e., per unit) costs, and note that for many real-world firms “costs” seem to go down as output goes up. As we will see, average costs could indeed go down as output goes up. The total cost function, however, always increases with output.
6This term was coined by Thomas Nagle in The Strategy and Tactics of Pricing, Englewood Cliffs, NJ, Prentice-Hall, 1987.
7Some authors call these programmed costs. See, for example, Rados, D. L., Pushing the Numbers in Marketing: A Real-World Guide to Essential Financial Analysis, Westport, CT, Quorum Books, 1992.
8It is customary to put the minus sign in front, so that we convert what would ordinarily be a negative number (because DQ and DP have opposite signs) into a positive one.
9One complication should be noted: A given product’s price elasticity of demand is not the same at all price levels. This means that an elasticity that is estimated at a price level of, say, $10 would be useful in predicting the impact of an increase in price to $11, but it would not accurately predict the impact of an increase to, say, $50, a price that is far outside the neighborhood of the price at which the elasticity was originally estimated. This is due to the properties of percentages, which require dividing by base amounts. If the price is so high that the quantity demanded is close to zero, even small absolute increases in quantity can translate into huge percentage increases.
10The use of this formula is subject to the caveat expressed earlier about the use of elasticities. It is useful for contemplating the effects of “incremental” price changes rather than dramatic price changes.
11This result is subject to the following qualification. If certain key inputs are scarce, the entry of additional firms bids up the prices of these inputs The firm’s average and marginal cost functions then shift upward, and in the long run, the market price will settle down at a higher level. An industry in which this happens is known as an increasing-cost industry. The case we focus on in the text is known as a constant-cost industry.
12To keep the example as simple as possible, we will assume only two stages of decision making: Alpha makes its choice first, and then Beta responds. We do not consider the possibility that Alpha might respond to the capacity decision that Beta makes.
This page is intentionally left blank
PART ONE
FIRM BOUNDARIES
This page is intentionally left blank