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Lecture 1
The Nature and Scope of Managerial Economics
Getting Started with Economics Managerial Economics September 23, 2010
Thomas F. Rutherford
Center for Energy Policy and Economics Department of Management, Technology and Economics ETH Zrich
Introduction to Ideas
Let us begin with the ideas of economics in general and then link in managerial economics.
Introduction to Ideas
Let us begin with the ideas of economics in general and then link in managerial economics. Economics is: the study of how people allocate scarce resources.
Introduction to Ideas
Let us begin with the ideas of economics in general and then link in managerial economics. Economics is: the study of how people allocate scarce resources. Managerial economics focuses on how managers allocate their scarce resources:
Introduction to Ideas
Let us begin with the ideas of economics in general and then link in managerial economics. Economics is: the study of how people allocate scarce resources. Managerial economics focuses on how managers allocate their scarce resources:
People Skills Ofce equipment Warehouses Machinery Raw materials
There are separate courses for each of these areas, but managerial economics is not in this list.
There are separate courses for each of these areas, but managerial economics is not in this list.
Quantitative methods Decision theory and management science Game theory Managerial economics
Use economic princples to solve the problems which managers encounter when running their businesses:
Tend to be more technical Involves more mathematics and statistics than other courses.
What are the elements of managerial economics and how are these inter-related?
The core focus of ME is pricing (price theory), But this view can be misleading (too narrow) ME is generally
A Taxonomy
Other Ideas
and business strategy. Theory of markets concerns the nature of competition (how are prices and prots determined in different types of competitive situations?
Diagrammatic Perspective
Government | ---------------------------------------| | Theory --------- Pricing ------------ Competitionn Firm / \ Theory / \ Demand Supply | | Consumer Production Theory Theory
Lecture Sequence
Introductory concepts: scope and context, demand, supply and market equilibrium. Demand theory and estimation (marketing) Cost and market structure (strategic decisions) Decision making with risk (investment under uncertainty)
2 3 4
Outline of Lectures
9/23 The nature and scope of managerial economics (MH 1,2) 9/30 Demand, supply and market equilibrium (MH 3, HW #1) 10/7 Budget constraints, preferences and consumer choice (MH 4) 10/14 Demand functions price and income elasticities (HW # 2) 10/21 Demand estimation and forecasting (MH 5 and 6) 10/28 Case study: marketing (Professor Hoffman) 11/4 Firm level cost minimization (MH: 7 and 8) 11/11 Competitive markets (MH: 10 and 11; HW # 3) 11/18 Case study: rm-level decisions (Professor Hoffman) 11/25 Imperfectly competitive markets (MH 12 and 13) 12/2 Game theory and pricing (MH 14 and 15, HW # 4) 12/9 Risk and uncertainty (MH 16) 12/16 Case study: investment under uncertainty (Professor Hoffman) 12/23 Final Examination Review
Assessment
Other information
Thomas F. Rutherford and Volker Hoffman trutherford@ethz.ch ZUE (E7) 044 632 6359 Wednesday mornings and by appointment.
Textbook
Learn foundations of economics Appreciate the role of economic ideas in managerial decisions. Learn some formal models and methods of analysis in
How Is Managerial Economics Useful? Theory of the Firm Prot Measurement Why Do Prots Vary among Firms? Role of Business in Society
Key Concepts
managerial economics theory of the firm expected value maximization value of the firm present value optimize satisfice business profit normal rate of return economic profit profit margin return on stockholders equity frictional profit theory monopoly profit theory innovation profit theory compensatory profit theory
Evaluating Choice Alternatives Identify ways to efciently achieve goals. Specify pricing and production strategies. Spell out production and marketing rules to maximize prots. Making the Best Decision Managerial economics helps meet management objectives efciently. Managerial economics shows the logic of consumer, and government decisions
Expected Value Maximization Owner-managers maximize short-run prots. Primary goal is long-term expected value maximization. Constraints and the Theory of the Firm Resource constraints. Social constraints. Limitations of the Theory of the Firm Alternative theory adds perspective. Competition forces efciency. Hostile takeovers threaten inefcient managers.
Measuring Prot
Business Versus Economic Prot Business (accounting) prot reects explicit costs and revenues. Economic prot.
Prot above a risk-adjusted normal return. Considers cash and noncash items.
Disequilibrium Prot Theories Unexpected revenue growth. Unexpected cost savings. Compensatory Prot Theories
Prots accrue to rms that are better, faster, or cheaper than the
competition.
Why Firms Exist Businesses help satisfy consumer wants. Businesses contributes to social welfare Social Responsibility of Business Serve customers. Provide employment opportunities. Play by the rules (laws and regulations)
Problem:OverbiddingOVIgastract
Ayounggeologistwaspreparingabidrecommendationforanoiltractin theGulfofMexico. Withknowledgeoftheproductivityofneighboringtractsalsoownedby company,thegeologistrecommendedabidof$5million. Seniormanagement,though,bid$20million faroverthenexthighest bidof$750,000.
Problemsolving
Twodistinctsteps:
Figureoutwhatswrong,i.e.,whythebaddecisionwas made Figureouthowtofixit
Bothstepsrequireamodelofbehavior
Whyarepeoplemakingmistakes? Whatcanwedotomakethemchange?
Economistsusetherationalactorparadigmtomodel behavior.Therationalactorparadigmstates:
Peopleactrationally,optimally,selfinterestedly
i.e.,theyrespondtoincentives tochangebehavioryoumust changeincentives.
Howtofigureoutwhatiswrong
Undertherationalactorparadigm,mistakesaremadeforone oftworeasons:
lackofinformationor badincentives.
Todiagnoseaproblem,ask3questions:
1.Whoismakingbaddecision? 2.Dotheyhaveenoughinfotomakeagooddecision? 3.Dotheyhavetheincentivetodoso?
Howtofixit
Theanswerswillsuggestoneormoresolutions:
1.Letsomeoneelsemakethedecision,someonewithbetter informationorincentives. 2.Changetheinformationflow. 3.Changeincentives
Changeperformanceevaluationmetric Changerewardscheme
Usebenefitcostanalysistochoosethebest(most profitable?)solution
Keeptheultimategoalinmind
Forabusinessororganizationtooperateprofitablyand efficientlytheincentivesofindividualsneedtobealigned withthegoalsofthecompany. Howdowemakesureemployeeshavetheinformation necessarytomakegooddecisions? Andtheincentive todoso?
Analyzetheoverbiddingmistake
Anotherclue:
Afterwinningthebid,thegeologistincreasedtheestimated reservesofthecompany. But,afteradrywellwasdrilled,thereserveestimateswere decreased. SeniorManagementsteppedinandorderedanincreaseinthe reserveestimate.
Lastclue:
Seniormanagementresignedseveralmonthslater.
ANSWER:Managerbonusesfor increasingreserves
Thebonussystemcreatedincentivestooverbid.
Seniormanagerswererewardedforacquiringreserves regardlessoftheirprofitability
Ethics
Doestherationalactorparadigmencourageselfinterested, selfishbehavior? NO!
Opportunisticbehaviorisafactoflife. Youneedtounderstanditinordertocontrolit. Therationalactorparadigmisatoolforanalyzingbehavior,not aprescriptionforhowtoliveyourlife.