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Tag Archives: consumption expenditures

How might California be responding to $5.00 gas?

Let’s start with bread machines.

Behavioral economist Dan Ariely explains that when one of the first sellers of bread machines placed it on the shelf, few people were interested because they could not judge the price. At that point, market researchers suggested selling a much higher priced, larger model nearby. The result? As Ariely said, “Since one was clearly much larger and much more expensive than the other, people didn’t have to make their decision in a vacuum. They could say, ‘Well, I don’t know much about bread makers, but I do know if I were to buy one, I’d rather have the smaller one for less money.’ And that’s when the bread makers flew off the shelves.”

For the price of gas also, relativity matters. Called reference pricing, we judge the price of regular by where it has been. If the price of gas is rising, used to spending less, consumers have a lower reference price, like $3.50, and respond negatively to $3.75. However, when prices descend, the reference price is higher, maybe $4.00 and $3.75 sounds rather good.

Giving his interpretation of relativity, economist James Hamilton believes that most of us ignore rising gas prices until they move beyond their high for the previous 3 years. It appears that, at an average of $4.66 (graph, below), California is there.

Here is where average gas prices have been in California and the US for the past 36 months (from gasbuddy.com):

Average USA and California Gas Prices

 

 

 

 

Sources and Resources: I recommend Predictably Irrational, the source of my Dan Ariely quote (p. 15) and a good read. For more on “framing,” a phenomenon that resembles reference pricing, Daniel Kahneman’s Thinking Fast and Slow is fascinating. And, for the academic perspective on gas and oil James Hamilton’s blog, Econbrowser provides a wealth of information. Finally, econlife tells more about gas prices here.

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Packaging can shape a buying decision.

Who would have thought that the elevator helped us become shoppers!

In Made in America, Bill Bryson tells us that the safety elevator enabled stores to expand upward. And having multiple floors meant we could have department stores.

We have to travel back to 1846 to find the first department store. Employing 2000 people, occupying an entire NYC block, and selling a vast array of goods, the Marble Dry-Goods Palace was the first retail establishment to gather such variety under one roof. In 1862, when it moved to an 8 story building, the elevator entered the story.

Things we take for granted today were 19th century innovations. A Marshall Field (Chicago) executive who also founded London’s Selfridges, Harry  G. Selfridge thought of using counters and tables to display goods instead of high shelves. Selfridge also brought us gift certificates, he placed perfumes and cosmetics by ground floor entrances, and he scheduled annual sales. (The perfumes eliminated the horse odors from outside.)

At the same time, Sears, Roebuck & Co. and Montgomery Ward took the department store beyond its walls. Through the Sears catalogue, the millions of people who remained on the farm could buy goods ranging from thumb tacks to cars to clothing and furniture. Maybe we could say that Sears and Montgomery Ward were Amazon’s great grandparents?

With the increasing affluence that accompanied the onset of the 20th century, Americans had the disposable income to go to department stores like Wanamakers in Philadelphia, Jordan Marsh in Boston, and R.H. Macy’s and Lord & Taylor in NY. Economic thinker/sociologist Thorstein Verblen (1857-1929), said that we were engaging in conspicuous consumption when we displayed our wealth through our shopping.

My facts about department stores are from Bill Bryson’s Made in America while this wonderful book review describes the talents and excesses of Harry Selfridge. For more on the history of the elevator, Otis presents a detailed history.

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Henry Ford once said that: ”If I’d have asked my customers what they wanted, they would have told me ‘A faster horse.’ ”

Similarly, asked about spaghetti sauce during the 1980s, consumers primarily knew about Ragu’s plain, marinara and meat sauces. Because other tastes and textures were not mass marketed, preferences were limited.

But then, Prego hired Howard Moskowitz, a psychologist, to build its market share. Using 45 varieties of spaghetti sauce that were designed to vary in every imaginable way including thickness, sweetness, saltiness and smell, Moskowitz had focus groups consume 8 to 10 small bowls that they rated from 1 to 100. When the test groups selected chunky as their favorite, he knew he had a winner. Prego became the first to market an extra chunky sauce and their market share soared.

Moskowitz’s approach was ideal for an oligopoly. Defined as a market in which very few firms dominate, oligopolies use product differentiation to compete. For the Prego division of Campbell’s, a chunky sauce separated them from Ragu. And now, the rest is history if you look at the array of sauces sold by Prego and Ragu.

Listening to Malcolm Gladwell tell the spaghetti story in a TED talk and then reading it, I was also fascinated by his allusion to coffee. Most people say that they enjoy a rich, dark and hearty roast when asked the kind of coffee they like. Actually though, taste tests indicate sweet, watery milky coffee is what most of us prefer. I assume that is why Starbucks has recently added a “light” alternative to its dark and medium roasts.

 

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